数字化供应链在跨境电商中的应用

IIITheoreticalFoundationsofDigitalSupplyChain3.1ConceptandcharacteristicsAccordingtotheSupplyChainOperationsReference(SCOR)model,adigitalsupplychainisdefinedas“anovelmanagementparadigmthatoptimizesfivecoreprocesses:plan,source,make,deliverandreturn,throughdigitaltechnologies,enablingcross-enterpriseresourcecollaborationanddynamicoptimization”(ASCM,2022).(YeP,AnQ,2023)APICSoftheUnitedStatesofAmericaalsopointsoutthatitsnatureis“reconfiguringsupplychainnetworksthroughreal-timeinformationandsmartalgorithmstoenablepredictiveanalytics,autonomousdecision-makingandresilientresponsiveness”(APICS,2021).Digitalsupplychainsmergenewtechnologiessuchasbigdata,artificialintelligence(AI),InternetofThings(IoT)andcloudcomputinginawaythatcreatesreal-time,dynamicandintelligentsupplynetworkswithaninclinationtobreaktheefficiency-and-information-silosbottleneckoftraditionalmodels.Digitalizationofsupplychainshasprogressedthroughthreephasesthatshowedthedynamicinterdependencebetweentechnologicalinnovationandmanagementparadigmchange.Thedigitalsupplychainhasevolvedfromthenascentstepstakeninthe1960sand1970swithembryonicTMSsystemsintowhatwehavetoday,whicharepowerfulandmorecomprehensivetechnicalsolutionsthathavehelpedacceleratetheprocessofmovingfreightandaccuratelyandtimelycapturingthedatarelatedwithlargevolumesoftransactions.(BentzA.B,2023)Theperiodfrom1980stotheearly2000swastheeraoftheclassicsupplychain,relyingonmanualoperationsandsiloedinformationandpaperdocumentationandsimpleEDI.Therewereinformationislandsineachofthevariousdepartments,leadingtoahugebullwhipeffectwithdelayeddecisionsandcostlyinventorybeingthenorm.TheSCORmodellabeledtheproblemasoneofa“disconnectbetweenplanningandexecution.”Intheperiodfrommid-2000stolate2010s,whileERPsystemsandbarcodesenteredthemainstream,itbecameapartofthedigitally-enrichedperiod.Theperiodsawstandardizationaccompaniedbytheautomationofsegmentsofin-houseproceduresofcompaniessuchasWalmartwhichmadeinventoryturnsinaVendorManagedInventory(VMI)environmentpossible.Inter-companysynchronizationwasstillhinderednonethelessbydatacommercebarriers,accordingtoAPICSfiguresthathadrecordedonly12%ofcompanieshavingcrossedthe“digitaldivide.”Sincethe1920s,wehaveenteredthestageofdigitalsupplychain.TheInternetofThings,artificialintelligence,blockchainandothertechnologiesaredeeplyintermingled,whichdrivesthesupplychaintoenterthestageofthe“all-factorconnection,all-sceneintelligence.”Anewcollaborativemodelforholisticecosystemshasemerged.ThismodelenablesIoTdevicestosynchronizedatawithinmilliseconds.PredictivedecisionsarepoweredbyAIalgorithms,whiledigitaltwinsandblockchainbuildaflexiblecollaborativenetwork.DuringtheSuezCanalincident,Siemenssuccessfullyleveragedasupplychaintechnologytransformation.Theyshiftedfroman“experience-controlledlinearchain”toa“data-drivensmartecosystem.”Thischangehelpedthemrecover$600millioninlosses.3.2KeytechnologiesenablingdigitalsupplychainIndigitalsupplychaintechnologicalinnovation,agilesupplychaintheoryanddigitaltwintechnologyarethekeystotransitioningfromapassiveresponsetoanactivepredictionsystem.Inordertoexpandresearchontheaforementionedtechnologiesandunderstandtheirfragmentation,theyaresynthesizedintofourmaindimensionsforscientificstudyindigitalsupplychaininnovationtrends.Agilesupplychaintheorydrawsfromanalyzingreal-timedataasanattempttoreplyinreal-timetoforcesofthemarket.Whereagileformandreal-timedataintersect,demand-drivensynchronizationisenabledbythetheory.ThisincludestheuseofartificialintelligencetolocatedemandandIoTvisualizationsoftwaretocreateend-to-endsupplychainvisibility.Market-demand-baseddynamicmanufacturingandcalendarflippingforlogisticsisalsofacilitatedbycooperativecloud-basedplatforms.Artificialintelligenceandmachinelearningarethepillarsofagilesupplychaintheorysincetheyprovidepredictiveanalyticsanddemandforecasting.Theymakeintelligentdecisionsandthus,makesupplychainoperationsresponsiveandproactive.AI,IoT,andcloudcomputingalloworganizationstomanagesupplyanddemandimbalanceinadvance.Blockchaintechnologyisthefoundationofopensupplychaintheoryintermsofprovidinganopenbutsecurespacetodealwithsuppliers.Blockchaintechnologybringsalltheconcernedpartiestransparencytothesamedataset,reducesinformationasymmetryandensurestrust.Itistheadoptionof5GandIoTcommunicationsthatpromotestheachievementofagilegoalsinthe“plan-delivery”phaseandtheimplementationofblockchain,thusbuildinganopenandsimplesupplychainnetwork.DigitaltwintechnologyusesIoTsensorstocollectreal-timedata.Thistechnologyimprovessupplychainefficiencythroughintelligentlogistics.Digitaltwintechnologycancreateavirtualcopyoftheactualsupplychain.Thisallowsforreal-timemonitoringandscenariosimulationofthevaluechain.IoTandedgecomputingpromotedynamicinventoryallocation.Theyalsosimulatevariouslogisticsroutesandcustomsclearanceconditionsinrealtime.Thismakesitadynamicsystem.Theypresentaselfoptimizingsupplychainplatformthatreliesonblockchaintobuildtransparencyandtrustamongstakeholdersthatreal-timeanalytics,machinelearningandartificialintelligencedrivenbypredictionsareonthehorizon.TheInternetofThingsandsmartlogisticsdemonstratetheconcretemanifestationofthesemethodsinthe“predictiveflexibility”closed-loopsystem.Theaimistoconstantlychangeandadapttotherequirementsoftheglobalmarket.3.3Strategicvalueofdigitalsupplychainincross-bordere-commerceAgainstthebackgroundofglobaltradefragmentationandconsumerindividualization,cross-bordere-commercecompetitionhasalsochangedfromabattleofsupplychainefficiencyandresilience.Thedigitalsupplychainwithtechnology-drivenend-to-endintegrationhasbecamethestrategiccenterforcompaniestobreakthroughgeographicalconstraintsandrealizeglobalagileoperation.Alibaba,asamodelfortheindustry,hasconclusivelydemonstratedthisvaluelogicthroughitse-commerceactivities.Withthecreationofasmartlogisticsnetworkinover200countriesandshippingover100millionpackagesdaily,CainiaoNetworkconsolidatesdatafromcustoms,logisticscompaniesandpaymentplatformsintoadatacenter.IoT-enabledsmartwarehousingsystempre-stocksforeignwarehouseinventoryand65%ofEuropeanorderscanbedeliveredlocallywithdeliveryefficiencyhavingincreasedby40%.Blockchaintechnology-basedend-to-endtracingreducesthereturnratesforluxuryitemsby27%.QuantitativedatashowthatAlibabashortenedthetimeforcross-borderorderdeliveryfrom15daysin2018to7daysin2023,decreasedlogisticscostsby30%,anddigitalsupplychaincontributedover40%tothe28%growthininternationalstationrevenue.Thestrategiccoreisrealizedinthe“data—algorithm—ecosystem”alliance:sharedadatalakedemolishesinformationsilos,AIcapabilitiesoffersmallandmedium-sizedvendorsreal-timepricing,andAlibabaCloudlinkslogistics,paymentandcustomstobuildadigitalecosystem.