E-commerce warehousing

Warehousing and logistics is the use of self-built or leased warehouses and venues to store, keep, load, unload, and distribute goods. The traditional definition of warehousing is given from the perspective of material reserves. Modern "warehousing" is not "warehouse" and "warehouse management" in the traditional sense, but warehousing under the background of economic globalization and supply chain integration, and is the warehousing in modern logistics system. The e-commerce warehousing logistics is specially designed for e-commerce and fully meets the needs of e-commerce. A total of 28 e-commerce logistics and warehousing experiences are summarized below, please take a closer look!
　　1. The difference between turnover rate and dynamic sales rate: KPI
　　assessment and safety stock management are only two methods to control inventory. These two methods are very practical for traditional enterprises because of their rough batch in and out mode. But it is never enough for e-commerce that targets refined individual users. The real power lies in daily data-driven turnover and sales.
　　The difference between the two: For example, if the profit of a certain SKU is 100 yuan, the annual turnover is 12 times, and the annual profit is 1200 yuan; the annual turnover is 4 times, and the annual profit is 400 yuan. Therefore, the turnover rate is concerned with the value of a certain SKU. The specific focus is on the control of "points". The dynamic sales rate is to pay attention to the dynamics of the entire warehouse category. It belongs to the "face" control. The more varieties sold, the more successful category management and planning, and the higher the warehousing utilization value.
　　2. E-commerce logistics data control standards
　　1. The proper investment rate is over 90%.
　　2. Within 12% of the total logistics cost.
　　3. The commodity turnover days are less than 45 days.
　　4. The delivery error rate is within 2/100,000.
　　5. The logistics timeliness rate is over 85%.
　　6. The complaint rate of customers on the logistics level is less than 2%.
　　7. The commodity sales rate is higher than 85% and lower than 98%.
　　8. The damage rate of the entire logistics segment is less than 3/1,000.
　　3. E-commerce logistics breakage rate standard
　　The damage rate of commodities that cannot withstand the extrusion and impact of external forces of more than 20 kg is within 3/1,000; the damage rate of commodities that can be tolerated should be controlled within 2/10,000.
　　4. Four major costs of e-commerce logistics
　　1. Warehouse management costs: including unloading fees, QC fees, barcode fees, warehousing inspection fees, storage space fees, batch return fees, inventory fees, etc.;
　　2. Order processing costs: Including sorting, order allocation, packaging, assignment, handover, RMA fees, and consumables fees;
　　3. Distribution costs: including trunk logistics fees and sub-regional distribution fees;
　　4. System usage fees, fixed assets and decoration fees apportionment.
　　5. Logistics brings the value of old customers
　　1. The cost of developing a new customer is 3-10 times that of retaining an old customer.
　　2. Customer loyalty fell by 5%, and corporate profits fell by 25%.
　　3. The success rate of selling products to new customers is 15%, and the success rate of selling products to old customers is 50%.
　　4. If the annual customer retention rate is increased by 5%, the profit will reach 25%-85%.
　　5. 60% of new customers are recommended by old customers.
　　6. 20% of customers bring 80% of profits!
　　6. KPI standards for e-commerce logistics assessment
　　1. The most important weight is the timeliness rate.
　　Inside: The time limit is 3 hours from the time the order arrives at the background to the completion of the parcel express distribution;
　　Outside: The time limit is based on the delivery area.
　　2. Cargo damage is the most intuitive KPI at the operational level and management level.
　　3. The proportion of logistics costs The unit price of customers varies according to different categories. If it exceeds 18%, it is not suitable for online retail.
　　4. The timely rate of rebates, the rate of sales, and the turnover rate are the manifestations of the level of logistics management.
　　7. Logistics, Vipshop's unspeakable "profit"
　　Vipshop's warehousing and logistics costs in the past three years were US$610,000, US$5.809 million, and US$45.478 million, accounting for 21.8%, 17.8%, and 20% of total revenue. ; Inventory turnover days are 114 days, 56 days, and 77 days respectively; Warehousing and logistics are the bulk of Vipshop's operating expenses, which are maintained at about 20%. Whether the future profitability can be greatly depends on whether this cost can be reduced.
