近日，從事貨運代理近50年的行業前輩Bill Paul的一篇"What's My Issue With Flexport? "  再次引發業界質疑Flexport的大討論，這就是今天最航運的主題，我們放上Bill Paul的核心觀點和精選的各方評論，歡迎互動，留下您的觀點。

Bill Paul 原文觀點

Every year there are more of them coming into existence and that's great for the industry. Competition drives competition. Competition is healthy.

每年都會有更多這樣的問世，這對整個行業都是一件好事。競爭推動競爭。競爭是健康的。

The difference with Flexport is that in my opinion, they are brash and braggadocious. They've been heavily backed by investors which has enabled them to become a marketing machine.

而Flexport不同的是，在我看來，它們既自負又傲慢。他們得到了投資者的大力支持，使他們能夠成為營銷機器。

That's okay, too but what isn't okay is telling the world that Freight Forwarders are archaic, antiquated and still using stone, chisels and abacuses.

這也沒關系，但不好的是告訴世界貨運代理是古老的，過時的，仍在使用石頭，鑿子和算盤。

Flexport are using the same Airlines, Steamship Lines, Rail Carriers and Truckers as every other Freight Forwarder. They are bound over by the same rules and regulations as everyone else.

但Flexport使用的航空公司、班輪公司、鐵路公司和卡車司機和其他貨運代理一樣。他們和其他人一樣受到相同的規章制度的約束。

They have their own technology but so do virtually every one of their competitors. For those who don't have bespoke technology, there's amazing technology that can be bought off the shelf.

他們有自己的技術，但幾乎每個競爭對手都有。對于那些沒有定制技術的人來說，那些神奇的技術是可以從貨架上買到的。

What Flexport doesn't have is the network, the global infrastructure, the scale, the buying power, the history or the people. Ultimately, in this business, it's the people who make the difference.

Flexport沒有的是網絡、全球基礎設施、規模、購買力、歷史或人。歸根結底，在這個行業中，關鍵是人。

Several years ago I asked Flexport what they were doing that was different to any other Freight Forwarder. They didn't or couldn't answer that question then and they haven't or can't answer that question today.

幾年前，我問Flexport他們在做什么與其他貨運代理不同。他們當時沒有或不能回答這個問題，今天也沒有或不能回答這個問題。

In a very unofficial capacity, I'm the voice of the Freight Forwarders and the industry they've shown and continue to show little or no respect for. 

在這個非常非正式的職責上，我是貨運代理的代言人，他們所展現的而且繼續表現得很少或根本不尊重對于這個行業。

And since I'm part of that industry, and Freight Forwarding has been flowing through my veins for nearly 50 years.

既然我是這個行業的一員，貨運代理已經在我的血管里流動了近50年.

I'm not going to let them bash, mislead, bamboozle or bullshit their way into a place of any significance without challenging them every time I get the chance.

我不會讓他們在每次我有機會的時候都不去挑戰他們，就讓他們在任何意義上痛擊、誤導、哄騙或胡說八道。

精選評論觀點

Marcus, Xiaobin Zhang - 順豐集團 - Senior Investment Manager

it is the food calling me to the restaurant，not the nice spoon.

叫我去餐館的是食物，而不是漂亮的勺子。

Alex Sidorec - VP Logistics at Olam Activating Leagile Ecosystems

I like the point of assessing their capabilities by looking at the nature of the ecosystem they are operating within to showcase that Flexport will be exposed to the same industry boundaries / constraints as its native players.

我喜歡這樣一個觀點，即通過觀察他們正在運作的生態系統的性質來評估他們的能力，以展示Flexport將暴露于與其本土企業相同的行業邊界/約束之下。

But considering the amount of resources they got, there is certainly a probability that they might come up with some business model innovations etc. (well, in case those resources are wisely invested) or...

但是考慮到他們獲得的資源量，他們肯定有可能提出一些商業模式創新等（如果這些資源被明智地投資），或者……

in the worst case, they will find the way to fake it until they really make it :)

在最壞的情況下，他們會找到方法來偽造它，直到他們真正做到。）

Douglas Schaff - Global Transportation and Logistics Professional

and, for those of us who clawed our way up thru the traditional forwarders, like your self, and have interviewed with the Flexport executives...they are totally clueless as to the keys for success and sustainability.

而且，對于我們這些通過傳統貨運公司（比如你自己）的努力，并與Flexport高管進行了面談的人來說……他們對于成功和可持續發展的關鍵完全一無所知。

it's all a marketing game driven by excess of Chinese capital.

