Reduce costs and increase efficiency? Still reducing costs and increasing laughter!

Uncovering the cruel truth of cost reduction and efficiency improvement in the logistics chain. Why are some costs as solid as a rock, while others are as thin as cicada wings? First of all, we need to see a reality that some costs are rigid and absolutely cannot be reduced, which is the largest part of everyone's operating costs. Why can't oil prices and road and bridge tolls be reduced? Simply put, this is the cost of resources and power. Two barrels of oil hold the power to price energy, and highways are burdened with huge debts. For the entire industrial system, they are rent collectors. Will landlords cut themselves with sickles. So, this part of the cost is a piece of iron, no matter how the market rolls up this piece of meat, the big shots must eat their fill first. Since the iron plate cannot be kicked, where does the pressure go? We have reached the source again, which is the factories and shippers. They also need to reduce costs in the face of market competition. What should we do? There are two core strategies, bidding and zero inventory. By using online bidding to push freight rates to the red line and zero inventory, the goods that should have been stored in the warehouse have been turned into flowing inventory on the road. For shippers, the essence of cost reduction is to transfer the financial pressure and inventory risk downstream through the contract, and the pressure continues to be transmitted to the logistics companies and fleets in the midstream. If the hard costs of upstream price reduction do not decrease, how can they survive? Can only play extreme operations. That's why express delivery boxes are getting bigger and rescue vehicles are getting longer. It's not that they want to violate the rules, they were also forced. In the case of a decrease in unit price, the high operating costs can only be diluted by the amount of inventory. For logistics companies, the essence of cost reduction is the crazy exploration of the edge of this regulation, using deformed equipment to fill the profit gap. Finally, all the pressure converged on individual retail investors at the bottom. He has no pricing power to fight against oil prices, no say to transfer costs, and no capital to renovate equipment. The only cost they can reduce is themselves. Not willing to eat in the service area, unwilling to stay in a hotel, afraid to hire a driver as two people, even having to be meticulous in vehicle maintenance. For individual investors, the essence of cost reduction is to downgrade consumption and overdraw the body. So looking at this circle, there is only one truth: the lower the cost reduction of the enterprise, the lower your shipping cost. The higher the efficiency increase of capital, the thinner your temper will be. If the so-called cost reduction and efficiency improvement is just turning the burden of large numbers into a disaster of small grass, making a few people's money faster and making the majority more tired, this is not called cost reduction and efficiency improvement, it is called cost reduction and efficiency improvement. What do you think?