(Jiong’enX,XiaoshaH,YiyangL,2024)PartIVCaseStudy:SHEIN’sDigitalSupplyChainTransformation4.1OverviewofSHEINTheriseofSHEINisamilestoneintheintegrationofcross-bordere-commerceandthefast-fashionindustry.FoundedinNanjing,China,in2008,SHEINstartedasacross-borderweddingdresse-commerceplatformnamedZZKKOandquietlypenetratedtheEuropeanandAmericanmarketsthroughsearchengineoptimizationandlow-pricestrategies.Afterofficiallyrenameitselfandtransformingintofast-fashionbrandin2015,its“small-batchrapid-response”modelcompletelydisruptedindustrynorms.Itsdata-drivenrapidresponsecapabilitiesledtoexplosivegrowthduringthepandemic,surpassingAmazoninthenumberofdownloadsandtoppingtheiOSshoppingappchartintheUnitedStatesin2020.By2023,itssalesexceeded30billionUSD,capturing18%oftheglobalfast-fashionmarket,withamarketpenetrationrateof40%intheUnitedStates.SHEIN’smainmarketsincludetheUnitedStates,Europe,theMiddleEast,SoutheastAsia,andSouthAmerica,withtheU.S.accountingfor40%ofitsrevenue.Thecompanyoperatesinover150countries,boasting150millionactiveusers,75%ofwhomareGenerationZ.Throughcollaborationswith150,000KOLsanduser-generatedcontent(UGC)-ledsocialdisseminationtactics,asingleTikTokchallengecandrivetensofmillionsofviews,creatingaclosedloopof“viralspread-instantconversion-datafeedback.”Currently,SHEINisexploringnewgrowthtrajectoriesthroughlocalizedproductioninBrazilandthelayoutofAIdesignpatents.Whetheritcanfindabalancebetween“speed”and“compliance”willdefinethecompetitiveparadigmoftheglobalfast-fashionindustryforthenextdecade.(HuX.L,2021)4.2SupplychainstructureandprocessesSHEINhastransformedthesupplychainmodelofthefastfashionbusinessbycreatingadata-driven,end-to-endintegrateddigitalclosed-loop.Forproductdesignandfashiontrendforecasting,SHEINgivestopprioritytocombininguserbehaviordatafromGoogleTrends,TikTokandmore,suchasvideointeractionsandsearchpatterns.SHEINtrackstheglobalfashiontrendswithmillimeteraccuracyviaNaturalLanguageProcessing(NLP)andComputerVision(CV).TheAIalgorithmrecommendsanddesigns5,000newproductsdailywith90%efficiencyimprovementcomparedtotraditionaldesignprocesses.Toreducethecostoftrialanderror,SHEINfollowsthepatternoftrialproductionofsmallbatches,wheretheinitialordersare100-500piecesperstyle,quicklytestingthepotentialdemandthroughthefeedbackoftheinitialmarket,andestablishinganiterative“datainsight—smartdesign—testingdemand”mechanism.Notonlydoesthisshortenthechainofdesigndecisions,butitsignificantlyraisesthehitrateofbest-sellers.Withitsflexibleproductionandinventorycontrol,SHEINhasanetworkofover300flexiblesuppliersinGuangzhou’sPanyudistrict.WithERP/MESsystems,ithasend-to-enddigitalcollaboration.Throughreal-timesharingofsalesdata,suchasreturnratesandSKUsales,supplierscanadjustproductionwithin48hoursbasedonmarketfeedback.Theintelligentinventorymanagementsystemusesmachinelearningprogramstopredictregionalconsumptionpatternsanddynamicallydistributestocksinglobalwarehouses,likepre-stockinginPolandaheadoftheEuropeanandAmericanpeakseasons,loweringinventoryturnoverto30days,one-thirdoftheindustrystandard.Asfarasorderfulfillmentandlogisticsareconcerned,SHEINhassetupanoverseaslogisticsstructure.Itreliesonlocalizedwarehousingandintelligentalgorithmstoachievefastdelivery.IthasexpandedlocalwarehousinginmarketssuchasItaly,PolandandtheUnitedArabEmiratesandadopteddigitaltwintechnologyforitssupplychaininfrastructure.Virtualscenariossuchascustomscontrolandportcongestioncanbesimulated.Deliveryroutescanbedynamicallyadjustedinreal-timebasedoncostandtime.Thesystemusesblockchaintechnologytomonitorthestatusofpackagesduringtransportation.AnditusesIoTsensorstomonitorthetransportationstatusofperishableitems.Thissystemhasreducedcross-borderlogisticscostsby30%.Thisislowerthantheindustry’sestablishedstandards,thuscreatingalow-costandcost-effectivefulfillmentsystem.Incustomerinteractionanddata-drivenselling,SHEINhasachievedeffortlessuseofuserdataintheinternalsupplychain.Trackinguserclicks,add-to-cartandcommentdatainrealtime,itimplements“hotitemreorder”or“stopunsolditem”strategiesattheproductionendundertheconditionofkeeping“hourly”salesandproductionbalanced.Auserprofile-basedrecommendationsystemupdatesalgorithmsinadaptivewaystomaximizeconversionandaverageordervaluebyadjustingproductexposurestrategy.Marketdemandandstockpressureareemployedtogetherwithgame-theorydynamicpricingmodelsinordertoforecastpromotionstrategies.Allsuchinformationisfedintothesupplychainandproductionsystemviaoneplatformseamlessly,formingavirtuouscycleof“demandperception—precisesupply—experienceoptimization,”withthehighestlevelofuserinvolvementandrepurchaserateinthelongterm.Fourintrinsicconnectorsareentrenchedbyadataplatform:designinnovationisinformedbytrendstudy,elasticsupplyisdrivenbyflexiblemanufacturing,intelligentlogisticsenhancesfinaldeliveryexperienceanddata-drivensellingoptimizestheentirechain.Suchan“ultra-fastfashion”digitalstrategyendowsSHEIN’ssupplychainwithnever-before-seencompetitivepower.Itsturnoverin2022exceeded30billiondollars,guaranteeingtheexplosiveperformanceofreal-timecooperationof“data—production—logistics.”Itdisprovedtheoldassumptionoftheclothingbusinessthatscaleandspeedcannotcoexist,markingthemilestoneofthedigitalrevolutionofthesupplychainofinternationalretailing.(PléL,YacoubG,2022)4.3TechnologyapplicationsinSHEIN’sdigitalsupplychainSHEIN’se-supplychaincanserveasaprimeexampleofthewidespreadapplicationofhighlysophisticatedtechnologychains.BigdataanalysisservesasthecontrolcenterforSHEIN’ssupplychain,whichprovidesreliablesupportforcorporatedecision-makingwiththehelpofreal-timebigdataanalysis.Withthebigdatatechnology,SHEINiswidelyresearchinginternationalfashiontrends,consumersentimentsandmarkettrendsandtranslatingthemintoscientificguidelinesonproductR&Dandinventorymanagement.InthecaseofAIandbigdataapplicationtodemandforecasting,machinelearningandAItechnologyareintegratedintoSHEIN’ssupplychain.AIcanpredictthechangeindemandindifferentplacesandmarketsandregulateproductdistributionsothatitcanprovideproductstocustomerstimely.Machinelearningtechnologyisusedinoptimizingmanufacturingscheduling,theeffectivenessandoutputqualityofmanufacturinglinesbyreal-timeminingoffeedbackandhistoricaldata.ThesetechnologiesallowSHEINtoexcelinrespondingquicklytomarketdemandandreducewastage.AndwhenitcomestomakingitmoretransparentwiththeInternetofThings(IoT)andblockchain,IoTtechnologyisoneoftheprimarydriversforSHEIN’slogisticsbusiness.Throughsmartsensorsanddevices,SHEINcanmonitorgoodsduringtransit,fromwarehousehandlingtothelastmileofdelivery,witheverylogisticschainmonitoredandregulated.Notonlyisthiskindofsystemmoreefficientbutitisalsoatlessrisk.SHEINusesblockchaininitssupplychain.Thisgivesproductsunprecedentedtransparencyandtraceability.Customerscanuseopendatatomonitortheentireproductlifecycle,fromrawmaterialsourcingtoproductionandtransportation.Thistransparencyincreasescustomerloyaltytothebrandandimprovesbrandimage.