格伦·古丁的小包裹运输内部指南

你说得完全正确。

You're you're you're you're 100% right.

这让我想起我以前在UPS做定价时，一位导师说过的话：没有不好的包裹，只有不合适的定价。

You know, it reminds me of an interesting saying that one of my mentors at UPS when I was in pricing said he goes, there's there's no such thing as a bad parcel.

包裹本身没问题，问题出在定价上。

There's only bad a bad price for that parcel.

所以说，这事儿两面都说得通。

So, you know, I I the knife cuts both ways.

你明白吧？

You know?

从快递公司的角度看，他们有权利确保收入能覆盖他们投入的设备成本，用来处理和运输这些货物。

If we're looking at this from a carrier sensitivity perspective, these carriers have the right to make sure they get the right kind of revenue to justify the equipment they've invested in to process and to transport this stuff.

作为发货方，如果你真在乎盈利——就像你之前说的——生死攸关的差别就在于商品成本占销售额的比例。

Now as a shipper, one would think that if you're concerned about being profitable to your earlier point, the difference between life and death is that cost of goods as a percentage of items sold.

对吧？

Right?

如果你的占比在百分之二十以上，那就麻烦了。

If if you're in the 20% range or higher, you're in trouble.

这对你来说会是个不小的挑战。

It's gonna be a challenge for you.

所以你得想办法改进。

And so you need to get better.

你需要让包裹在快递网络中的运作更高效。

You need to look at making your parcels more efficient in a carrier network.

完全正确。

100%.

对。

Yeah.

还有一点，你刚才提到了邮政聚合商。

And one other thing, you mentioned postal aggregator.

我觉得有些人可能会想，等等。

I think some people are going, wait.

等一下。

Wait.

那是什么？

What is that?

说说那到底是什么。

Talk about what that is.

我知道这不一定是你直接做的，但解释一下这是什么，以及它为什么对我们的整体供应链很重要。

And I know it's not necessarily something that you do, but talk about what that is and why it's important to our overall supply chain.

当然可以。

Certainly.

对于合适的客户群体来说，美国邮政在轻量级住宅包裹的最后配送环节上，绝对是最佳选择。

I think for the right profile, the USPS is far and away the best asset based final mile delivery mechanism for lightweight residential volume.

他们覆盖了整个市场。

They got a 100% of the market covered.

整个市场都覆盖了。

100% of the market.

他们有专门的设备。

They have dedicated equipment.

每周六天，他们把邮件送到每一个信箱。

They deliver to every mailbox six days a week.

而且大部分情况下，他们根本不用下车。

And the majority of that, they never have to get out of the vehicle.

他们拥有独家权利，你知道的，只有他们能接触你的信箱。

They have they have rights, you know, exclusive rights to your mailbox.

他们不需要下车走路。

They don't have to get out and walk

我记得我当初给了他们这个权限。

I remember when I gave them that.

所以在他们的领域里，他们做得非常好。

So they are very good in their niche.

从历史角度看，他们推出过一个工作共享计划，当时是这么说的：

What they had done from a legacy perspective is they offered a work share program, and they said, look.

你可以通过邮政服务传统方式寄送，比如普通邮件或者优先邮件。

You can ship it via USPS traditionally, let's say, first class or or priority mail.

以前这叫普通邮件。

That's what it used to be called first class.

现在叫地面优享服务。

It's now ground advantage.

它会被收件、分拣，然后通过邮政网络运输，最后一公里的派送方式和包裹在UPS或FedEx网络里的流程完全一样。

And it would get picked up and processed and transported through the USPS network for final mile delivery just the same as a parcel would move through a UPS or FedEx network.

他们后来发现，如果你只想把货物交到我们网络里，只用我们完成其中一段运输，包括最后一公里，我们可以给你折扣。

They then looked and said, well, if you want to induct it into our network and just utilize us for a segment of the move, including the final mile, we'll give you a cut.

我们会给你优惠的费率。

We'll give you a break on the rate.

于是他们推出了一个联合配送计划。

And so they developed a work share program.

具体优惠根据邮件类型有所不同。

It was it varied based off of mail classification.

当时有一些分拣和投递规则，但核心逻辑是：你把包裹越早、越深地接入邮政网络，邮局收的费率就越低。

And there were certain sortation rules and induction rules, but effectively, the logic would be the further you induct the volume into the USPS network, the better the rate you would be charged from the post office.

所以，离最终客户越近，运费就越便宜。

So the closer you get it to the end customer, the cheaper the rate.

我猜UPS现在还是这样操作，其他小型快递公司也都是这么做的。

So you you would I'm assuming UPS still does this and other small parcel carriers do this.

他们会说，我把整卡车的货发到乔·林奇的邮编区域，乔和另外上千人收到的包裹，最后一公里都是由邮政完成的。

They say, I'm gonna send this whole truckload to Joe Lynch's ZIP code, and Joe and, you know, thousand other people are gonna get packages from UPS that final mile went via USPS.

没错。

That's right.

过去一年半里，这个模式确实经历了一些调整，乔。

It did go through some capitulations in the last year and a half, Joe.

我明白这些合作总是变动的，各方都得不断判断谁才是合适的合作伙伴。

I understand those partnerships are always shifting, and everybody has to figure out who's the right customer.

而且当你提供折扣时，我们确实看到这些合作关系随着时间不断变化。

And I think when you give a discount and well, we've seen those partnerships shift over time.

是的

Yeah.

当时邮政总局推出了一项叫‘为美国投递’的计划，时任邮政总局长路易斯·德乔把它定为十年战略，目标是让邮政系统实现盈利。

And, you know, there was a thing called delivering for America with the USPS that the postmaster general at the time, Louis DeJoy, rolled out as a ten year plan to get the post office profitable.

但这项计划推行几年后，遇到了不少困难。

The challenges were several years into that.

上一个财年，美国邮政局的亏损达到了91亿美元。

In the last fiscal year, the USPS, I believe, lost $9,100,000,000.

在德乔任期快结束时，‘为美国投递’计划的一部分就是逐步取消这种工作共享模式。

So a part of that Delivering for America plan toward the end of mister DeJoy's tenure was to effectively kill that work share program effectively.

当然也有一些例外情况。

There were some exceptions.

这给UPS以及它的UPS Mail Innovations业务带来了巨大冲击。

It it drastically impacted UPS and their relationship and UPS Mail Innovations.

Bittney Bowes也因此基本退出了末端配送市场。

It took it took Bittney Bowes off the map as a as a final

我跟DHL沟通过。

I've talked to DHL.

DHL好像已经退出了这个市场。

DHL seemingly left this market.

他们本来是个巨头。

It's a huge player.

不过他们现在不做最后一公里配送了，但还是通过 USPS 做最后一公里。

But they don't do the final mile anymore, but they do do the final mile through USPS.

他们确实还在做。

They they do.

没错，他们还在做。

They do.

现在新上任了一位邮政局长，这个事又被提上议程了，但我觉得这次的考量角度已经不一样了。

So now we we have a we have a new postmaster general now, and now it is it's being revisited, but I I would say it's being revisited under a different rationality.

