一提到专线，很多人首先想到的就是“小散乱差”，但正是这些“小散乱差”的专线物流承载了中国公路运输绝大部分的运力。如今，随着物流行业转型升级步伐的加快，寻求出路成为专线物流企业的当务之急。
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.
专线物流呈现两极分化的态势
Special line logistics presents polarization.
当下，专线企业正处在转型发展的关键期，各种模式的创新和资本的涌入、优秀企业的先行先试都让这个行业变得热闹起来。那么，从全国范围来看，当下的专线发展究竟处于一种怎样的状态？
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?
传化智联传化网运营事业部分拨中心业务部总经理韩雪峰认为，当下的物流专线企业正处在一个转型发展的关键期，在这个过程中，新模式、新物流、新组织不断涌现，而发展的载体和所依附的对象以优秀的物流专线企业为主。
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，物流的底层性也更加凸显，各地的经济发展与物流专线企业的发展和分布不均等，导致物流行业成本居高，管理难度加大，物流企业跑路和小微企业生存现状令人堪忧，物流行业两极分化越来越严重。
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.
天津大学教授刘伟华也认同专线物流企业出现两极分化现象，强者愈强、弱者愈弱的趋势明显。而且，专线企业信息化技术落后，使用运输管理（T M S）系统类别更是五花八门，相互之间都是封闭运作，操作模式还是传统模式。刘伟华还表示，当下“互联网＋物流”等平台企业或者智慧型物流平台企业在各种资本的扶持下，异军突起。这类企业经常通过非常规的做法搅和传统运作模式。如在本来已经白热化的价格竞争中投入更多的资金搅和专线运营价格，搅和各种三方服务价格等。
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.
的确，我国拥有干线存量万亿级的市场，专线更是占据了8 0%的市场份额，市场存量的竞争在不断加剧，平台企业如雨后春笋般涌现，开始吞并存量市场。显然，整合专线物流符合正常的市场规律，从群雄割据到巨头鏖战，促进专线市场的组织升级，以不断提高干线的服务水平。
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.
严重内耗影响专线
Severe internal friction affects the dedicated line.
无论是由于外部压力迫使的专线变革与提升，还是因为要应对市场新的物流需求，都在促使物流资源从分散走向整合。其实，制约专线物流发展的问题重重，比如资金、模式、成本、管理、行业环境等。这几年，受经济下行和互联网的影响，上游客户的货量不断减少，行业内平台正逐渐兴起，竞争日益残酷。各大货运平台的出现，加剧了专线整合速度。由于专线准入门槛不高，业务差异性小，导致行业之间的无序竞争愈演愈烈，更使利润空间被进一步挤压。
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.
谈到专线存在的痛点时，韩雪峰的看法也印证了上述观点，其实在过去的很长一段时间内，专线企业“活”得很舒服—生意好做，成本偏低，从业者基本都捞到了“第一桶金”。而且专线企业大多数以“点对点”“点对区域”和“点对全国”为主，使其能够长期地占据社会物流的主体。
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.
但这几年随着“互联网＋”以及新技术、新零售、平台化的快速崛起，专线企业的生存空间受到压缩，主要体现在：揽货成本压力加大，账期过长；专业的团队开始出现青黄不接，很多企业基本都是“夫妻店”、家族式或者由老乡组成的，已经不能适应快速地发展；标准化的产品，一站式的网络服务成为短板；轨迹溯源的系统与信息化服务的缺失制约了发展；城市化的发展，越来越多的专线企业远离城市核心区域，企业经营居无定所，出现大面积的自然消亡；融资成本高，融资渠道缺失，大型银行和机构对中小微物流企业授信困难，物流的经营压力越来越大；部分区域出现的区域专线和“小霸王”的跑路事件，在一定程度上也影响了行业的快速发展，暴露了行业发展中的监管问题。
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.
同样的问题在传栈供应链CEO祖洪奎看来，则有另一种观点：“物流行业是一个投资周期长、收益慢的行业。专线企业经营模式较为单一，盈利模型简单，在缺少资本加持的情况下，业务扩展、服务能力提升等方面就深受影响，企业的发展非常缓慢，甚至停滞不前。传统专线公司的业务模型是‘点对点’的直放，业务体量几乎决定着线路的运营情况。在服务能力趋同的情况下，导致的结果就是大多数没有明显优势的专线公司的盘子都太小，吃不饱，饿不死，无力竞争，也无心‘杀死’对手。”
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.
对于专线痛点，刘伟华则用了“内耗”二字对其进行了概括。他解释，当下不少专线公司见货就收，不管好坏，而且货多就发，不计发车成本和货物本身的价值。如此一来，便出现了低价做市场的现象，导致服务一直难以提高，货损、货差、货丢失等现象时有发生。此外，过多的运输流程及层层转运也在一定程度上影响着公司效率。而且，成本每年都在逐步增加，扭曲的价格形成机制难以传导上涨的成本，大多专线公司进入微利时代，传统的专线发展模式已经无法支撑公司的健康发展。
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.
对于这些痛点，不少人认为联盟这样“抱团取暖”的模式能起到一定的作用。韩雪峰表示认可，各种模式的目的都是聚沙成塔，用符合行业发展的方式，实现一个资源二次融合的过程，这是行业进步的体现。
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.