　　8. Two methods of sowing and fruit
　　picking that can be sown should never be picked, and those that can transform fruit picking into sowing must be turned as far as possible, because the efficiency of the sowing method is always higher than that of the fruit picking method.
　　1. The seeding method is suitable for enterprises within 200 SKU, and fruit picking is recommended for over 200.
　　2. If you want to improve the efficiency of fruit picking, you must first find a way to sow, and sow and pick the fruit first.
　　3. No matter planting or picking fruit, the premise is the sales rate and turnover rate, otherwise it will be false efficiency.
　　9. Is it a curse for e-commerce to build its own logistics?
　　1. It only makes sense to have separate warehouses and self-build. With separate positions, the order density can be increased by 3 times.
　　2. Self-built hirers add value, while buying a car depreciates. Therefore, the cost per order of self-built car rental is lower than that of SF Express, higher than that of four links and one delivery, and the same as that of home delivery. This mode is currently the best.
　　3. Self-built repeat purchase rate increased by 5.8%.
　　4. Fish is easier to get than bear's paw.
　　10. The boundaries of whether e-commerce logistics is efficient
　　These lines hide the scientific basis for promoting and pulling logistics.
　　1. The location plan is planned with the purchase plan, and the non-commodity arrival will see the needle.
　　2. The goods are waiting to be packed instead of the packing staff waiting for the goods to be delivered. This is also a measure of whether your staffing is reasonable or not.
　　3. Merchants are tracking delivery orders, not courier companies.
　　4. Commodities have never gone back.
　　5. 2 people resign every quarter.
　　11. E-commerce warehousing positioning data standard
　　1. According to the principle of floor efficiency, how many squares the warehouse can withstand and how many orders, the peak value is 3.5 times.
　　2. The per capita basic load orders of warehouses without RFID (radio frequency technology) are 60 orders, and the peak value is 2 times.
　　3. No matter how good management is, it will be overwhelmed by dust. Management starts from dust, no matter the boss or the user.
　　4. The average labor cost per order is 1.66 yuan, the storage cost is 0.66 yuan, and the packaging cost is 1.26 yuan.
　　12. Who said that e-commerce logistics only burns money and does not make money?
　　Amazon spent about 4.6 billion US dollars to build 17 logistics centers last year, and the huge expenditure made its profit margin drop by 2.3%. However, Amazon provides warehousing and distribution services to third-party merchants, And the way of extracting commissions has obtained a considerable source of profit. In the fourth quarter of last year, it has achieved earnings per share of $0.38 with the help of this business.
　　Relying on the world's most advanced warehouse management system to achieve precise inventory management through careful calculation, an average of 3 minutes is saved for each order, and the overall operational efficiency is increased by 3-4 times! Amazon NB. Within 3 years, e-commerce self-built logistics such as Jingdong Logistics, Vanke Logistics, and Haolemai Logistics will also start to make profits.
　　13. The average delivery speed of each order in the e-commerce industry is 23 minutes.
　　From the synchronization of order diversion to the background start to the completion of packaging and delivery of goods to the end of the parcel diversion area. The industry average delivery speed per order is 23 minutes.
　　14. E-commerce distribution cost standard
　　1. It is the standard that the distribution fee for each order accounts for 6% of the customer unit price, otherwise the total logistics cost will be 12% higher.
　　2. If the delivery cost is higher than 6%, the courier company must replace it.
　　3. The express fee of SF Express is 32 yuan per order, 28 yuan for home delivery, 18 yuan for four links and one delivery, 15 yuan for regional express delivery, and 27 yuan for self-built logistics with a radius of 70 kilometers around the sub-warehouse.
