亚马逊加强物流整合,有可能重塑行业的未来

Amazon ramps up its logistics integration, threatening to reshape the future of the industry
亚马逊加强物流整合,有可能重塑行业的未来

Among other things, Amazon’s 2021 first quarter results confirm its long-standing strategy, which first talked about early in 2018 and touched on again toward the middle of 2019: vertical integration as a logistics operator.
其中,亚马逊2021年第一季度的业绩证实了它的长期战略,在2018年初首次谈到这个问题,并在2019年年中时再次触及:作为物流运营商的垂直整合。
The company revealed an 80% increase in its capital investments earmarked for logistics-related operations, both in its fleets of vans, planes and trucks, as well as new warehouses, with the aim of becoming its own end-to-end logistics operator, which would be a huge coup for both private courier companies and, in many countries, national mail operators. By 2019, Amazon was already carrying almost half of its own shipments in the US, and by now that figure is almost two-thirds, bearing in mind that the pandemic has seen huge growth.
该公司透露,其专门用于物流相关业务的资本投资增加了80%,既包括货车、飞机和卡车车队,也包括新仓库,目的是成为自己的端到端物流运营商,这对私营快递公司和许多国家的国家邮政运营商来说都是巨大的政变。到2019年,亚马逊在美国已经承担了自己近一半的货运量,到现在这个数字几乎达到了三分之二,要知道,这种大流行病已经出现了巨大的增长。
Amazon has always been highly customer-centric, which means that many of its metrics measure end-customer satisfaction, driving rigorous quality control at all stages, or applying a “no questions asked” returns or complaints policy. A good part of the problems the company encounters are related to shipments, to the moment when the package leaves an Amazon warehouse and is placed in the hands of a different logistics operator.
亚马逊一直高度以客户为中心,这意味着它的许多指标都是衡量最终客户的满意度,在所有阶段推动严格的质量控制,或应用 "无条件 "的退货或投诉政策。该公司遇到的很大一部分问题都与运输有关,到包裹离开亚马逊仓库并被置于不同的物流运营商手中的那一刻。
The logistics business is not characterized by this kind of customer care, and despite the fact that quality has been improving over the last few years, we are still talking about a high incidence of mishandled shipments, missed delivery schedules and other similar problems. When a good part of the complaints a company receives are beyond its control because they originate from logistics partners and it is forced to take them on to some extent as part of its customer satisfaction policy, it makes sense to go for vertical integration and handle its own logistics, despite the huge barrier to entry that is involved in setting up a shipping infrastructure on the scale of the e-commerce giant. However, everything points to the fact that, once these entry barriers and heavy initial investments have been overcome, these types of systems develop their own momentum, so that continuing to operate them from a given point becomes much simpler. In fact, such logistics integration would be key to improving the company’s expectations in terms of reducing the logistics cycle, with increasingly faster deliveries.
物流业务的特点是没有这样的客户关怀,尽管在过去几年中质量一直在提高,但我们仍然在谈论处理不当的货物、错过交货期和其他类似问题的高发率。当一个公司收到的投诉有很大一部分是它无法控制的,因为它们来自物流合作伙伴,而且作为其客户满意度政策的一部分,它在某种程度上被迫承担这些投诉,那么,尽管建立一个电子商务巨头规模的运输基础设施涉及巨大的进入壁垒,但进行垂直整合并处理自己的物流也是合理的。然而,一切都表明,一旦克服了这些进入壁垒和沉重的初始投资,这些类型的系统就会形成自己的动力,因此,从一个特定的点继续运营它们就会变得更加简单。事实上,这种物流整合将是改善公司在减少物流周期方面的期望的关键,交货速度越来越快。
This would be in line with Amazon’s strategy of converting all its investments into platforms that are then offered to third parties. In this sense, part of the investment that Amazon mobilizes for the construction of its delivery system would be assumed by companies that would use it as an operator when selling through Amazon, in the same way that happens with the capacity of its warehouses or with the operation of its cloud computing. We can expect Amazon at some point to stop using Fedex, UPS or DHL and start competing directly with them, generating, due to its large volume, major disruption.
这将符合亚马逊将其所有投资转化为平台,然后提供给第三方的战略。在这个意义上,亚马逊为建设其配送系统而调动的部分投资将由那些通过亚马逊销售时将其作为运营商的公司承担,就像其仓库的容量或其云计算的运作一样。我们可以期待亚马逊在某个时候停止使用联邦快递、UPS或DHL,并开始与他们直接竞争,由于其庞大的数量,产生重大的破坏。
The FedEx executive who played down Amazon’s efforts to develop its complete logistics back in 2018, saying that the company “should not be confused as competition” may soon be eating his words. Not only is Amazon a competitor, it’s one of those competitors companies should really be afraid of. In the United States alone, logistics is a $1.5 trillion business. It remains to be seen how much of that market Amazon can take, and how many of its competitors will fall by the wayside in the process.
联邦快递的高管早在2018年就淡化了亚马逊发展其完整物流的努力,说该公司 "不应该被混淆为竞争",他可能很快就会自食其言。亚马逊不仅是一个竞争对手,而且是公司真正应该害怕的那些竞争对手之一。仅在美国,物流是一项1.5万亿美元的业务。亚马逊能在这一市场中占据多少份额,以及有多少竞争对手会在这一过程中被淘汰,我们拭目以待。

 

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