具体来讲，这些模式对于促进专线发展有着多方面的作用，比如物理集聚就很好地解决了资源分散的问题，实现了共享资源带来的优势；系统经营数据沉淀与数据授信，很好地解决了中小微物流企业的系统问题和短期金融问题；
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.
实现优胜劣汰，使优者更优，淘汰和改善落后者，使其跟上行业发展的大步伐。所以，任何一个新的模式都是行业前进的原动力，需要鼓励创新，倡导新的组织方式。只有不断涌现新的组织和新的平台以及新的竞争法则，行业才能快速发展，行业的价值和企业的价值才能体现。
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.
而在韩方方看来，联盟、组织、平台的大量涌现是物流专线市场发展到一定程度的必然产物，本质上是“共享经济、规模经济”的降本增效推动的市场整合表现。对于物流专线而言，通过联盟组织方式的整合有利于更大范围内的资源优化配置，是对市场需求的积极主动响应，对于促进专线的高时效、专业化发展能够产生积极作用。
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.
对于联盟、组织、平台的兴起，刘伟华用辩证的态度向记者阐述了自己的观点。他认为，联盟等是传统专线物流公司对“内耗”“经营模式”“经营场地”“效率”和“风险”等痛点问题深入思考后，积极谋求出路的重大变革。
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.
但时下，大多数物流联盟整合者，其实是“草莽出身”，他们具有本地货源的优势，其整合思路是希望通过各地对物流资源的整合，形成对开的网络，从一条线路扩展到多条线路，最后形成一张网，即专线联盟。
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，理想很丰满，现实很骨感。过去10年，不知道有多少中小物流企业都在做这样的尝试，但真正成气候的基本没有。原因是什么？整合企业根本没有从上游货源进行拓展，只是被动地做集货，大部分货源都是商贸、零售体系的物流流量。随着电子商务的快速发展，供应链渠道逐步走向扁平化，未来的上游渠道零售会发生翻天覆地的变化，如果继续坐以待毙地等待货源，迟早会有“断粮”的一天。的确，真正要做专线联盟物流的企业，一定要在树立一定品牌的基础上，从上游获得持续不断的货源，联盟组网过后直接品牌化，与品牌货主建立直接的合作关系。此外，商业模式的升级，是主导者必须思考的核心问题。
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.
发展趋势：被整合or被淘汰
Development trend: being integrated or eliminated
面对万亿级的货运市场，专线行业竞争越来越激烈、利润越来越薄、资本压力越来越巨大，而“抱团取暖”形势并未见明朗。在此情形下，专线未来该朝着什么方向走，又将呈现怎样的发展趋势？有不少业内人士表示，随着经济的变化及客户需求的改变，该行业中2/3的专线公司必将被整合或被淘汰。
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.
对此，祖洪奎则认为，物竞天择，适者生存，这是亘古不变的道理。每一个行业都面临着整合、淘汰、重构等一系列组织变革，这是市场发展的必然结果，看懂市场发展方向是专线企业领导们共同面临的课题。欧美、日本等发达地区和国家的干线发展史和市场格局，已经告诉我们所面临的短期未来的轮廓，网状不断替代线状已经是一个不争的趋势和事实，但这依然属于一个维度的竞争。
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，他还表示，没有任何一个企业是为了发货而发货，为了发货而将产品位移，物流的背后是一条巨型供应链，物流只是其中的一个支撑节，企业真正要去研究的是两端的供应。欧美等发达地区的物流G D P占比只有6%~8%，而我国从2012年的18%下降到了2017年的14.6%，未来还会继续大幅下降，不断接近欧美、日本的水平。物流费用的降低，才真正实现物流基础支撑的作用。建立在基础之上的服务，才是高维度的经营模型，才能更接近颠覆物流的盈利模式，让已经落后很多的干线市场跟上仓配的步伐，达到高效协同。
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.
同样的问题，韩雪峰则给出了另一番解释。他指出，回顾中国零担物流的发展，可以清晰地看到，无论是大型还是中小型企业，只有适应发展才能顺势而为，才能蓬勃发展，反之迎来的就是自然消亡。凡是被整合的都说明了自身的价值，而失败就是被淘汰。当下的专线物流可以分层来看，第一层级的就是网络型、资本型，可以提供一站式的全网产品与服务；第二层级属于新兴的组织方式，基于时代发展的创新加上资本助推，快速打造属于自己的模式，并且能够迅速地复制与推广；第三层级就是分布在最底层的专线物流企业，这些物流企业更迭的速度远远大于前两个层级，因为小企业的脆弱性，每一个决策都必须要符合自身的要求，杜绝不切实际的、务虚的发展。
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.
物流的变革也是长期的，对于专线企业来讲，最佳时期已经来临，如何赋能专线企业，助力其快速发展、转型升级才是最重要的。行业发展需要有更迭，需要有森林法则，不能盲目乐观更不能盲目悲观。物流的市场太大了，足以容下当前的所有模式。未来可期，其发展需要整个行业一起为之努力。
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.
转自物流时代周刊
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