Compared with domestic e-commerce, the consumer groups are all in China, but the cross-border suppliers are abroad. From the perspective of front-end e-commerce operations, they are similar, but from the perspective of back-end supply chain and channel management operations, there are huge differences. In the “commodity (supply chain) – sales (conversion rate) – channel (traffic)” chain, the supply chain is the lifeline of cross-border e-commerce imports.
At the beginning of the period, domestic sales quickly heated up the overseas supply market. In particular, 80% of the imported goods were diapers and milk powder, and the brands were well known. That is, the import demand went to overseas “supply chain-buying”, and the best-selling products were only It can be cashed in cash, but demand exceeds supply, and many trading companies also encounter problems with supply channels.
Just as the downstream industry was burning money to create an upstream industry, the “gold rush” swept across the world, and it was quickly squeezed out in a year and a half. Rich capital predators, passionate entrepreneurial youth, and traffic flow E-commerce companies, importers with trading experience…shopping, direct purchasing, brand cooperation, agency purchasing, all “gathered in Huashan” to get goods, the crazy demand has confused overseas brands and retail, all friends Surprised, rush for goods!
When there are too many people doing it, they start to compete on price and lower their profile. The battle for overseas supply chains even hurts domestic offline agents. Nowadays, under the pressure of the New Deal, the demand side is cold, but there is no so-called zero inventory in supply chain management. There is no pressure on this end and that end. Bonding turns to direct mail. Overseas warehouses store inventory overseas and backlog it in the upstream supply. end.
Imported cross-border e-commerce has entered the era of competition across the entire industry chain. The requirements for the ability to control resources in each link are constantly increasing, but the core is still commodities. The supply chain model of cross-border e-commerce imports is too heavy, the operation chain is too long, and it requires too many resource supports and abnormal situations. The pressure is still on the capital chain. Once the settlement cycle of e-commerce platforms is lengthened or sales are slow, payment for goods will be squeezed. When the exchange rate fluctuates, how many large orders can be locked in advance? Building a stable supply chain will grasp the seven inches of cross-border e-commerce imports.