一提到專線，很多人首先想到的就是“小散亂差”，但正是這些“小散亂差”的專線物流承載了中國公路運輸絕大部分的運力。如今，隨著物流行業轉型升級步伐的加快，尋求出路成為專線物流企業的當務之急。
When it comes to special lines, many people first think of "small scattered poor", but it is these "small scattered poor" special line logistics carrying the vast majority of China's road transport capacity. Nowadays, with the acceleration of the transformation and upgrading of the logistics industry, finding a way out has become an urgent task for the special line logistics enterprises.
專線物流呈現兩極分化的態勢
Special line logistics presents polarization.
當下，專線企業正處在轉型發展的關鍵期，各種模式的創新和資本的涌入、優秀企業的先行先試都讓這個行業變得熱鬧起來。那么，從全國范圍來看，當下的專線發展究竟處于一種怎樣的狀態？
At present, the special line enterprises are in the critical period of transformation and development. Innovation of various modes, influx of capital, and the first try of excellent enterprises make the industry lively. So, from a national perspective, what kind of state is the development of the special line?
傳化智聯傳化網運營事業部分撥中心業務部總經理韓雪峰認為，當下的物流專線企業正處在一個轉型發展的關鍵期，在這個過程中，新模式、新物流、新組織不斷涌現，而發展的載體和所依附的對象以優秀的物流專線企業為主。
Han Xuefeng, general manager of the distribution center business department of Chuanhua Zhilian Chuanhua Network, thinks that the logistics special line enterprises are in a critical period of transformation and development. In this process, new models, new logistics and new organizations are constantly emerging, and the carriers and objects of development are mainly excellent logistics special line enterprises.
但在此背景下，物流的底層性也更加凸顯，各地的經濟發展與物流專線企業的發展和分布不均等，導致物流行業成本居高，管理難度加大，物流企業跑路和小微企業生存現狀令人堪憂，物流行業兩極分化越來越嚴重。
But in this context, the underlying nature of logistics has become more prominent. The uneven development and distribution of local economic development and logistics line enterprises have led to the high cost of the logistics industry, the increasing difficulty of management, the existing situation of logistics enterprises and small and micro enterprises is worrying, and the polarization of the logistics industry is becoming more and more serious.
天津大學教授劉偉華也認同專線物流企業出現兩極分化現象，強者愈強、弱者愈弱的趨勢明顯。而且，專線企業信息化技術落后，使用運輸管理（T M S）系統類別更是五花八門，相互之間都是封閉運作，操作模式還是傳統模式。劉偉華還表示，當下“互聯網＋物流”等平臺企業或者智慧型物流平臺企業在各種資本的扶持下，異軍突起。這類企業經常通過非常規的做法攪和傳統運作模式。如在本來已經白熱化的價格競爭中投入更多的資金攪和專線運營價格，攪和各種三方服務價格等。
Professor Liu Weihua of Tianjin University also agrees that the special line logistics enterprises appear polarization phenomenon, the stronger the stronger, the weaker the trend is obvious. Moreover, the information technology of the special line enterprises is backward, and the categories of transport management system (T M S) are more diverse, which are closed to each other, and the operation mode is still the traditional mode. Liu Weihua also said that the current "Internet + logistics" platform enterprises or intelligent logistics platform enterprises with the support of a variety of capital, a new force. Such enterprises often mix traditional operation mode by unconventional practices. For example, in the already heated price competition, more money is invested to stir up the special line operation price, stir up various tripartite service prices and so on.
的確，我國擁有干線存量萬億級的市場，專線更是占據了8 0%的市場份額，市場存量的競爭在不斷加劇，平臺企業如雨后春筍般涌現，開始吞并存量市場。顯然，整合專線物流符合正常的市場規律，從群雄割據到巨頭鏖戰，促進專線市場的組織升級，以不斷提高干線的服務水平。
Indeed, China has a trillion-grade trunk line stock market, the dedicated line occupies 80% of the market share, the market stock competition is intensifying, platform enterprises springing up like mushrooms, began to annex the stock market. Obviously, the integration of special line logistics conforms to the normal market law, from the separatist regime to the giant battle, to promote the organization and upgrading of the special line market, in order to continuously improve the service level of trunk line.
