Core Viewpoint - The article highlights the systemic issues within the express delivery industry, particularly focusing on the "penalty-based management" model that has led to operational disruptions and financial strain on last-mile delivery networks, especially during peak periods like Double 11 [6][10][21]. Group 1: Current Issues in the Express Delivery Industry - Over 100,000 packages were left undelivered in warehouses in Changsha due to operational halts at several express delivery stations, affecting both consumers and sellers [3][5]. - The immediate cause of the delivery stoppage was a breakdown in the payment chain for delivery fees, leading to a halt in operations for local contractors [6][10]. - The penalty-based management model has resulted in frequent fines for underperformance, which has exacerbated the financial difficulties faced by local delivery networks [6][11][12]. Group 2: Impact on E-commerce - The delivery disruptions have directly impacted e-commerce sellers, leading to increased refund rates, negative reviews, and a loss of consumer trust [7][19]. - The operational challenges faced by last-mile delivery networks during peak sales events like Double 11 have turned what should be a lucrative opportunity into a significant risk for e-commerce businesses [7][19]. Group 3: Structural Problems in the Delivery System - The hierarchical structure of the express delivery system, where risks and responsibilities are unevenly distributed, has led to a situation where local contractors bear the brunt of financial pressures while upper management continues to profit [10][15]. - The ongoing price wars in the industry have driven down delivery fees significantly, from 18 yuan per package in 2005 to as low as 2 yuan in recent years, further squeezing the profit margins of last-mile delivery networks [17][18]. Group 4: Recommendations for Improvement - To address the issues, the industry needs to establish a more transparent fee structure and internal assessment mechanisms to prevent the negative consequences of penalty-based management [20][21]. - Encouraging diversification in service offerings at the local level, such as community group buying and advertising, could help stabilize revenue streams for last-mile delivery networks [21].

"以罚代管"把手段当成了目的，实质上是一种懒政思维。其不仅让考核导向出现偏差，而且在表面所 谓"处理"的背后，放任了问题的持续发生。监管中，行政处罚固然是重要手段之一，但执法机关还要依 法综合运用说服教育、劝导示范、指导约谈等方式，才能做到既不缺位，也不越位。 通过微信工作群下达"月度指标"，要求各街镇必须完成"行政处罚不少于2件、罚款金额不少于2000 元"的硬性任务，设置"群接龙打卡+月末通报"的考核要求…… 在这起司法部近日发布的规范涉企行政执法专项行动典型案例中，河南某县政府行政执法监督局发现， 当地消防领域行政处罚案件出现"整齐化"的反常情况，及时出手纠正以罚款为目的的执法导向，杜绝以 罚代管、执法不规范不严谨等问题。 设定罚没指标"以罚代管"，严重背离行政执法初衷。之所以要设定与实施行政处罚，是为了预防、纠正 和惩戒违反行政管理秩序的行为，维护公共利益和社会秩序，保护公民、法人或者其他组织的合法权 益。 "罚"一旦变成了指标，就可能成为一些执法部门"以罚代管"，甚至"只罚不管"的动力来源。对此，《国 务院关于进一步贯彻实施〈中华人民共和国行政处罚法〉的通知》明确要求，"严禁下达罚没指标"。行 政机 ...