(YangJ.J,AiW.W,FanZ.J,2022)Whereascloudcomputingfacilitatessupplychaingrowth,cloudtechnologyprovidesastrongbasisforSHEIN’ssupplychainsystem.Cloudtechnologyofferselasticandscalablecomputingresourcesandshareddataandsharedprocessingresourcesanywhereintheworld.Thatis,SHEINstaffcanaccessandprocessdataandfromanywheretofacilitatereal-timedecision-makingandrapidresponsetomarketbehavior.Inshort,SHEIN’sonlinesupplychainreliesonthesimultaneousapplicationofemergingtechnologiessuchasbigdataanalytics,artificialintelligence,machinelearning,theInternetofThings,blockchainandcloudcomputing.Apartfrommakingthesupplychainmoreagileandresponsive,theyalsodrivecustomersatisfactionandbusinesscompetitivenessinthemarket.4.4EffectivenessandperformanceevaluationSHEIN’sonlinesupplychainhasbeenanoverwhelmingsuccessonsomanylevels.Firstofall,throughavirtualsupplychain,SHEINhasthedesign-to-markettimetoonly7-14dayscomparedtothe3-6monthsthatconventionalfashionsupplychainstake.ItmakesSHEINveryresponsivetofluctuatingmarketsandabletocapturefashionopportunities.Second,SHEINadoptsthesmall-batch,on-demandproductionstrategy,usingAI-drivenreal-timetrendforecastinganddynamicinventorymanagementtoreduceinventorybacklogandlogisticswaste.Conventionalsupplychains,ontheotherhand,uselarge-batchproductionandstaticinventorymanagementaccordingtodemandforecasting,whichleadstoadditionalmarkdownsandoverstocking.Table4.1ComparisonwithtraditionalsupplychainsFeatureSHINE’DigitalSupplyChainTraditionalFashionSupplyChainProductionModelSmall-batch,on-demandBulkproductionTime-to-Market7-14days3-6monthsTrendPredictionAI-driven,real-timeSeasonal,manualInventoryManagementDynamic,AI-optimizedFixed,demandforecast-basedSupplierCollaborationReal-timedigitalplatformManualpurchaseordersCostEfficiencyLowerwastage,optimizedproductionHighermarkdowns,unsoldinventoryEspecially,SHEIN’sdigitalsupplychainhasmadehugeprogressinmanykeyKPIs.Itsorderfillratereachesashighas98.5%,astaggeringrateoftimelyfulfillment.Inventorydaysturnoverisreducedfromthestandardindustrybaselineof90daystoaslowas30days,significantlyincreasinginventoryefficiency.Conversely,25%operatingcostsavingsarecourtesyofthepowerofAIoptimization.Besides,SHEINoffersshoppersamorevariedconsumptionexperiencethroughopeninformationandreal-timetrackabilityinlogistics.Rapidshippingmatchescustomers’callsfordiversity,andcustomerswillspendmoretimeonit.SHEIN’sinternationalsupplynetworkonlinealsooptimizedglobalresourcedistributionandreducedcomplexityandcostinvolvedincross-borderbusiness.Throughcollaborationwithglobalsuppliersandlogisticians,SHEINhasmanagedtokeepitsoverseassupplychainatlowcosts.Inrisksmanagement,SHEINcanmonitorpotentialriskinthesupplychaininrealtimethroughtheuseofblockchainandInternetofThings(IoT)technologiesandremovetheminrealtime.Andlastly,SHEINisconductinggreensupplychainmanagementwiththemostefficientlogisticsstructureandwastageavoidance.Multiplekeyperformanceindicators(KPIs)haveshownexcellentresults.ThishighlightstheoutstandingadvantagesofSHEIN’selectronicssupplychain.Italsoprovesitscompetitivenessinahighlycompetitivemarket.SHEINreliesonprecisedatainsightsandstrictcontrolmeasures.Thesemeasureshavesignificantlyincreasedinventoryturnoverrates.Thecompanyhasstabilizedordersatisfactionlevels.Atthesametime,ithasimprovedprofitabilitybyreducingcosts.PartVChallengesandStrategicResponse5.1ChallengesinimplementingdigitalsupplychainatSHEINSHEINhasbuiltasuccessfuldigitalsupplychain,makingitamodelforglobalcross-bordere-commerce.However,itsdevelopmentfacesseriouschallenges.Theseincludedatasecurityrisks,high-speedthreatsandthepressuregeneratedbytechnologyandsoon.(WangJ.H,2021)Toaddresstheseissues,SHEINhasadoptedstrategiesandmeasures.Thegoalistooptimizeitslong-termdigitalsupplychainwhichhelpsmaintainitscompetitiveedge.313325.1.1DatasecurityprivacyissuesAsbusinessvolumeatSHEINisgrowinganddatavolumeisaccumulatingexponentially,therearevariousdatasecurityandprivacychallengesfacedbythecompany.Thecompany’sonlineoperationsarecomplicated.Manystepsanddifferentcompaniesareinvolved.Thismakesiteasierforhackerstoattack.Forexample,criminalsmightstealcustomernamesorcreditcarddetailsusingfakeemailsorharmfulsoftware.Problemsdon’tjustcomefromoutside.Employeesandpartnerscancauseleakstoo.Sometimesthishappensbyaccident,likewhensomeonesavesprivateinformationinthewrongplace.Othertimes,suppliersmightlookatdatathey’renotsupposedtosee.SHEINoperatesbusinessinnearlyallcountriesandregionsgloballyandthereexistdataprivacylawsandregulationsineachcountryandregion.TaketheGeneralDataProtectionRegulation(GDPR)oftheEuropeanUnion,forexample,ithasstrictdatacollection,storageandprocessingregulationsandthesamecanbesaidoftheCaliforniaConsumerPrivacyAct(CCPA)oftheUnitedStates.SHEINhastoobeythese;otherwise,itwillsufferhugefinesandlawsuits.AndSHEIN’scross-borderdatatransferinthecontextofdoinginternationalbusinessaggravatesthechallengesofdataprotection.Cross-borderdatatransferfollowsdifferentrulesindifferentcountriesandregionsandSHEINshouldensureitsdatatransfercanfollowrelevantrulessothatitmayavoidlegalrisk.179525.1.2TechnologyupdatepressureItisalsothemostdifficultchallengethatSHEIN’sdigitalsupplychainwillface.SHEIN’stech-drivensupplychaincombinescutting-edgetechnologieslikebigdata,AI,IoT,blockchainandcloudcomputing.Whiletheseadvancementscreateopportunities,theyalsobringchallenges.TherapidpaceoftechnologicalchangeforcesSHEINtocontinuouslyupgradeitssystemstostaycompetitive.Forinstance,large-scaleapplicationsofmachinelearningandartificialintelligencecanfurtherenhancetheinnovationabilityofthesupplychainsoastomakedemandforecastingmoreaccurateandadaptivedecision-makingautonomous.Thesetechnologiesenablemoreaccuratedemandforecastingandsmarterautomateddecision-making.Butwiththespeedatwhichtechnologyisadvancing,itisafactthatSHEINneedstoinvestafairlysignificantamountofresourcesintotechnologicalresearchandimplementationsothatitstechnologydoesnotfallbehind.