嚴重內耗影響專線
Severe internal friction affects the dedicated line.
無論是由于外部壓力迫使的專線變革與提升，還是因為要應對市場新的物流需求，都在促使物流資源從分散走向整合。其實，制約專線物流發展的問題重重，比如資金、模式、成本、管理、行業環境等。這幾年，受經濟下行和互聯網的影響，上游客戶的貨量不斷減少，行業內平臺正逐漸興起，競爭日益殘酷。各大貨運平臺的出現，加劇了專線整合速度。由于專線準入門檻不高，業務差異性小，導致行業之間的無序競爭愈演愈烈，更使利潤空間被進一步擠壓。
Whether it is due to external pressure to force the change and upgrading of the dedicated line, or to respond to the new market demand for logistics, logistics resources from decentralization to integration. In fact, there are many problems restricting the development of special line logistics, such as capital, mode, cost, management, industry environment and so on. In recent years, due to the downturn of the economy and the impact of the Internet, upstream customer volume is decreasing, the industry platform is gradually rising, increasingly cruel competition. The emergence of major freight platforms aggravated the integration speed of dedicated lines. Due to the low threshold of access for dedicated lines and small business differences, disorderly competition between industries is becoming increasingly fierce, and profit margins are further squeezed.
談到專線存在的痛點時，韓雪峰的看法也印證了上述觀點，其實在過去的很長一段時間內，專線企業“活”得很舒服—生意好做，成本偏低，從業者基本都撈到了“第一桶金”。而且專線企業大多數以“點對點”“點對區域”和“點對全國”為主，使其能夠長期地占據社會物流的主體。
When talking about the pain point of the special line, Han Xuefeng's view also confirms the above view. In fact, for a long time in the past, the special line enterprises "live" very comfortable - business is good, low cost, practitioners have basically scored "the first barrel of gold". And most of the special line enterprises are "point-to-point", "point-to-area" and "point-to-country" mainly, so that it can occupy the main body of social logistics for a long time.
但這幾年隨著“互聯網＋”以及新技術、新零售、平臺化的快速崛起，專線企業的生存空間受到壓縮，主要體現在：攬貨成本壓力加大，賬期過長；專業的團隊開始出現青黃不接，很多企業基本都是“夫妻店”、家族式或者由老鄉組成的，已經不能適應快速地發展；標準化的產品，一站式的網絡服務成為短板；軌跡溯源的系統與信息化服務的缺失制約了發展；城市化的發展，越來越多的專線企業遠離城市核心區域，企業經營居無定所，出現大面積的自然消亡；融資成本高，融資渠道缺失，大型銀行和機構對中小微物流企業授信困難，物流的經營壓力越來越大；部分區域出現的區域專線和“小霸王”的跑路事件，在一定程度上也影響了行業的快速發展，暴露了行業發展中的監管問題。
But in recent years, with the rapid rise of "Internet +" and new technologies, new retail and platforms, the living space of dedicated line enterprises has been compressed, mainly reflected in: the pressure of procurement costs has increased, the account period is too long; professional teams have begun to appear yellow and blue, many enterprises are basically "couple shops", family-style or by. Rural composition, has been unable to adapt to rapid development; standardized products, one-stop network services become a short board; track traceability system and lack of information services constrained development; urbanization development, more and more dedicated line enterprises away from the city's core areas, enterprises operating in a fixed place, appeared in large areas The natural extinction; the high cost of financing, the lack of financing channels, large banks and institutions to small and medium-sized micro-logistics enterprises credit difficulties, logistics management pressure is growing; some regions appear in the regional special line and "small overlord" running events, to a certain extent, also affected the rapid development of the industry, exposed the development of the industry. Regulatory issues.