以前的邮政入网费率，跟现在的完全不一样了。

So the rates of old of postal induction are not the same as the new rates.

价格更高了。

They're higher.

规则也可能不一样了。

The rules can be different.

现在通过 USPS 进件的方式，变成了一个更主动的竞标流程，得抢到进件的资格。

The way to utilize the USPS has gone into more of an active bidding process to win the right to induct the post office.

所以这个最终方案还在，但我认为大家必须明白，轻小件住宅配送市场，基于现在发生的所有事情，价格已经暴涨了。

So that final solution still exists, but I think it's important for everyone to understand that the lightweight residential market, there's no ifs, ands, or buts about it based on all the things that have happened, has experienced hyperinflation.

那边的涨幅真的特别大。

Just huge increases on that side.

顺便说一下，我做播客这段时间，接触过不少仓储公司。

And When By the way, there's a there's a lot of warehousing companies that I've talked to on my podcast over time.

他们很多人都说，我们真正擅长的，就是做这些小件业务。

And a lot of them say what I what we're really good at, that's what I say, is little things.

我们喜欢发货，你提到的口红就是个例子。

We like to ship you mentioned lipstick.

口红、化妆品、牙膏，这些小东西。

Lipsticks, cosmetics, toothpaste, the little things.

所以操作起来更简单。

So it's easier.

显然，这些货很容易在仓库里堆很多，而且发货也符合某种特定模式。

Obviously, you can pack a lot of that into your warehouse, and then the shipping is fits a a certain profile.

我确实跟一家公司聊过，他们专做大件、笨重还有偏远地区的业务。

I did talk to a company that said, we do big, bulky, and rural.

这种业务，很多仓储和配送公司一听都摇头。

And that's a that's a that's a that's a business that many warehousing and fulfillment companies say, oh, no.

不行。

No.

不接。

No.

大件？

Bulky?

不行。

No.

农村地区？

Rural?

不行。

No.

体积大？

Big?

不行。

No.

这些人说，我们就是这样。

And these guys said, that's us.

所以我们开始看到专业化的趋势了，这其实是好事。

So we're starting to see the specializations develop, and that's a good thing.

所以，我想跟你聊聊，我记得你提到过五个你服务的客户群体。

So so you got I wanna talk about I know you were have I think I listed five kind of customer segments you work with.

我想聊聊这些客户群体，听听你平时遇到这些公司有哪些典型问题，以及你是怎么帮他们的。

And I wanna talk about those customer segments and have you talk about what the typical problem you see with those companies and what you're doing with them.

首先我想谈的是电子商务。

So the first one I wanna talk about is eCommerce.

这些传统上是B2C公司，但我觉得越来越多的电商正在转向B2B模式。

These are the b to c companies traditionally, but I think more and more eCommerce is going b to b.

我这么说对吗？

Am I right to say that?

你知道吗？

You know what?

确实有可能。

It it it can.

当然可以。

It can for sure.

是的。

Yeah.

这确实是可以的。

It's it's certainly can.

他们主要面临哪些问题？

What are the problems what what problems do they have?

我的意思是，你和他们合作时，他们最常遇到的问题是什么？

And what do you I mean, when you work with them, what problem do they have?

你帮他们解决的是什么问题？

What are you helping them solve?

从运输成本占发货总成本的比例来看，你们现在处于什么水平？

What is where are you at from from a transportation as a percentage of cost of goods shipped?

你们的运输成本在财务上是否处于一个合理的范围内？

You know, are you within a a range of, let's say, financial viability?

第二，你们有没有采用一种不依赖单一平台的解决方案？

Number two, do you have an agnostic solution?

你们有没有制定一套采购和资源调配策略？比如，和多家物流服务商合作，每家都有各自擅长的领域，你们和他们建立了良好的合作关系，双方都清楚各自的强项和需求，并且能有效执行。

Have you have you have you developed a procurement strategy, a utilization strategy where you have a variety of carriers that are good at a variety of different things and that you have a healthy partnership with each where both parties understand where they're good, what they want, and you execute against that.

而且你们还有技术支持，能实现这一点。

And you have technology that supports you being able to do that.

一旦涉及到B2B，特别是多个包裹、不同特性的时候，情况就会变得非常复杂。

That can get really complex when you start talking about b to b as well when you're talking about multiple packages, different characteristics.

比如一个20磅的箱子和一个1磅的箱子一起运，诸如此类的情况。

Suddenly, you have a 20 pound box going with a one pound box, you know, and and that kind of stuff.

这会让整个流程变得更复杂一些。

That can get a little more complex.

简单算一笔账，我们一直说，如果有人告诉你这是一家制造企业或者分销商，我们会说，哦，明白了。

So just kind of back of the napkin math, we've always said, if you tell me there's a manufacturing company or a distributor, we'd say, oh, okay.

他们的营收中有10%花在运输和物流上。

They 10% of their revenue is spent on transportation, logistics.

但当我们转向电商时，我觉得运输成本可能会上升到营收的20%左右。

But when we move over to eCommerce, I think it jumps up to, like, 20% of revenue goes towards transportation.

而这，恰恰决定了企业是盈利还是亏损。

And, again, it's the difference between profitability and no profitability.

最近我刚收到几家大型快递公司的邮件，通知说运费普遍上调了。

And right now, I just saw the general rate increases come out from the way I get these I get emails from the big personal carriers saying, the general rate increase is this.

总有人跟我说，我能给你谈得更低一点。

And there's people always saying, I can get you a little lower.

运费涨了4%。

It went up 4%.

我能给你降到3%。

I can get you three.

所以你是把价格涨了3%，还跟我道喜？

And, like, is there so you're you're raising the price 3% and telling me congratulations.

这在行业内早就习以为常了。

That is the norm for that business.

我们的成本每年都往上涨。

There's this our cost went up every year.

反正就是顺手把价格也抬上去。

We just push it up.

每年都这样。

Every year.

所以咱们来聊聊成功和失败之间的区别，以及你能怎么帮他们。

So talk about talk about that difference between making it and not making it and what you can do to help them.

是的。

Yeah.

我觉得最关键的一点是，如果你直接相信他们说的3%、5%、6%这类数字，那你根本没抓住重点，因为实际从来不是这个数。

I think the first and fundamental thing is if you're accepting them telling you it's 3% or five percent or 6% or where that number is, you're missing the boat because it's never that number.

这些公告跟我们从国会预算办公室听到的关于累进税率的声明差不多，套路一模一样。

These announcements that go out are very much very similar to the political announcements we get from, like, the congressional budget, you know, office on progressive tax rates and things.

细节里才有猫腻。

The devil is in the details.

这些百分比涨幅通常是模糊地平均分摊到基础运输成本上。

So these percent increases are typically applied in a very opaque average across base transportation expenses.

根本没考虑其中的具体差异。

It doesn't account for specific characteristics within that.

比如，一磅重的包裹可能涨价幅度远高于二十五磅的包裹。

So for example, one pound parcels might take a much higher increase than 25 pound parcels.

如果你只发一磅重的包裹，那官方说的百分之五点九根本不代表你的情况。

And if you're a shipper that ships only one pound parcels, the stated five nine may not be true.