這都是一個由中國資本過剩驅動的營銷游戲。

Frank Szewczyk - President & CEO at Mosquito One

They will run out of money first. The adage,  sell at a loss and make it up in market share, only lasts so long.  Investors will get wise sooner than later.  With exception of a few, they have no freight forwarding background. 

他們會先花光錢的。這句名言，虧本出售，并在市場份額中彌補，只會持續這么久。投資者遲早會變得聰明。除了少數，他們沒有貨運背景。

What the outside always underestimates, is how complex and complicated the freight forwarding business is.  I dont have 50 years of experience like Bill, but with 43 years I believe I also have a voice.

外界一直低估的是貨運代理業務的復雜性。我不像比爾那樣有50年的經驗，但有43年的經驗，我相信我也有發言權。

Peter Richards - Continuous Improvement Manager at Jetco Delivery

Now I understand. Having worked for 14 years on two continents for panalpina and watched as we printed money during the great times to being sold to a competitor I fully understand hard work and the value of every single dollar.

現在我明白了，我在兩大洲為泛亞班拿工作了14年，看著我們在經濟繁榮時期把錢印出來賣給競爭對手，我完全理解辛勤工作和每一美元的價值。

Btw I got out of panalpina about a year before DSV. A coincidence? I think not haha As you stated competition keeps everybody on their toes. It’s healthy when it’s fair.

順便說一句，我離開泛亞班拿在被DSV收購大約一年前。巧合？我想不是像你說的那樣，哈哈，競爭讓個人都保持警覺，公平競爭時是健康的。

When somebody arrives into a market and promises the moon for half the price what existing client wouldn’t jump to them.

當有人進入這個市場然后空許承諾給那些不愿跳到他們的現有客戶價格砍半。

But the long run is where we hope people see the difference. However, some boards and directors don’t see this and will definitely pressure people to match or beat flexport pricing which clearly is a struggle.

但長遠來看，我們希望人們看到不同之處。然而，一些董事會和董事并沒有看到這一點，他們肯定會向人們施加壓力，要求他們匹配或擊敗Flexport定價，這顯然是一場斗爭。

Then they will think that the issue is staffing and heads will roll all because of investors with deeper pockets able to withstand the hit.

然后，他們會認為問題在于人員配備，而這些人的頭也會滾來滾去，這都是因為投資者的口袋更大，能夠承受沖擊。

I hope clients wake up and smell the roses and go for reliability over quick fix. No point in paying for cheap if it doesn’t arrive intact

我希望客戶醒來后能聞到玫瑰的味道，并在快速修復過程中追求可靠性。如果它沒有完好無損地運到，那就沒必要為便宜貨付錢

Richard Brooks - Business Development Manager at Yusen Logistics (UK) Ltd

Great read and in point. Flexport is a name I am hearing more and more here in the UK with them calling in to see my customers to no avail. Will never be a big player.

很好的閱讀和切入點。flexport是一個我在英國聽到越來越多的名字，他們打電話來找我的客戶，但沒用。永遠不會成為一個大玩家。

Peter Herling - Global Director

either way “orange is the new black” and flexport is packaging their services exceptional well and safe to say have a strong focus on building a brand ...

無論哪種方式，“橙色是新的黑色”，而flexport正在包裝他們的服務非常好和安全，可以說有一個強大的重點建設一個品牌…

all the points you are making does not matter to many in 2019 if flexport’s marketing is working, their business is growing and they are building brand value (even without making money) ...

2019年，如果Flexport的市場營銷運作良好，他們的業務不斷增長，他們正在建立品牌價值（即使沒有盈利），那么你做的所有觀點對很多人來說都無關緊要……

many new businesses seems irrational in the beginning to some extend as others otherwise would have done it already ....

許多新的業務在開始的時候似乎有些不合理，因為其他的業務可能已經這樣做了……

don’t be petty and go after flexport ... if anything address their investors who’s making it possible for flexport to be flexport ..

不要小心謹慎，去追求flexport…如果有什么能解決他們的投資者，他們會讓flexport成為flexport。

Robert Garrison - CEO, Mercado. International trade is complicated, we make it easier

I really admire these guys in the same way that I admired Fritz/Lynn Fritz, Phoenix/Bill McInerney , and Expeditors/Pete Rose.

我真的很欽佩這些人(Flexport)，就像我欽佩Fritz的Lynn Fritz, Phoenix的Bill McInerney和Expeditors的Pete Rose他們一樣。

Pete especially had both the brash and braggadocio that it took to turn EI into a powerhouse.