(ZhangL,2022)Second,thetechnologyrevolutionofhigh-speeddemandsthatSHEINhaveanefficienttechnicalteamandahighdegreeofinnovativeness.SHEINneedstoestablishaseniortechnicalteamwithexperienceininnovationandsupplychaintechnologydevelopment.Forexample,SHEIN’stechnicalteamexaminesthefeasibilityofusingmoreadvancedartificialintelligenceandmachinelearningtomanagesupplychainsinordertoplanproductionmoreeffectivelyandaccuratelyandpredictordersinthefuture.Inaddition,SHEINneedstocollaboratewithresearchinstitutesanduniversitiesinacompletewaytoconductjointresearchsothatitcanmaintainatechnologicalinnovationadvantage.149765.1.3MarketchangesandcompetitivechallengesCompetitivestressandmarketvolatilityalsodemandmoreofSHEIN’sdigitalsupplychain.SHEINdisruptedfastfashionwithitsfreshe-commercebusinessmodelandagilesupplychainmodel,upsettingtraditionalfastfashiongiantssuchasZarainanever-before-seenmanner.Bybypassingthemiddlemanandsellingdirectlytothebuyeronline,SHEINhasdramaticallyreducedthedesign-to-salescycle,withtheabilitytorespondtomarketdemandinduetime.Butatthecostofothernegatives,suchasviciouscounterattacksbythelikesofZara.Withitsglobalnetworkofphysicaloutletsandstrongbrandinfluence,Zaraisabletoofferimmediateshoppingexperiencesandbrandcredibility,somethingSHEIN’sexclusivelyonlinebusinesscannotmatch.Zara’smodelinthemarketplacereliesonphysicalstoreexperienceandbrandloyalty,somethingSHEINstrugglestomatch.AsZara’scompetitivestrikeputspressureonSHEIN,itisforcedtoseeknewareasofdifferentiationandgrowth.SHEINisworkinghardertoattractcustomerswithmoretargetedproductsandservices,aimingtobuildabrandidentitythatgoesbeyondjustbeingacheapfast-fashionoption.Meanwhile,Zaraisfightingbackwithitsownstrategieslikereleasinglimited-editioncollections,launchingcollaborations,andimprovingitsonlineshoppinganddeliveryservices.Zarawantstokeepitsreputationasapremiumbrandwhilestillmeetingcustomers’expectationsforconvenienceandspeed.ThiscreatesadualchallengeforSHEIN:first,itmustkeepdominatinginfastresponsetofashiontrends.Second,itneedstocatchupinbrandreputationandcustomerexperience.25205.1.4SustainabilityandenvironmentalconcernsFollowingitspursuitofinstantfashion,SHEINwillnaturallystruggletomaintainitsgreensupplychain.Itscarbonfootprintissueisespeciallyprominent.Withtheproductioncycleacceleratingandwholesalepurchaseordersbeingplaced,thewholesupplychainfromrawmaterialcollectiontothedeliveryoftheendproductisconstantlyreleasingcarboneverysecond,whichcontradictstheglobaltrendofcarbonreductioneverywhere.TheissueSHEINisconfrontingishowtominimizethecarbonfootprintinsuchventuresinthebestpossiblewaywithoutcompromisingproductionefficiency,achievingabalancebetweendevelopmentandconservation.Furthermore,thereisalsotheissueofwasteclothing.Withthetrendoffastfashion,SHEIN’sproductschangehandsrapidlyandthereforedepositenormousamountsofgarmentsleftbehindbyconsumersinaperiodoftime.Theproductsusedputanextremelyenormouspressureontheenvironment.Additionally,itisdifficulttoimplementtheconceptofgreenlogistics.Howtoreduceenvironmentalpollutioninlogisticsoperations,avoidexcessivepackagingandwastefultransportationandachievetimelydeliveryatthesametimehasbecomeaproblemthatSHEINneedstosolveinaveryshortperiod.ThesetypesofgreensupplychainissuesarenotonlyrelatedtothefuturegrowthofthecompanybutalsogoagainstSHEIN’ssocialresponsibility.5.2StrategicresponsesandsolutionsInordertoovercometheseissuescompletely,SHEINhasbeenrollingoutaseriesofmeasuresandactions.Facingtheharshrealityofdatasecurity,SHEINiscommittedtoimplementingacompletestringofreasonableandcomprehensivepoliciestoboostitsinformationsecurityfronts.(PangY,2019)Inthefirstinstance,thebusinesswillthoroughlyreviewandrenovateitscurrentpoliciesofdataprotectioninordertoensurecompliancewiththenewinternationalprivacystandardsandbetterensuretheintegrit