对你来说，实际涨幅可能高达百分之八，这完全取决于你的包裹在费率表上的位置。

It may be 8% just based off of where you fall on that rate card.

第二，各种附加费和额外收费：体积计费、住宅地址附加费、配送区域附加费、延长配送费、偏远地区附加费，还有燃油费，一年内会调整好几次。

Number two, accessorials and surcharges, dimensional billing, residential surcharge, delivery area surcharges, extended delivery surcharges, remote area surcharges, fuel that gets manipulated multiple times a year.

对吧？

Right?

要是你寄的东西大一点，比如钓鱼竿、迷你冰箱、睡袋之类的，那就更糟了，还得额外支付超大件处理费或大件附加费。

Heaven forbid you have something that's larger, a fishing rod or a mini refrigerator or a sleeping bag or something like that because then you would get exposed to things like additional handling or large package surcharges.

到了2026年，这些附加费的计算方式，可能让单个包裹的费用直接翻两到三倍。

Some of those surcharges and surcharge methodologies in 2026 could potentially impose an excess of a two or 300% increase on that given parcel.

是的。

Yeah.

是的。

Yeah.

我总是想起我一个客户的情况。

I always remember this for one of my customers.

当然，你在零担运输方面懂的比我多得多，但我记得有一家大型汽车一级供应商。

And, again, I'm you've forgotten more than I know about small parcel, but I remember large automotive tier one supplier.

我们为他们发很多小包裹，成千上万个。

We're shipping a number of small parcels for them, thousands.

那时候我们还没办法用软件来审计账单。

And we didn't have the ability then to audit with software.

全靠人工核对，特别麻烦。

It was, like, kind of very manual.

我记得我有个文员跑来跟我说，乔，他们每天早上十点前就收到所有货了。

And I remember I remember my purse my clerk came over and said, Joe, they're receiving all of these every day by 10AM.

可我不确定他们真有必要非得十点前收到，但他们却为这些包裹支付了加急运费。

And I don't I don't know that they need them by 10AM, and they're paying a premium to get all of these shipments by 10AM.

我就说，跟进一下。

And I said, follow-up.

告诉我结果。

Let me know.

他们回话说，不用。

They called and said, no.

只要当天送到就行。

We don't if as long as we get them that day.

所以，五年前某个文员说了这么一句话：

So what you have is some clerk five years ago say, you know what?

我可不敢赌它赶不上下午四点，当天收不到货。

I don't wanna take a chance that it doesn't get here by 4PM, and we can't receive it today.

务必确保一大早就能到。

Make sure it's here first thing in the morning.

就因为这一句话，一年内成千上万件小包裹的运费都涨了。

And that one thing raised the price of tens of thousands of parcels over a year.

因为早上10点前送到和下班前送到之间的差别很大。

And because the difference being having to get it there by 10AM and getting there by close of business is significant.

而且很多时候，你手上会有大量货物要发出去。

And and a lot of times, you've just got tons of shipments going out.

当然了。

You bet.

没错。

You bet.

运输方式的选择对成本影响很大。

Mode optimization can can can weigh heavily in that.

我觉得关键在于，这些快递公司没搞清楚的是：2026年将实施的这项新关税，每年还会多次动态调整，它到底会对你的货品组合和运营造成什么影响？

I guess the the takeaway, I I think I'm saying, where where the miss is with these shippers is, you need to understand very specifically what does this new tariff in 2026 that changes dynamically, by the way, often many times a year.

它会怎样影响你的利润？

How does it impact your portfolio and what you're doing?

它又会如何侵蚀你的利润率？

How does that erode your margin?

那你们得根据这个调整补贴运输的策略吧？

Do you have to adjust your subsidized shipping strategy accordingly?

如果你只是依赖别人说‘我觉得这个折扣挺合理’，或者‘我做过对标调研，觉得这个附加费打五折就够了’，那确实能有点效果，但远不如那些真正理解为什么UPS或联邦快递会对某些特定情况加价300%的人，来得深入、有意义，也更持久。

And if you're purely reliant on someone that says, well, I think I know what a good discount is, or I've done a benchmarking survey and I think 50% discount on this surcharge is good, That will yield some results, but doesn't yield the deep, meaningful, lasting results of someone with a practical understanding of what why why would UPS or FedEx impose a 300% increase on a given characteristics?

他们这么做肯定有原因。

There's gotta be a reason for it.

对吧？

Right?

他们其实是想通过价格引导行为。

They're driving trying to drive behavior.

这个敏感点在哪里？

What's the sensitivity?

明白了。

Okay.

这些包裹都受影响吗？

Are all of those packages affected?

这些包裹在快递网络中的运输方式都一样吗？

Do they move the same way through a carrier network?

我觉得其实并不一样。

I would contend that they don't.

有些包裹的处理效率更高，有些则不然。

Some some move more efficiently than others.

如果你没亲身体验过日复一日负责处理这些包裹的运营工作，你就没资格跟快递公司展开有深度的对话，也谈不上建立真正经济实惠、能支撑你长期发展的合作关系。

If you haven't been in the seat where you were responsible for processing those packages through an operation day in, day out, you you're not equipped to have an educated discussion with the carrier or carriers of your choosing and align towards an economical partnership that allows you to sustain your business moving forward.

这正是当前市场上的一个关键缺口，乔。

That's the gap in today's market, Joe.

我知道你当然清楚，你以前在UPS待了那么久。

Now I know you know, obviously, you worked at UPS for a long time.

你跟他们关系很好。

You have a great relationship with them.

你也了解FedEx，毕竟你曾经跟他们竞争过。

You know about FedEx because you competed against them.

顺便说一下，我们还得提一句，你在UPS之外还多年负责过iDrive，就是做这类工作。

And by the way, we should also mention, you managed outside of UPS iDrive for many years where you did just this.

所以。

So

我和联邦快递的关系也非常好。

I also have a fantastic relationship with FedEx.

我想让你清楚这一点。

I want you to know that.

他们是非常出色的快递公司，员工也很棒。

They're they're they're great they're great carrier, great people.

不过除了这些大公司，还有很多区域性快递公司。

So be beyond those guys though, there's a whole bunch of these regionals.

你有时候会不会帮客户分析，比如说：

Are you sometimes helping your customers say, okay.

在这种情况下，UPS最适合处理这些包裹，UPS是最佳选择。

In this case, UPS is the best for this for these packages, UPS is best.

这些包裹用FedEx最合适。

FedEx is best for these.

你提到了OnTrac。

And you mentioned OnTrac.

我知道还有很多区域性快递公司。

I know there's a whole bunch of regional carriers.

你会不会把这些机会介绍给这些公司，让他们跟不同的快递商合作？

Are you bringing in a whole bunch of those opportunities for these guys to work with different companies?

当然了。

Absolutely.

每次和客户坐下来谈，我第一件事就是弄清楚他们的具体需求是什么。

You know, when I sit down with a client, I need to first understand what the parameters are that they have there.

有些客户在技术上限制特别多。

You know, some some clients are so bound from a technology perspective.