Pete尤其自負且傲慢他需要把康捷空變成一個強國。

Their 'innovations' at the time were process, standardization, and employee gain sharing, which at the time were all incredibly innovative notions for a Forwarder and then as now it rubbed all their competitors the wrong way.

當時，他們的“創新”是流程、標準化和員工分享收益，這在當時對于貨運代理行業是令人難以置信的創新理念，這使他們的競爭對手都非常惱火。

I visited their operations in Dalllas, Sao Paulo, and Colombo and once inside their offices you could barely tell you were in 3 different countries.

我參觀過他們在達拉斯、圣保羅和科倫坡的業務，在他們的辦公室里，你幾乎看不出你在3個不同的國家。

Same OS, Same Titles, Same Procedures. I used to call them the McDonalds of Forwarding and their profits always reflected that.

同樣的操作系統，同樣的標題，同樣的程序。我以前叫他們貨代界的麥當勞，他們的利潤總是反映這一點。

Being brash, braggadocio, and innovative should be considered complements not insults if your goal is to build a great company.

如果你的目標是建立一個偉大的公司，那么你的魯莽、吹牛和創新應該被認為是對你的補充，而不是對你的侮辱。

Time will tell whether FP is in fact brash and innovative enough to get there, but they should be admired not admonished for jumping into the arena and taking on all comers just as others did before them.

時間會告訴我們，事實上，Flexport是否足夠自負和創新以達到目的，但他們應該被人欽佩而不因他們跳到競技場上并像其他人之前在競技場那樣把所有的人都帶走而受到警告。

Eric Johnson - Senior Editor, Technology at JOC.com

Delicately wading into this debate to say that all my intel on Flexport’s pricing suggests they are not (and have not been) undercutting the market.

在這場辯論中，我小心翼翼地說，我所有關于flexport定價的情報都表明，他們沒有（也沒有）削弱市場。

Close to 100 percent of shippers and buying reps I’ve spoken to about them have told me their pricing is often above market.

接近100%的發貨人和采購代表告訴我，他們的價格經常高于市場。

Snehal Agarwal - GM - Global Commercial and Marketing

Valuations dont mean they are building a long term business. Finally some one not going with the herd. Great opinion piece by Paul. They may have cost savings over the brick and mortar ffwrs which will accrue as they scale.

估值并不意味著他們正在建立一個長期業務。終于有人不跟牛群一起去了。保羅的偉大見解。它們可能比磚和砂漿的貨代節省成本，而這些貨代成本將隨著規模的擴大而增加。

Even the largest ffwr in the world has less than 2% market share. We have room for all innovations and new comers. May the best man/woman/computer win !

即使是世界上最大的貨代也不到2%的市場份額。我們有空間容納所有的創新和新來者。祝最好的男人/女人/電腦贏！

Weiqiang （Alan) ChenWeiqiang - Director, Information Technology at Worldwide Logistics Group China.

To create new processes and standardization within the organization and its vendors are not easy but possible, I was convinced on this after I looked into Flexport’s web function for customers. 

要在組織及其供應商中創建新的流程和標準化并非易事，但卻是可能的，在研究了Flexport為客戶提供的Web功能之后，我就確信了這一點。

Customers are always looking for their “way” of doing logistics, Flexport is trying to put everything in the IT solution.  I am not sure how many “needs” Flexport is receiving for their IT systems from their customer every day. 

客戶總是在尋找他們的“物流方式”，Flexport正試圖把所有東西都放在IT解決方案中。我不知道他們的IT系統每天從客戶那收到多少“需求”flexport。

But I do believe needs are coming more and more, as customers are always looking for their “own way” to be served in this industry. 

但是我相信需求會越來越多地到來，因為客戶總是在尋找他們自己的方式來為這個行業服務。

Technology believers are trying to design something huge to cover all the needs.  Some of the software companies are also trying to provide solution for small forwarders, big forwarders, even trading, trucking, customs...

科技信徒們正試圖設計一種巨大的東西來滿足所有的需求。一些軟件公司也試圖為小型貨代、大型貨代提供解決方案，甚至是貿易、卡車運輸、海關…

but where is the end, and can people are all the same?  Investors are always trying to pack things to be nicer, using many cool terms, they have their own agenda and philosophy, but I believe the core is always cheaper and nicer. 