同樣的問題在傳棧供應鏈CEO祖洪奎看來，則有另一種觀點：“物流行業是一個投資周期長、收益慢的行業。專線企業經營模式較為單一，盈利模型簡單，在缺少資本加持的情況下，業務擴展、服務能力提升等方面就深受影響，企業的發展非常緩慢，甚至停滯不前。傳統專線公司的業務模型是‘點對點’的直放，業務體量幾乎決定著線路的運營情況。在服務能力趨同的情況下，導致的結果就是大多數沒有明顯優勢的專線公司的盤子都太小，吃不飽，餓不死，無力競爭，也無心‘殺死’對手。”
Similarly, in the view of Zu Hongkui, CEO of the chain, there is another view: "Logistics industry is a long investment cycle, slow return industry. In the absence of capital support, the expansion of business, service capabilities and other aspects will be deeply affected, the development of enterprises is very slow, or even stagnant. Traditionally, the business model of a special line company is a point-to-point extension, and the volume of business almost determines the operation of the line. In the case of convergence in service capacity, the result is that most dedicated companies without obvious advantages are too small to eat, starve, unable to compete, and have no intention to'kill'their opponents.
對于專線痛點，劉偉華則用了“內耗”二字對其進行了概括。他解釋，當下不少專線公司見貨就收，不管好壞，而且貨多就發，不計發車成本和貨物本身的價值。如此一來，便出現了低價做市場的現象，導致服務一直難以提高，貨損、貨差、貨丟失等現象時有發生。此外，過多的運輸流程及層層轉運也在一定程度上影響著公司效率。而且，成本每年都在逐步增加，扭曲的價格形成機制難以傳導上漲的成本，大多專線公司進入微利時代，傳統的專線發展模式已經無法支撐公司的健康發展。
For the special line pain point, Liu Weihua used the two words of "internal friction" to summarize it. He explained that at present, many special line companies receive goods at sight, whether good or bad, and more goods will be sent, regardless of the cost of departure and the value of the goods themselves. As a result, there will be a phenomenon of low prices to do the market, leading to service has been difficult to improve, loss of goods, difference, loss of goods and other phenomena occur from time to time. In addition, excessive transport processes and transshipment also affect the efficiency of the company to a certain extent. Moreover, the cost is gradually increasing every year, distorted price formation mechanism is difficult to transmit the rising cost, most of the dedicated line companies entered the era of small profits, the traditional development model of dedicated line has been unable to support the healthy development of the company.
對于這些痛點，不少人認為聯盟這樣“抱團取暖”的模式能起到一定的作用。韓雪峰表示認可，各種模式的目的都是聚沙成塔，用符合行業發展的方式，實現一個資源二次融合的過程，這是行業進步的體現。
For these painful points, many people believe that the alliance such a "huddle" model can play a role. Han Xuefeng recognized that the purpose of various models is to gather sand into a tower, with the way in line with the development of the industry, to achieve a process of secondary integration of resources, which is the embodiment of industry progress.
具體來講，這些模式對于促進專線發展有著多方面的作用，比如物理集聚就很好地解決了資源分散的問題，實現了共享資源帶來的優勢；系統經營數據沉淀與數據授信，很好地解決了中小微物流企業的系統問題和短期金融問題；
Specifically speaking, these models have many functions to promote the development of the dedicated line, such as physical agglomeration, which solves the problem of resource dispersion and realizes the advantages of sharing resources; system management data precipitation and data crediting, which solves the system problems and short-term financial problems of small and medium-sized logistics enterprises.
實現優勝劣汰，使優者更優，淘汰和改善落后者，使其跟上行業發展的大步伐。所以，任何一個新的模式都是行業前進的原動力，需要鼓勵創新，倡導新的組織方式。只有不斷涌現新的組織和新的平臺以及新的競爭法則，行業才能快速發展，行業的價值和企業的價值才能體現。
To achieve the survival of the fittest, make the best better, eliminate and improve the backward, so that it can keep pace with the development of the industry. Therefore, any new model is the driving force of the industry forward, need to encourage innovation, advocate new organizational methods. Only by constantly emerging new organizations and platforms as well as new competition rules can the industry develop rapidly and the value of the industry and the value of the enterprise be reflected.
而在韓方方看來，聯盟、組織、平臺的大量涌現是物流專線市場發展到一定程度的必然產物，本質上是“共享經濟、規模經濟”的降本增效推動的市場整合表現。對于物流專線而言，通過聯盟組織方式的整合有利于更大范圍內的資源優化配置，是對市場需求的積極主動響應，對于促進專線的高時效、專業化發展能夠產生積極作用。
In South Korea's view, the emergence of a large number of alliances, organizations and platforms is the inevitable outcome of the development of the logistics special line market to a certain extent, which is essentially a market integration performance driven by "sharing economy, economies of scale" and cost-effectiveness. For logistics dedicated lines, the integration of alliance organization is conducive to a wider range of optimal allocation of resources, is a positive response to market demand, and can play a positive role in promoting the efficient and professional development of dedicated lines.
