Getting closer to Huawei: Insight into the new direction and prospects of the international logistics freight forwarding industry

Get close to Huawei

On July 10, entrepreneurs from the Shanghai Changning District Overseas Chinese Business Federation visited Huawei to explore the cultural code of this technology giant from 'chaser' to 'leader'. What kind of inspiration will the core concepts of Huawei 'customer-centered' and 'struggle-oriented' and other 'long-term hard work' and 'open cooperation' collide with the international logistics and freight forwarding industry?

1. from 'selling services' to 'being a military advisor' In-depth reconstruction of customer relationships ^✦

International freight forwarding is the 'capillary' of trade, and customer satisfaction directly determines the life and death of the company. But Huawei tells us: the true 'customer-centric' is not passively responding to demand, but actively creating value.

Fresh food merchants need 'freshness is life', performers care about 'zero damage to props', and biological sample companies regard 'compliance and stability' as red lines - the pain points of different customers, just like different 'problem-solving passwords'. International freight forwarding companies need to establish 'demand detectors': through high-frequency communication and data modeling, accurately capture customers' explicit needs and potential pain points, and then tailor the solutions.

For example, open a 'green channel' for high-time customers, coordinate airlines and shipping companies to give priority to installation; optimize transportation paths for cost-sensitive customers, and integrate scattered cargo sources to reduce unit costs. More importantly, from the 'one single bond' trading thinking to the 'long-term symbiosis' partner thinking - transparently track the status of goods throughout the whole process, give solutions to emergencies within 24 hours, and use 'professionality + temperature sense' to turn customers into 'our own people'.

2. From 'focusing on physical strength' to 'practice of brain power' to break the deadlock

In the international freight forwarding industry, geopolitics, trade policies, and oil prices fluctuate like 'three mountains', but Huawei has proved with 30 years that long-term struggle is not 'living life', but 'evolutionary force'.

This evolution is first reflected in the continuous polishing of 'professional hard power'. International logistics involves more than ten links such as customs declaration, warehousing, and transportation, and each link is a 'technical activity'. Enterprises need to establish 'learning-oriented organizations': regularly organize policy interpretation meetings and operational standard training, and even allow employees to 'rotate' to experience different positions and cultivate 'full-link thinking'.

Secondly, it is the dynamic optimization of 'logistics network'. When Southeast Asia becomes an emerging market, when cross-border e-commerce needs the 'last mile' delivery, enterprises cannot 'wait for the wind to come' but must 'create the wind' - actively develop new routes and sign overseas agents, even if the initial cost is high and cooperation is difficult, they must insist on 'layout first and then make profits'.

Finally, there is an upgrade of the 'technical brain'. The Internet of Things monitors cargo temperature in real time, big data predicts logistics congestion, AI optimizes warehousing and path planning... These are not 'optional', but 'must-have options'. Only by replacing the 'experience brain' with 'technology brain' can we get stuck in the global competition.

3. The paradigm revolution from 'fighting alone' to 'ecological dance' open cooperation

Huawei's rise is inseparable from 'symbiotic and win-win' with global partners. International logistics is naturally a 'cross-border' business, and it needs to break the old thinking of 'zero-sum game'.

We must be accurate to the upstream and coordinate to the downstream: we must build a 'demand database' with customers and predict production plans in advance; we must sign a 'long-term agreement' with airlines and shipping companies to lock in transportation capacity, share site resources with warehousing companies to reduce vacancy rates; we must connect the system with customs declaration banks to achieve 'one-click customs clearance'.

Request resources from the world and increase from the ecology: form a 'cross-border alliance' with overseas freight forwarding companies, share customers and exchange goods sources, such as European freight forwarding helps Chinese customers solve 'local delivery', and Chinese freight forwarding helps European customers optimize 'Asian supply chain'. This 'resource swap' can not only reduce operating costs, but also create a 'borderless' logistics service network.

Conclusion: The power of culture is the 'bottom code' of the enterprise

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