但是，結局在哪里呢？人能都是一樣的嗎？投資者總是試圖把事情包裝得更好，用許多很酷的術語，他們有自己的議程和哲學，但我相信核心總是更便宜更好

I also happy to see Flexport truly combines the advantage of technology and the good stuffs mentioned by Bill.

我也很高興看到Flexport真正結合了技術的優勢和比爾提到的好東西。

Caitlin Murphy - Founder at Global Gateway Logistics | 2019 Tory Burch Foundation Fellow

Bill Paul Great article. I wholeheartedly agree it is the network and people that make the different in this industry (it is literally a slide in my pitch deck of our competitive advantage!).

比爾保羅偉大的文章。我全心全意地同意，是網絡和人們使這個行業與眾不同（這實際上是我的競爭優勢的一個幻燈片！）

I've had a few recent clients come to our firm from Flexport due to a lack of customer service there.

我最近有幾個客戶從Flexport來我們公司，因為那里缺乏客戶服務。

I've been in freight forwarding for over a decade before starting my firm and although they may be a better funded rival, their eyes are on the scale, not the solution.

在創辦我的公司之前，我在貨運代理行業工作了十多年，雖然他們可能是一個資金更雄厚的競爭對手，但他們的眼光是在規模上，而不是解決方案上。

The solution comes from listening to the true issues of clients, years of experience understanding global trade as a forwarder and from the view of clients, and implementing innovations to the industry to solve those issues.

解決方案來自于傾聽客戶的真實問題，多年的經驗了解全球貿易作為貨代和客戶的觀點，以及對行業實施創新以解決這些問題。

John O'Brien - President at eCom Global Systems divn of eCom Global Network and Franchise

Knowledge and expertise is the requirement in the global market (not to be confused with domestic freight) and only gained by years of learning.

知識和專業知識是全球市場的需求（不要與國內貨運混淆），只有通過多年的學習才能獲得。

Technology is a driver to increase efficiency but as you say the process is same for everyone in our business. Fedex / UPS hv spent billions on technology and continuing process its never enough and it will never ever be perfect.

科技是提高效率的驅動力，但正如您所說，我們業務中每個人的流程都是相同的。聯邦快遞/UPS已經在技術和持續過程上花費了數十億美元這是永遠不夠的，也永遠不會是完美的

The Global market changes ever time governments change their underwear. Flexport is yet to have both the knowledge and the technology... so good luck !

每當政府換內衣，全球市場就會發生變化。flexport還沒有掌握知識和技術…祝你好運！

Imran Jafri - Director. TronGlobal Pakistan

I have over 20 years experience in this industry. Dating back to when the most common method of communication was FAX and everyone was just getting used to email and sending documents in an attachment.

我在這個行業有20多年的經驗。可以追溯到最常見的通訊方式是傳真，每個人都習慣于通過電子郵件和附件發送文件。

Over the period of decades I have witnessed many disruptive companies emerging out of nowhere. Some were successful others don’t. However there was a common trend, as given the nature of our industry we have a very limited tricks to grab the market share.

幾十年來，我見證了許多顛覆性公司從無到有。有些是成功的，另一些則不然。然而，有一個共同的趨勢，因為我們的行業的性質，我們有一個非常有限的訣竅來搶占市場份額

First and foremost is pricing. Especially for SME importers and exporters.

首先也是最重要的是定價。尤其是中小進出口商。

They all sold at cost or below to grab these SME, and build up clientele. Large sized clients differ in their demand of services, so they gradually come along as you build up your brand in the market.

他們都以成本或更低的價格出售，以抓住這些中小企業，并建立客戶群。大客戶對服務的需求各不相同，所以隨著你在市場上樹立品牌，他們會逐漸出現

Pricing is a priority for them but not the topmost. Once they had acquired sufficient market share or enough to afford the increase in their pricing, they made appropriate changes to their offerings.

定價是他們的優先事項，但不是最重要的。一旦他們獲得了足夠的市場份額或足夠支付價格上漲的費用，他們就對他們的產品進行了適當的調整。

Nothing I have said, is unfamiliar with anyone who has been in this industry for a couple of years.

我所說的都不是我不熟悉這個行業幾年的人。

It’s a common tactic followed by every company who wanted to grab a large market share in a relatively shorter period of time. It’s been true since Adam and almost in every industry. Amazon, Uber you name it.

這是一種常見的策略，每個公司都希望在相對較短的時間內獲得較大的市場份額。自從亞當以來，幾乎所有行業都是如此。亞馬遜，優步，你說吧。