對于聯盟、組織、平臺的興起，劉偉華用辯證的態度向記者闡述了自己的觀點。他認為，聯盟等是傳統專線物流公司對“內耗”“經營模式”“經營場地”“效率”和“風險”等痛點問題深入思考后，積極謀求出路的重大變革。
With regard to the rise of alliances, organizations and platforms, Liu Weihua expounded his views to reporters in a dialectical manner. He believes that alliances and other traditional special line logistics companies to "internal friction", "business model", "business space", "efficiency" and "risk" and other painful points of deep thinking, actively seek a way out of major changes.
但時下，大多數物流聯盟整合者，其實是“草莽出身”，他們具有本地貨源的優勢，其整合思路是希望通過各地對物流資源的整合，形成對開的網絡，從一條線路擴展到多條線路，最后形成一張網，即專線聯盟。
But nowadays, most of the logistics alliance integrators, in fact, "rash origin", they have the advantage of local sources of goods, its integration idea is to form an opposite network through the integration of logistics resources, from one line to multiple lines, and finally form a network, that is, the special line alliance.
但是，理想很豐滿，現實很骨感。過去10年，不知道有多少中小物流企業都在做這樣的嘗試，但真正成氣候的基本沒有。原因是什么？整合企業根本沒有從上游貨源進行拓展，只是被動地做集貨，大部分貨源都是商貿、零售體系的物流流量。隨著電子商務的快速發展，供應鏈渠道逐步走向扁平化，未來的上游渠道零售會發生翻天覆地的變化，如果繼續坐以待斃地等待貨源，遲早會有“斷糧”的一天。的確，真正要做專線聯盟物流的企業，一定要在樹立一定品牌的基礎上，從上游獲得持續不斷的貨源，聯盟組網過后直接品牌化，與品牌貨主建立直接的合作關系。此外，商業模式的升級，是主導者必須思考的核心問題。
However, the ideal is very plentiful and the reality is very skinny. In the past 10 years, I do not know how many small and medium-sized logistics enterprises are doing this attempt, but the real climate is basically not. What is the reason? Integration enterprises do not expand from upstream sources at all, just passively do the bulk, most of the source of goods are business, retail logistics flow system. With the rapid development of e-commerce, supply chain channels gradually flattened, the future upstream channel retail will undergo earth-shaking changes, if we continue to wait for the source of goods, sooner or later there will be a "grain cut" day. Indeed, in order to truly do the special line Alliance Logistics enterprises, we must establish a certain brand on the basis of the upstream to obtain a continuous source of goods, the alliance network after direct branding, and brand owners to establish a direct cooperative relationship. In addition, the upgrading of business models is the core issue that leaders must think about.
發展趨勢：被整合or被淘汰
Development trend: being integrated or eliminated
面對萬億級的貨運市場，專線行業競爭越來越激烈、利潤越來越薄、資本壓力越來越巨大，而“抱團取暖”形勢并未見明朗。在此情形下，專線未來該朝著什么方向走，又將呈現怎樣的發展趨勢？有不少業內人士表示，隨著經濟的變化及客戶需求的改變，該行業中2/3的專線公司必將被整合或被淘汰。
Facing the trillion-grade freight market, the competition of the special line industry is becoming more and more intense, the profit is becoming thinner and thinner, and the capital pressure is becoming more and more enormous. However, the situation of "hugging group for heating" is not clear. Under such circumstances, what trend will the special line go in the future and what will be the trend? Many industry insiders say that with the economic changes and changes in customer demand, two-thirds of the dedicated line companies in the industry will be integrated or eliminated.