　　4. The delivery speed and attitude accuracy determine 75% of the customer experience.
　　15. E-commerce warehousing value standard
　　1. Flat warehouse 6-7 hair is the standard, three-dimensional warehouse 9 hair.
　　2. The warehousing is reasonable within 60 kilometers from the city center.
　　3. The commodity sales rate of 85% is the standard, and the dynamic sales rate determines the storage value.
　　4. The three-dimensional shelves use 75% of the storage value, 63% of the flat shelves, 46% of the pallets, and 23% of the operation area. The larger the operating area, the lower the storage value, and the larger the shelf area, the higher the value.
　　5. The storage area is only budgeted for 3 years.
　　16. National cash on delivery is a very bullshit ideal. Are
　　Chinese rural towns suitable for cash on delivery? Even if the postal service can arrive, 67% of postmen in these townships and villages will ask users to pick it up. 84% of users in townships and villages have complaints and negative comments on logistics timeliness and attitudes. Resulting in a 23% return rate. So the back and forth logistics costs are consumed, and the goods are scarred.
　　17. The scale and efficiency of a logistics center are two different things.
　　Today's e-commerce companies will pile up a scary area figure when talking about the scale of logistics. In fact, the large scale does not necessarily prove that you have excellent management and efficient operation. On the contrary, it will expose the unscientific planning, unreasonable inventory, and process. Problems such as poor flow and low turnover rate, smart decision makers should pay attention to efficiency and effectiveness... The blind pursuit of large scale by logistics centers and the pursuit of large breasts by women are actually the same reason, that is vanity. The essence of the real e-commerce logistics pursuit is to not only meet the maximization of sales under the principle of 28, but also control the minimization of inventory under the principle of 82.
　　18. The financial data of JD.com is terrible.
　　Today , JD.com's investment director Liu Bin said in an event that JD.com's future SCM system and 100,000-square-meter warehouses in 7 core cities will be fully owned and automated by 70%. Delivery: In 2011, the team will reach 20,000, and in 2012, it will reach 40,000. In the future, it will cover the third-tier cities across the country. Where China Post can deliver, JD.com can deliver.
　　The supply chain service is a modular ordering service throughout the whole process. If this is the case: a distribution team of 20,000 people, 4,000 per person is 80 million per month, plus social security, fuel consumption, hard damage, these monthly flow costs exceed 200 million, not counting warehouse maintenance, site rent and software costs, add up to It is 200 million. According to the current scale of 60 billion, it is estimated that 20% of the gross profit of goods is 1 billion gross profit per month, and 40% has to pay for logistics costs.
　　19. E-commerce is often wronged by couriers.
　　E- commerce logistics often pay attention to details when signing contracts with courier companies. For example: compensation for delays: 20% of the freight for one day of delivery delay; 50% of the delay for 2 days, and 3 for delay Free shipping on days or more. However, when the actual financial monthly balance is reconciled: these penalties such as delayed deduction of freight charges and damage compensation are not followed up, resulting in e-commerce being paid by couriers for no reason.
　　20. Dangdang and Vipshop are the culprits for the landing distribution company
　　In fact, of the landing distribution company. Some good landing distribution companies with good appreciation potential were kidnapped by them at 5-8 yuan per ticket. This price is only for matching, and for sending. There is simply no time and energy to study how to match, how to deliver, and how to strive for the added value of face-to-face delivery for e-commerce. At present, they are all doing this:
　　1. The agreement is not agreed: the agreement just signed can be torn up and the price will be reduced next month. If you don't cooperate, support a new company immediately.
　　2. Delivery is approaching step by step: from delivery on the next day to delivery on the next day, delivery on the same day, and delivery within a limited time, the price increase is measured in "gross".
　　3. Receiving the goods is getting closer and closer: from delivery logistics to warehouses, warehouse delivery in the city, to cross-provincial delivery.
