In recent years, various large and small dedicated line alliances have been announced, and there are more cities and participating companies. It seems that in the eyes of many dedicated companies, this is a major way to break through the bottleneck.

Alliances bloom everywhere, and it is difficult to function.
According to statistics, as of 2017, there were more than 700,000 small and medium-sized logistics companies in China, occupying 800 billion big ticket and zero-share markets, but they were scattered in all corners of the country because of their small size, weak strength, and singles. In the past two years, the impact of heavy pressure, rising costs, and "Internet +" has caused this huge group to begin to "warm up" and seek to break through. As a result, various organizations, alliances, and operating patterns bloom everywhere.

In the eyes of these companies, alliances mean integrating, sharing, and using resources efficiently ... But is that really the case? Can the cooperation and coordination of the logistics dedicated line alliance achieve consistency? Is there a fair balance of interests? What are the criteria for an alliance? How to relieve the pressure of capital.

In this regard, some people in the industry have summarized a series of reasons, mainly: Many logistics dedicated alliance integrators are "initially wrong", and they want to make money from integrated alliance companies at the beginning; It is difficult for the dedicated line alliance to develop its business from the perspective of upstream business, and it can not get warm; Alliance integration has few professional management and management teams, resulting in difficulties in the unification of standards; Only focus on the consolidation and transportation capacity, no supply, upside down; Alliance capital pressure, difficult to ease; The advantages of the integration of the dedicated line alliance through a single platform are difficult to exert their effectiveness; Due to the distribution of interests, the members of the alliance are haunted, their opinions are difficult to unify, and their powers and responsibilities are not clear ...

These reasons have caused many dedicated alliances to eventually break up, but it seems biased to determine the value of the alliance model and even right and wrong. Let's look at the views of different professionals:

View 1: The alliance can make a big plate, but it can not subvert the business pattern of the line

View 2: Dedicated line alliances need to be innovative and bold to release value

View 3: The scale brought about by alliance integration, the economic effect to clear inefficient production capacity

Point 4: The alliance needs to go upstream to obtain business flows so that it will not "cut off food"

Transfer from: China Logistics and Procurement Network