對此，祖洪奎則認為，物競天擇，適者生存，這是亙古不變的道理。每一個行業都面臨著整合、淘汰、重構等一系列組織變革，這是市場發展的必然結果，看懂市場發展方向是專線企業領導們共同面臨的課題。歐美、日本等發達地區和國家的干線發展史和市場格局，已經告訴我們所面臨的短期未來的輪廓，網狀不斷替代線狀已經是一個不爭的趨勢和事實，但這依然屬于一個維度的競爭。
In this regard, Zu Hongkui believes that natural selection, survival of the fittest, this is an everlasting truth. Each industry is facing a series of organizational changes, such as integration, elimination, restructuring, which is the inevitable result of the development of the market. Understanding the direction of market development is a common task for the leaders of special line enterprises. The history and market pattern of trunk lines in developed regions and countries such as Europe, America and Japan have told us the outline of the short-term future we are facing. It is an irresistible trend and fact that the continuous substitution of mesh for line is still a dimension of competition.
此外，他還表示，沒有任何一個企業是為了發貨而發貨，為了發貨而將產品位移，物流的背后是一條巨型供應鏈，物流只是其中的一個支撐節，企業真正要去研究的是兩端的供應。歐美等發達地區的物流G D P占比只有6%~8%，而我國從2012年的18%下降到了2017年的14.6%，未來還會繼續大幅下降，不斷接近歐美、日本的水平。物流費用的降低，才真正實現物流基礎支撐的作用。建立在基礎之上的服務，才是高維度的經營模型，才能更接近顛覆物流的盈利模式，讓已經落后很多的干線市場跟上倉配的步伐，達到高效協同。
In addition, he also said that no enterprise is to ship goods, in order to ship and displace the product, logistics is behind a huge supply chain, logistics is only one of the support section, the real enterprise to study is the supply of both ends. The proportion of logistics G D P in developed areas such as Europe and America is only 6% ~ 8%, while that in China has dropped from 18% in 2012 to 14.6% in 2017. In the future, it will continue to decline sharply, and keep approaching the level of Europe, America and Japan. With the reduction of logistics costs, the role of logistics foundation support can be truly realized. Service based on the foundation is a high-dimensional business model, can be more close to the overturn of the logistics profit model, so that has been.
同樣的問題，韓雪峰則給出了另一番解釋。他指出，回顧中國零擔物流的發展，可以清晰地看到，無論是大型還是中小型企業，只有適應發展才能順勢而為，才能蓬勃發展，反之迎來的就是自然消亡。凡是被整合的都說明了自身的價值，而失敗就是被淘汰。當下的專線物流可以分層來看，第一層級的就是網絡型、資本型，可以提供一站式的全網產品與服務；第二層級屬于新興的組織方式，基于時代發展的創新加上資本助推，快速打造屬于自己的模式，并且能夠迅速地復制與推廣；第三層級就是分布在最底層的專線物流企業，這些物流企業更迭的速度遠遠大于前兩個層級，因為小企業的脆弱性，每一個決策都必須要符合自身的要求，杜絕不切實際的、務虛的發展。
Han Xuefeng gave another explanation for the same problem. He pointed out that looking back on the development of China's zero-load logistics, it can be clearly seen that no matter large or small enterprises, only to adapt to the development of the situation, can they flourish, and vice versa is the natural demise. Those who have been integrated indicate their own value, and failure is eliminated. At present, the special line logistics can be divided into different levels, the first level is network-based, capital-based, can provide one-stop network-wide products and services; the second level belongs to the emerging organizational mode, based on the innovation of the times and capital boost, quickly create their own model, and can be quickly replicated and promoted. The third level is distributed in the bottom of the line logistics enterprises, these logistics enterprises change much faster than the first two levels, because of the vulnerability of small enterprises, each decision must meet their own requirements, to eliminate unrealistic and unrealistic development.
物流的變革也是長期的，對于專線企業來講，最佳時期已經來臨，如何賦能專線企業，助力其快速發展、轉型升級才是最重要的。行業發展需要有更迭，需要有森林法則，不能盲目樂觀更不能盲目悲觀。物流的市場太大了，足以容下當前的所有模式。未來可期，其發展需要整個行業一起為之努力。
Logistics change is also long-term, for the dedicated line enterprises, the best time has come, how to empower the dedicated line enterprises, help its rapid development, transformation and upgrading is the most important. The development of the industry needs to be changed. We need the forest rule. We should not be blind and optimistic. The logistics market is too large to accommodate all the current models. In the future, the whole industry needs to work together for its development.
轉自物流時代周刊
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