　　4. Experience requirements: door-to-door return, door-to-door exchange, three trials to get one.
　　5. KPI data assessment is forced to improve services step by step.
　　6. Pick up the goods after deposit first.
　　7. The goods will be shipped after prepayment.
　　8. The payment of the delivery service fee is often deferred.
　　21. China Express: At the age of ten, let him get married
　　In 2008, an e-commerce company acquired Yuantong Zhaoqing site. At that time, the site was looking for people to buy it for 70,000 yuan. In the last year, someone asked for 3 million and did not buy it. Why can a courier site increase 43 times in 3 years? It is because the development of e-commerce pushes them. They were originally only ten years old, and suddenly pushed him to marry at twenty. So only the ten-year-old body has to bear the pressure of marriage. This is our current logistics form: deformity.
　　22. Standardized e-commerce: to whom
　　does Even if the rebate is as high as 10% for the e-commerce of standardized goods, this 10% is not enough to fill the black hole of logistics. The black hole refers to: repeated taxes, high road penalties, expensive roads and bridges, and fine last mile. Therefore, the only way out for standardized commodities is scale, and scale only depends on burning money, and burning money only depends on the determination to succeed if you fail, and the determination to succeed if you fail depends only on cruelty. Most of B2C covers the retail industry, and the profit margin of the retail industry is relatively low, as is the e-commerce that has reduced intermediate channels. Profit is low, how low is it? The following data are for reference only 1. Gross profit margin of major appliances <=5% 2. Gross profit margin of computers 6%-7% 3. Gross profit margin of clothing 50% 4. Gross profit margin of shoes 20%.
　　23. Standard of e-commerce warehousing management level
　　1. Cost standard: The total warehousing and distribution cost is within 18% of the marketing amount.
　　2. The delivery error rate is 5/100,000.
　　3. Delivery delay rate: Through the feedback statistics of T+3, the delivery delay rate is controlled within 2/10,000 orders.
　　4. The inventory accuracy rate is 5/100,000, which means that only 5 of the 100,000 items in the warehouse are inconsistent with the accounts.
　　5. Picking efficiency, 5 pieces per minute. That is, the picking time for one piece is 12 seconds.
　　24. Five directions of e-commerce warehousing management
　　1. Focus on the position code: improve the speed of picking up, replenishing and placing goods through the rule of not going back;
　　2. Taking barcode as the main line: at least two links are identified and reviewed;
　　3. Accurate As the target, the "responsibility field" control mode is divided into zones to achieve daily sorting and rectification and inventory of daily changing commodities;
　　4. Based on the quantification of links: it is better to continue trial and error to measure the operating cost of each link, and we must achieve more work and more rewards, and inequality.
　　5. Using the assembly line operation as the packing belt, the labor utilization rate without gap and pause is realized. 　　25. Seven
　　misunderstandings 　　of
　　inventory
　　management 　　5. VMI (Vendor Managed Inventory) is "wool comes from sheep"; 　　6. Pursue zero inventory; 　　7. Supply chain is equal to warehouse + procurement . 　　26. The "hidden rules" in the e-commerce logistics circle - the calculation method of throwing goods 　　Length * width * height / 6000 was originally stipulated by IATA, but our express company often uses it for automobile transportation. Believe it or not: Don't say divide by 7000, divide by 8000 and they're willing to do it. 　　27. The payment collection rate is a "black hole". 　　Some express companies can offer a collection rate of 3-5%. Meaning: This public usury in disguise is legal. 2% is the current black market usury rate. Think about it: E-commerce companies only collect their own payment for their goods through express delivery, but they are squeezed by higher interest rates than the black market. In fact: many regional express delivery has long been free of charge rates. 　　28. E-commerce logistics resources are very important 　　. E- commerce borrowing third-party distribution, and the distribution cost is 8-10% of the turnover. 6-7%; the distribution cost of e-commerce is also 5-7% in the mode of sub-warehouse + mainline logistics + landing distribution; and the logistics enterprise doing e-commerce, the lowest distribution cost can reach: 3-4%. Therefore, there is still a lot of room for e-commerce distribution costs to increase. The key lies in the order quantity and the resources you have.