他们可能会说，我其实也想看看别的选择，但现在真的没法调整。

They turn and say, you know, I'd love to look at another option, but I just I I can't pivot on it right now.

我的IT路线图未来两年都已经排满了，要想考虑X、Y、Z这些快递公司，我得先完成一系列集成工作。

I I my IT roadmap is tied up for the next two years, and I would need to do the following integrations to consider carrier x, y, and z going forward.

明白了。

Okay.

很好。

Great.

那我们就 accordingly 调整一下。

So then we adjust accordingly.

还有些客户会直接跟我说，格伦，你看……

Others turn and say, you know what, Glenn?

我最看重的是客户体验，只要这些快递公司能按时履约就行。

I'm all about customer experience provided these carriers meet their SLA.

如果你回来告诉我，用三轮车送货更合适，我们也会认真考虑。

If you came back to me and you said delivery by rickshaw made sense, we would consider it.

明白了。

Okay.

很好。

Great.

那时候我们会仔细分析那个客户的发货特征，不会随便在市场上去碰运气。

So at that point, we we look at the shipping profile of that that client, and we don't just throw spaghetti against the wall out there in the marketplace.

我们对每个快递公司适合处理多少货量都了如指掌。

We bring this intimate knowledge of of what volume is good to each carrier.

我不会突然把三十磅的包裹一股脑儿丢给众包配送的个人车辆。

So I'm not I'm not suddenly inundating a crowdsourced solution with 30 pound packages delivery out of personal delivery vehicles.

这行不通。

It's not gonna work.

他们也不想要这种单子。

They don't want it.

那你对亚马逊怎么看？

So so how do you view Amazon?

亚马逊在你的体系里，算不算一家小包裹快递公司？

Is Amazon in in your world, are they considered a small parcel provider?

他们自己不会称是小包裹服务商，但你是不是也觉得，确实如此。

They don't They're they wouldn't call themselves a small parcel provider, but do you kinda look and say, yeah.

他们干的就是这行。

That's what they do.

他们就是做小包裹运输的。

They're small parcel

他们绝对是小包裹服务商。

They are absolutely a small parcel provider.

而且是非常有竞争力的一个。

They're a very competitive one.

他们的服务一直在提升，还在不断拓展到一些偏远甚至极偏远的地区。

They're getting better all the time, and they're expanding their reach into some of even the rural and super rural areas.

我觉得他们完全可以做到，

I think they're I think they can be very,

非常有可行性。

very viable.

我之前读过一段时间的报道。

I I read a while I read a while back.

我住在密歇根州。

I live in Michigan.

密歇根州80%的人口都住在南部地区。

So 80% of the population of Michigan lives in the lower part of the state.

但北部地区，就是我们那些湖边小屋所在的地方，我总说小屋。

But up, you know, up upstate where all our cottages are, where all the homes in the lake are I always say cottages.

那些其实都是湖边漂亮的住宅。

They're beautiful homes on the lake is what they usually are.

我听说亚马逊打算开一家大型门店，卖渔具、汽油、食品、弹药和家居用品。

I know I heard somebody say that Amazon is opening up going to that giant store that has sells fishing equipment, gas, food, ammo, home furnishings.

他们正去找那些商家谈，问他们愿不愿意合作，为这些偏远社区送货。

They're going to those guys and saying, how would you like to partner with us delivered to this rural community?

我觉得这种创新才是亚马逊的真正精髓。

And I think that kind of innovation is what Amazon is all about.

确实如此。

It is.

你知道，亚马逊的配送网络最初就是为了满足Prime会员业务的盈利增长需求而建立的。

You know, the the Amazon delivery network was built for one purpose, and that was to provide a capacity in the delivery market for profitable growth of the Prime channel.

正是Prime会员服务让亚马逊当时实现了财务上的可持续性。

The Prime membership is what really drove Amazon at the time to financial viability.

他们观察后发现，市场上现有的配送能力远远不够。

And they looked and realized there was limited capacity in the market.

为了继续扩大这个业务，他们必须自己搭建配送体系。

In order to continue to grow that channel, they needed to build out their own capacity.

他们确实做到了。

They've done that.

而且做得非常出色。

They've done that very, very effectively.

现在，他们已经建好了支撑Prime Day和第四季度销售高峰所需的全部配送能力。

And now we're at a point where they've built out the support capacity for things like Prime Day or q four lift.

但到了非Prime日的时候，比如2月20号，他们可能还有多余的运力。

But when it's not Prime Day, when it's February 20, they may have additional capacity.

所以现在他们把整个配送网络看作一个装满弹珠的罐子。

And so they view their network now as a jar full of marbles.

他们开始四处寻找，看看能和谁合作。

And they now go out and look to say, who can we partner with?

可以把这种合作想象成往装满弹珠的罐子里倒沙子。

Think of that partnership as sand being poured in that jar full of marbles.

我们怎么才能把这笔配送网络的投资用到极致？

How do we maximize our investment in this delivery network?

这想法太棒了。

I love it.

这想法太棒了。

I love it.

除了电商，我知道你还和很多第三方物流、仓储公司合作。

So beyond eCommerce, I know you work with a lot of 3PLs and fulfillment companies, warehousing companies.

他们面临哪些问题？你们帮他们解决的是什么？

What are their problems, and what are you helping them solve for?

当然了。

You bet.

我觉得第三方物流这个领域整体上是被严重忽视的市场，同时它也是增长最快、压力最大的一个领域。

I I think the I think the 3PL vertical by and large is one of the most underserved markets we have out there, and it's also one of the fastest growing and under pressure.

首先，第三方物流运营商承受着巨大的压力。

So number one, 3PL operators are under a lot of stress and pressure.

对他们来说，现金流是重中之重。

It's all about cash flow for them.

大多数第三方物流运营商没有能力，或者说不具备条件，每周向客户开票。

Most 3PL operators don't have the ability, the capability, if you will, of invoicing their clients on a weekly basis.

货运公司都是每周开票的。

The carriers all invoice on a weekly basis.

没错。

Yes.

所以这里就出了问题。

So therein lies a rub.

你想象一下，作为一个第三方物流运营商，你申请了一笔商业授信，用来垫付每周给承运商的账单，然后等客户每月结款后再还清贷款。

You imagine being a 3PL operator, you have applied for a business line of credit to carrier carry a float to cover the weekly invoices to then bill your clients once a month to pay down that debt.

结果到了第四季度，你原本稳定的授信额度，突然发现货运量暴涨了四五倍。

And then you go into q four and you had a standing line of credit, next thing you know, shipping volume goes up four or five x.

但你的授信额度根本撑不住这么大的量。

And your shipping your credit line doesn't support that.

这就把你逼到了绝境。

It puts you in a tremendous bind.

更别说，你已经先付了承运商的钱，万一客户月底不付款，你就要承担巨大风险。

And frankly, you take a lot of risk of suddenly a brand maybe not paying their bill on a monthly basis when you've already paid the carrier.

所以，现金流是第三方物流运营商最急需解决的一个大问题。

So cash flow is one huge area that needs to be addressed for a 3PL operator.

第二点，大多数第三方物流公司——我接触过从大到小的各种企业——它们普遍只有一个核心目标，就是想办法为所服务的品牌创造价值。

Number two, most 3PLs, and I've had a chance to work with some of the largest and all the way down to some very small ones, most 3PLs have a singular focus, and that is they have some perception of how are they gonna bring value to the brands that they serve.

而这种价值，十次里有九次，不过是靠更低的运输报价得来的。

And that value nine times out of 10 is derived through nothing more than competitive transportation rates.

听我说。

Hey.

我能给你比你自己谈下来的更优惠的运输价格。

I can give you a transportation rate that's better than you could get on your own.

在我看来，这种思路太短视了，只会让他们年复一年承受成本压力，客户还不断流失。

To me, I believe that is shortsighted and it puts them in an enviable position of year over year being under cost pressure and and churning clients.

所以，我认为顶尖的第三方物流服务商还应该关注另外两个方面。

So there are two other areas that I think best in class 3PLs need to focus on.

另一个是，他们得想想自己能为运输服务商——也就是承运商——带来什么价值。

The other is they need to focus on what value do they bring to their service providers, the carriers.

从传统角度看，承运商对第三方物流公司的印象一直不太好，因为他们觉得，这些公司不过是转手卖我辛辛苦苦谈下来的运价。

The 3PL vertical traditionally from a legacy perspective has been viewed less than enthusiastically by the carriers because the carriers look at them and say, all that 3PL is doing is reselling my hard earned rate that I'm offering them.

如果我给这家物流公司一个太低的价格，他们只会拿去抢走我现有的客户，蚕食我的利润空间。

And if I give that 3PL a rate that's too aggressive, that 3PL is only gonna go out and cannibalize my existing client base in a road margin.

那我作为承运人，为什么要这么做呢？

So why would I do that as a carrier?

这就是摆在明面上、必须解决的核心问题。

That's the elephant in the room that needs to be addressed.

第三方物流运营商得想清楚，他们能为承运人提供什么价值，而且能清楚说清楚，让承运人觉得值得把他们当成可靠的合作伙伴。

3PL operators have to look and say, what value can they bring the carrier that they can articulate that justifies them as a viable channel partner for that carrier?

其实有很多方面是可以改进的。

And there's a number of things that can be addressed.

这点挺有意思，因为偶尔会遇到货主一上来就问：你们的回程货有哪些？

It that's an interesting one because it's every once in a while, you'll run across a shipper that says the first thing they say is, what are your backhauls?

告诉我你们哪里是空载的。

Tell me where you're empty.

他们真正想说的是：我想把你们空载的运力都填满。

And what they're getting at is, I wanna fill you up where you're empty.

比如，我以前合作过一家最大的货主之一。

And if, you know, for large shippers I worked with one of the largest shippers.

那是佐治亚太平洋公司。

Well, it was Georgia Pacific.

他们就是这么打交道的。

That's how they engage.

他们一来就说，把你们的回程货源告诉我。

And they they show up and say, tell us your backhauls.

他们不想听你讲整个网络布局。

They don't want don't tell us about your network.

只说说你们空车回程的情况。

Tell me about your empty backhauls.

顺便说一句，只要他们一提这个，你就知道他们想压个好价格。

And and by the way, as soon as they start down that path, you know they want a good rate on it.

不过有一件事，我们以前也聊过，把录音键按一下。

But one thing, and we talked about this before, hit the record button.

对于第三方物流、履约公司和仓储企业来说，他们必须控制好这个成本，同时保证服务质量，最好还能赚点钱。

For the 3PL, the fulfillment companies, warehousing companies, they obviously have to manage this cost and then manage the service and ideally make some money from it.

并不是所有人都这么做。

Not all of them do.

有些人只是把成本直接转嫁，因为他们觉得没法加价。

Some just pass that on and because it they feel like they can't mark it up.

但关键是这样。

But here's the thing.

如果不报个像样的价格，他们根本拿不到单子。

They can't win the business unless they come in with a decent price.

所以这不只是说，等等。

So it's not just a matter of, oh, wait.

我得找格伦·古丁谈谈，好在小包裹上省下2%，对大公司来说，这数字可不小。

I need to talk to Glenn Gooding so I can save 2% on my small parcel, which is a still a big number for for the larger guys.

不是的。

No.

当你请格伦出手，他不光帮你省下这笔钱，还能帮你拿下本来根本拿不到的业务。

When you when you bring Glenn in, not only does he help you save that money, but he also helps you win business you couldn't win otherwise.

因为在大多数情况下，运输、物流和仓储行业里，你不报低价根本拿不到生意。

Because for the most part, you never win business in transportation, logistics, warehousing, unless you have a lower price.

我倒希望有人打来电话说，乔，你这报价不对劲。

No one I I would love it if somebody called and said, Joe, that's not right.

我们完全靠服务取胜。

We win on service only.

我相信这种情况确实存在。

I'm sure it happens.

我相信这种情况并不少见。

I'm sure it happens a lot.

但在日常的普通业务中，你必须比客户现有的供应商报价更低才行。

But for the average day to day business, you have to be cheaper than the guys they're working with.

确实如此。

You you do.

现在你想想我所处的领域，以及我带来的价值。

Now I want you to think of the space I play in here and the value I bring.

好的运输报价永远不会过时。

Good competitive transportation rates will never go out of style.

它们始终是打造优质服务的基础部分。

They're always gonna be part of the foundational, you know, building of a of a good offering.

但请你换个角度看，如何帮品牌节省成本。

However, expand the lens on saving a brand money.

想象一下，这家第三方物流商还能提供出色的体积计费管理方案。

Imagine a 3PL also has a great solution for managing dimensional billing.

比如有一家公司叫Packurate，他们有一套成熟的软件系统，可以对接OMS或WMS，提供优化的纸箱解决方案，减少那些轻飘飘、充满空气的包裹。

There's a company out there, for example, called Packurate that has a robust software solution that integrates at the OMS or the WMS level potentially to offer optimized corrugated solutions to minimize those light, fluffy, air filled packages.

现在设想一下，这正是第三方物流商能带给客户的附加价值之一：我们分析过你的发货数据，发现你在体积计费上风险很高。

So now imagine that is in the quiver of value that a 3PL is bringing to the market and says, you know, we've evaluated your shipping profile, and we see that you have a huge exposure to dimensional billing.

我们想让你知道，作为我们服务的一部分，我们有一个定制方案，能帮你优化包装。

And we want you to know that as part of our value add here, we have a customized solution here that's gonna optimize your packaging.

我们相信，与其给你更低的运价，不如通过改进你的包装，就能带来显著的运输成本节约。

And we believe we can drive significant transportation savings, not by offering you a much more competitive rate, but by making your package better as an example.

这就是原因。

That's why.

明白吗？

K?

另一个很基础的问题，也是我经常自问的。

Another basic one, and and this is the one I always face upon myself.

想象一家大型三方物流商，在全国各地设有多个配送中心。

Imagine a large 3PL that has a number of distribution centers scattered around the country.

我从整体上查看他们的发货数据，发现平均配送区域是4.7，也就是说，他们从芝加哥发往全美各地，平均要跨越4.7个区——Zone 2是最短的，Zone 8是最长的。

And I look at their shipping profile at a high level across it, and I see an average zone that would be indicative of a shipper that shipped from Chicago to The US, an average zone of 4.7, you know, Zone 2 being the shortest, Zone 8 being the longest.

我忍不住想，你们到底在干嘛？

I have to scratch my head and go, what are you doing?

你们在全国各地都有多个仓库。

You have multiple locations across the country.

为什么不让货物更靠近客户的分布区域呢？

Why aren't you moving product closer to your customer's demographic?

对。

Right.

所以让我重新说一遍，理想情况下，我的库存应该离客户只有一英里远。

So so so let me let me resay that for ideally, I have my inventory a mile from my customer.

这才是最理想的。

That would be the ideal.

但说实话，实际情况往往不是这样。

Now I I I honestly, that's not the way it always works.

我绝不希望库存离客户超过500英里，那样的话一天内根本送不到。

I don't I never want it 500 miles from for whereas I can't get there within one day.

所以你的意思是，如果发现他们的货物要跨四个区，你就想，大部分客户都离这儿四个区那么远。

So what you're saying is if you find out they're going across four zones, you go, this is most of your most of your customers are four zones away from here.

我们能不能搬？

Can we move?

这里是不是需要设个仓库？

Is there a warehouse need to be here?

这批货能换个地方发吗？

Can this freight move to another location?

可以。

Yes.

这已经远远超出小包裹的范畴了。

That's well beyond the small parcel stuff.

对。

Yeah.

这样一来，第三方物流就能拓展其他增值服务了。

So it opens up, and it goes into other areas of value that the 3PL can provide.

首先，你能优化包裹和运输方案，让它更贴合快递网络的运营效率。

One is you're doing more to make your parcel profile, your shipping profile more competitively aligned, more efficiently aligned with the carrier networks.

你并没有给快递公司增加额外负担。

You're you're you're you're not imparting more work on the carrier.

你的意思是，比如说——

You're saying, hey.

承运商A、承运商B，这个品牌之前和你们合作，平均配送区域是4.7。

Carrier a, carrier b, this brand was sourcing with you and the average zone was 4.7.

但在我的网络里，我能把平均区域降到2.5。

But within my network, I'm gonna bring it to you at an average zone of 2.5.

不仅如此，这个货的计费重量也不再是平均五磅了。

Not only that, the build weight on this from DIM is not gonna be five pound average anymore.

会降到平均三磅。

It's gonna be three pound average.

对。

Yeah.

你知道吗，格伦，这挺有意思的。

You know, Glenn, it's interesting.

我们现在的仓库位置固定，一拿下客户就以为赢了。

We we have our warehouses where they're at, and we say, oh, I won this customer.

不错。

Oh, good.

我赢得了这个客户。

I won this customer.

我们从来没想到过，这个仓库是不是该放在国家另一边，而不是这儿？

We never give a lot of thought to where the to should it be a should it be located somewhere on the other side of the country rather than here?

我看到越来越多公司都期待当天或次日送达。

And I think we're seeing more and more companies that expect same day next day.

如果你做不到轻松实现当天或次日送达，而你的仓库还在印第安纳州——那是四十年前我建的，那时候还没人关心当天送达——现在你却有一大堆客户在德克萨斯和西海岸，根本没法高效服务。

And if you can't do same day, next day easily, if you say, and my warehouse is in Indiana where I opened it up forty years ago before same day, next day mattered, and now I got a whole bunch of customers in Texas and on the West Coast who can't easily be supported.

是的。

Yeah.

你可以用更经济的运输方式，为品牌提供更优的服务水平协议，因为根本不需要加急配送，同时也能像你提到的那样，提供当天送达作为差异化优势。

You could offer a superior SLA to your brands at an economical transportation mode because it doesn't have to move expedited, and you can differentiate with same day options as well to your point.

没错。

Right.

所以我想聊聊一个特别棘手的问题。

So so I wanna talk about the a very difficult area.

我知道，因为我已经多次遇到过这个问题。

I know it is because I've I've I've bumped up against it a few times.

那就是订阅盒子，现在已经成了一个很大的市场。

And it's the the subscription boxes, which have become really a big market.

订阅盒子，还有各种特色盒子。

Subscription boxes, specialty boxes.

说说这些吧。

Talk about those.

从运营规划和效率的角度来看，这带来了巨大的机会。

Those open up a huge opportunity from an operational planning and efficiency perspective.

不过，关键的一点是得往前看，谈谈这种模式的盈利方式。

One of the key levers, though, is talking upstream about the revenue model on that.

客户的信用卡是什么时候扣款的？你能多早把这笔收入入账，又多早把资金交给第三方物流运营商？

When are those when are those clients' credit cards hit, and how early can you get that on the books and and get get that in the hands of a 3PL operator?

但我想让你好好想想这个问题。

But I want you to think about this.

想象一种情况，你每个月21个运营日都匀速发运差不多的货量。

Imagine a situation where you're shipping a relatively equal amount of volume all twenty one operating days out of the month.

但如果你换成订阅制模式，客户根据类型，要么每月15号收货，要么每月1号收货，这就完全不一样了。

And then you compress that and you contrast that with a subscription model where you've committed to your client base depending on who they are, they're either gonna get their their product on the fifteenth of every month or the first of every month.

所以你会形成两个发货高峰。

So you have two waves.

你把原本21到22天的发货量，压缩到仅仅两天，而且这两天还特别忙。

So you're compressing twenty one or twenty two operating days into two, you know, flurry filled kind of operating days.

但这同时也带来了其他机会。

Well, that presents other opportunities.

这时候你的货量大增，密度也高了。

You now have a lot more volume, a lot more volume density.

你就可以开始考虑，有没有办法让这些包裹变得更划算、更省钱？

And now you can begin to look and say, can I do some other things to make these parcels more competitive or more economical?

比如能不能跳过中转站，或者在小包裹领域里我们说的‘直发’？

Could I potentially zone skip or what we call drop ship in the small parcel world?

如果我手里的货量足够大，大到能摊薄设备成本，我能不能跟承运商合作，跟他们谈：要是我把你每天上门取件的本地操作免了，直接给你一整车发往东北地区的货，整车上到宾夕法尼亚州的哈里斯堡，我能拿到什么价格？

And could I if I have enough volume to justify the equipment, could I potentially partner with a carrier too and say, what what kind of pricing could I get if I took away the local handling of your daily pickup here and I gave you a trailer full of everything destined for Northeast volume and it went into Harrisburg, Pennsylvania.

对。

Yep.

给那些不常接触这行的人讲讲，什么叫跳区运输。

Talk talk about what a zone skip is for those who don't do it every day.

跳区运输，其实就跟我们之前聊过的 USPS 工作坊项目是一个道理。

A zone skip is kind of indicative of exactly what we talked about with the workshop program with USPS.

这主要就是把发往特定地区的包裹集中起来，然后在离最终派送点更近的承运商网络节点进行交接。

It's really about aggregating volume destined for a certain geography and inducting it into a carrier network closer to the end delivery.

对。

Yep.

比如我有4004个包裹要发往佐治亚州和佛罗里达州，我可以直接从纽约发货。

So I might have I got 4,004 parcels that need to go to Georgia and Florida, and I can ship them from New York.

或者我可以找辆卡车，装满后开到离客户更近的地方，然后再把这些包裹交给UPS、FedEx或者其他合作的承运商。

Or I can get a truck, fill up that truck, drive somewhere that's central to my customers, and then then induct them to UPS, FedEx, or whoever you're working with.

或者也可能是 USPS，也说不准。

Or it could be even u it could be a USPS for that matter.

对吧？

Right?

没错。

Yep.

从运营的角度来看，

And and from an operational standpoint,

你这么操作的话，

you know, doing that.

不仅能省钱，还不用为了打包而临时雇一大帮人，每个月就那几天忙得团团转。

You save money doing that, and you don't have to jam it all up from a kitting perspective as well and hire a massive temp crew for, you know, four days out of the month to get this done.

你可以根据这个来安排工作流程。

You can plan your workflow around this.

你可以组建一支稳定的团队，每天负责打包，提前把货量整理好，等到了装车时间，直接交给承运商就行。

You can have a stable workforce that works on kitting on a daily basis to queue up the volume and have it ready and pre queued for when it's time to load it into the equipment and tender it to the carrier.

我非常认同订阅制产品这个模式，它为优秀的运营者提供了大幅提升效率的机会。

So I I I like the concept very much of subscription based product models, and it it it provides a lot of opportunity for good operators to make their volume more efficient.

对。

Yep.

说到订阅盒子，我还想提另一件事。

So one other thing while we're talking about subscription boxes.

时不时会有人给我打电话，说：嘿。

Every once in a while, someone will call me and say, hey.

特别是有一位女士。

One woman in particular.

希望她今天能听到这段话。

I hope she's listening today.

她是一位超模，做了一款低卡路里的素食冰淇淋。

She's a a supermodel, and she created a a low calorie, I guess it's a vegan ice cream.

我不知道这算不算真正的冰淇淋。

I don't know if you can call it that.

她人在佛罗里达，说想把这个产品销往全国。

And she's down in Florida, and she says, wanna start shipping this around the country.

不过冰淇淋不好运，因为得保持低温。

Well, ice cream's not easy because it's gonna stay cold.

我可不想让它周六周日搁置在某个地方过夜。

I can't have it sitting overnight Saturday and Sunday somewhere.

所以我想，大概得安排在工作日配送。

So it's gotta kinda deliver, I'm guessing, during the week.

而且，运费往往比产品本身还贵，所以没人愿意说：哎呀，我买了超棒的纯素冰淇淋，结果运费比货还贵。

But, also, the cost of the shipping is oftentimes higher than the cost of the product, which no one and so no one wants to say, oh, I got this really good vegan ice cream, and I got this vegan ice cream.

花12美元买了这么一小盒，运费居然要18块。

And it's cost me $12 for this little pint, and the shipping costs 18.

谁愿意干这种亏本买卖啊。

No one wants that.

所以最后大家都会怎么做呢？我觉得Salt and Straw这家店就做得不错，它就在你老家附近，那家冰淇淋店。

So what you end up doing, I think Salt and Straw does this out of your old neck of the woods, the ice cream place.

你得一次买上十盒甚至更多，然后把产品价格稍微提一点，才能抵消冷链运输的高昂成本。

You gotta buy, like, 10 of them or 10 of those, and then you kind of have to raise the price of the product a little bit to offset the huge cost of shipping something cold.

但这并不是个别的问题。

But this is not an isolated problem.

每天我都会遇到有人说，我们可以给你家送新鲜餐食。

Every every day I run across somebody saying, let us send fresh meals to your house.

连狗粮都这么说，说我们可以送新鲜狗粮，因为你的狗不该吃罐头或袋装的狗粮。

Even dog food saying, let us send fresh dog food because your dog shouldn't eat food out of a can or a bag.

顺便说一句，这个领域增长得很快。

And by the way, that's a fast growing area.

你能不能谈谈这个挑战？

Please talk about that challenge.

是的。

Yeah.

这就是传统的冷链难题。

It's the old Cold Chain dynamic.

冷链又带来另一个难题。

Cold Chain presents another complexity.

这一点，我觉得你已经说得挺清楚了，其实大家都知道。

And that and you I think you laid out the case or well, you know.

从佛罗里达卖素食冰淇淋出去，这商业模式真不容易。

That's a tough business model going out with a vegan ice cream out of Florida.

对吧？

Right?

这确实是个不小的挑战。

So it can be a real challenge.

解决的办法其实有不少。

There are a number of ways to approach it.

一种是找一个靠谱的代工伙伴，能稳定生产高品质的产品，确保消费者体验一致，而且这些代工厂要分布在全国各地，减少对跨州运输的依赖。

One is you have a great co packer relationship and you get co packers that make a consistently high quality product for you to ensure the same type of consumer experience that are strategically located around The US to to mitigate your dependency on this cross country type

这种事儿。

of stuff.

所以你在本地支持佛罗里达的产品，同时找一个芝加哥地区的代工伙伴。

So you support Florida in your local area from your location, and then you get a co packer, a partner in Chicagoland.

我也会在德州、太平洋西北地区这些我目标市场的地方，找一家代工厂。

I get one, you know, somewhere in Texas, somewhere in the Pacific Northwest, wherever my market is.

你得一个市场一个市场地慢慢拓展，大概就是这样。

I guess you grow market by market and that kind of thing.

饮料行业经常能看到这种模式。

We see that a lot of times with beverages.

我开车经过家附近的高速公路时，看到一家公司。

I I when I drive down this down the expressway by my house, there's a company.

最近没太注意它的名字，但好像叫什么‘Liquid Liquid Manufacturing’之类的。

I don't I don't see the name of it lately, but it it seemed to think it was named called liquid liquid manufacturing or something like that.

他们主要做调鸡尾酒用的混合液。

And they basically are mixing mixers for, like, you know, that you put in your cocktail.

他们是为某家公司代工生产的。

And they're doing it for a company.

我觉得他们其实是为兰迪·盖伯做的，就是辛迪·克劳馥的丈夫。

I think they actually were doing it for Randy Gerber, Cindy Crawford's husband.

他没必要把液体横跨全国运来运去，太贵了，他说不如直接把瓶子和原料都运到当地。

And rather than him sending liquid across country that's expensive, he says, I'll just have the bottles go right there, the ingredients go right there.

他们在当地调配好，贴上标签，装瓶，搞定。

They mix it up, put the labels on, put the bottles on, boom.

这办法挺不错的。

Not a bad way to go.

没错。

No.

所以这是一种选择。

So that's that that's one option.

说起来容易，做起来难。

It it you know, easier said than done.

是的。

Yes.

对。

Yes.

我帮过其他人做过类似的事情，特别是那些新鲜餐、健康餐这类选项，它们必须走冷链，而且没有共同包装的机会，这样你就会受到体积和设备的限制。

What I've what I've helped others do, particularly in the the fresh meal, you know, healthy meal type of option where you're bound to cold chain and and you don't have that co co packing opportunity, you're you begin to get bound by volume and equipment.

所以解决这个问题的方法，跟我之前提到的区域跳过或直发模式很像，但有个前提。

So one way to solve for the equation is very similar to this whole zone skip or drop ship dynamic I talked about with a caveat.

你现在得用冷藏设备来运输。

You now have to move that in refrigerated equipment.

这进一步增加了成本。

That further elevates the expense.

冷藏车运输比普通干货集装箱运输要贵得多。

A refrigerated truckload move is a more expensive move than a normal dry van move.

然后，你需要制定一套非常具体且定制化的入库运营计划，确保能按时将整车货物准确送达指定承运商的目的地，这样就能避免货物在周末积压在车上或仓库里。

And then you have to have a very specific customized induction kind of operating plan that ensures you have reliable truckload moves that induct to the specific carrier destination on the right day to ensure that delivery is done so that you don't have that volume sitting in a vehicle or in a building over the weekend.

确实如此。

Yeah.

如果你花高价买了高端产品，不管是冰淇淋还是有机餐食，最不想看到的就是它到了以后有点化了、有点温了。

If you paid a premium to get your very fancy product, whether it's ice cream or, you know, your organic meal, the last thing you wanna go is, yeah, it showed up and it was little warm or melted.

我花这么多钱，可不是为了这个。

I'm not paying a premium for that.

这绝对不行。

That's No.

确实不该这样。

You're not.

事实上，这种事会直接毁掉你的客户终身价值。

As a matter of fact, that'll kill your lifetime value.

没错。

Yep.

格伦，我想先总结一下我们今天聊的内容，然后再听听你对这个话题的最终看法。

Glenn, I wanna summarize what we talked about today, then I wanna get your final thoughts on the topic.

我正在和我的朋友格伦·古丁聊，今天的话题是关于小包裹物流的内部指南。

So I'm talking to my friend Glenn Gooding, and the today's topic is an insider's guide to small parcel shipping.

格伦，我几乎觉得我们得改一下标题了，因为你今天给我展示的这些，远不止是小包裹运输那么简单。

And, Glenn, I almost feel like we changed the title to this because we've gone what you've shown me today is small parcel shipping is so much more than small parcel shipping.

我的意思是，你可能会对客户说，你们得再开一个仓库。

Meaning, I might you might come into a customer and say, you need to you need to get another location here.

我们需要帮你们优化分拣区域。

We need to help you zone skip.

这比单纯帮你拿到更便宜的小包裹运费要复杂得多，也更具战略意义。

It's much bigger and much more strategic than I'll get you a better rate on your small parcel.

你们有太多其他选择可以考虑了，这些细节格伦跟你聊的时候都能说清楚。

Chasing around you know, that we have so many more options, and Glenn can tell you about those if when you talk to him.

如果你只是跑来跟我说，嘿。

It if all you did was come in and say, hey.

给我一份你的发货数据表格，我帮你把每单运费压低一点。

Give me an Excel spreadsheet of your shipments, and I'm gonna get you a cheaper rate for each one of these.

这当然也有价值。

Valuable, for sure.

但你所提供的价值远不止于此，因为任何人都可以去找联邦快递、UPS、DHL、OnTrac 还有其他十几家快递公司，问一遍价格，然后挑个最低的报给你。

But that is a small part of the value you're providing because anybody can go say, I went to FedEx, UPS, DHL, OnTrac, and a dozen others, and I asked them for their price, and here's the lowest price.

可他们得不到你所提供的那种专业建议。

That won't give you the advice that you can give them.

这才是真正的核心。

So this is it's it's foundational.

这对你业务来说是根本性的。

It's it's fundamental to your business.

你可能会发现，

If you might be find out, hey.

得换个地方来服务这个客户。

I gotta support this customer from another location.

需要做区域中转。

I need to zone skip.

这些事远比单纯的快递报价重要得多。

This stuff is much bigger than just parcel pricing.

所以我们刚才聊了很多内容。

So we talked about a whole bunch of stuff.

我们谈到了快递行业的一个重大变化，就是从等卡车和飞机，转向按体积计费。

We talked about the big change in parcel, which is going from waiting out trucks and planes to cubing out.

这对快递公司来说是个巨大的挑战，你得理解这一点，因为你希望做个好客户。

And it's a big big challenge for the parcel providers, and you need to understand that because you wanna be a good customer.

如果你不是好客户，就别想拿到优惠的价格。

You're not if you're not a good customer, you're not gonna get pretty good pricing.

你跟各种不同类型的企业合作。

And you work with a whole bunch of different kind of companies.

你跟电商公司合作。

You work with eCommerce companies.

你跟第三方物流和仓储公司合作。

You work with 3PLs fulfillment.

你还跟医疗、美容、定制和订阅类企业合作。

You work with the health care and the cosmetic people, specialty and subscription.

我们没提到这一点，但我知道你也在为制造和分销企业做同样的事。

We didn't talk about it, but I know you also work with manufacturing and distributors doing the exact same thing.

我们还聊了邮政聚合商，还有和它密切相关的区域跳转，我觉得这个策略简直太强大了。

So we also talked about this postal aggregator thing and the zone skipping very closely related, and I think this is a strategy that is humongous.

光是这一项，你就可以直接说：我不打算在费率上做任何调整。

This all by itself, you could come in and say, I'm not gonna I'm not gonna improve the rate in any way.

我唯一要做的，就是帮你实现区域跳转。

All I'm gonna do is help you zone skip.

我只帮你更清楚地了解你的货运，哪些客户值得你重视，哪些客户纯粹是麻烦。

All I'm gonna help you do is better understand your freight and what who it's valuable to and who it's a pain in the ass for.

好了，不说我这些啰嗦话了。

So, anyway, enough of my blather.

给这个话题收个尾吧，格伦。

Put a big old bow on this one, Glenn.

最后再谈谈这个话题。

Final thoughts on the topic.

非常感谢。

I appreciate it.

你讲得真好。

You did a really nice job.

我在UPS工作了二十一年，这段经历非常独特，让我从实际操作到收入管理，全面了解了小包裹市场的运作机制。

You know, I I would say I had a very unique foundational twenty one years at UPS, really getting what I call a 360 degree perspective of the small parcel market from practically understanding exactly how what it takes to move a parcel through a carrier network as well as the revenue management side.

这二十一年里，我一直在确保发货方支付尽可能高的费用，以帮助快递公司提升收益和利润。

And so for twenty one years, I made sure that shippers paid as much as possible to maximize yield and margin for the carriers.

现在我站在了另一边，像你刚才说的，我深入全面地为这一方服务。

Now I work for the other side, and I work for this other side in a very deep comprehensive way as you've you've stated.

关键是实现更高效的协同。

So it's about more efficient alignment.

关键是更贴近你的客户。

It's about getting closer to your your clients.

关键是真正重视你与快递公司之间的合作关系。

It's about really valuing your partnership with your carrier and carriers.