专注于中国消费品领域新媒体，对通路营销、渠道数字化及新零售领域进行专业研究及媒体报道。 本文已获得授权，来源： 新经销（ID：New-distribution） ，作者：陈思廷，原文标题：《传统经 销商到了最危急的时刻：不是生意差，是生意底座塌了》，头图来自：视觉中国 过去三个月，我跑了四川、海南、陕西几个市场，看到的不是"下滑"，而是断崖 式 "急坠" 。 从 8月之后，数量众多的经销商销售规模突然掉了30%，甚至50%以上。很多人原来还在微利高压里 撑着， 现在却 一脚踩进亏损。 以下文章来源于新经销 ，作者陈思廷 新经销 . 你问原因？消费环境、天气当然有影响，但它们解释不了这轮 集体塌方的速度和幅度。 真正的拐点，是零售渠道在 8月之后突然激烈变形，而这一变形，直指经销商的饭碗。 一句话：不是经销商 老板们 不努力，是 大家 赖以生存的 传统零售土壤 正在迅速坍塌。 一、三重冲击，正在击垮经销商 存量 第一重冲击：零食折扣店 开一条街，塌一条街。 很多人还没意识到，零食折扣店对传统店的打击不是 抢一点生意，而是结构性替代。 你在一条街上看到一家赵一鸣 或者零食优选 ，不要以为只是多了个新店。你很快会看 ...

Core Viewpoint - The traditional operating logic of distributors in China's fast-moving consumer goods (FMCG) sector is collapsing as the market shifts from growth to saturation, requiring distributors to evolve from mere suppliers to efficient demand-supply system controllers [1][2][4][5]. Group 1: Market Transition - The market has entered a phase of stock competition, characterized by saturated channels, homogeneous products, and declining profits [3]. - Distributors are not becoming unimportant but must transform into a different entity, moving from being suppliers to becoming demand-supply system controllers [4][5]. Group 2: EDEKA as a Model - EDEKA, a German retail group, exemplifies the future evolution of distributors, having transitioned from a cooperative of small grocery stores to a leading retail group with over 11,000 stores and sales exceeding €75 billion, capturing nearly 25% of Germany's food retail market [7][11]. - EDEKA's success lies in its unique operational model that integrates retail perception with supply chain control, focusing on efficiency rather than scale [11]. Group 3: Lessons for Chinese Distributors - EDEKA provides three key insights for Chinese distributors: 1. Transition from channel distributors to "zero-supply integration" system operators, emphasizing the need to manage both supply and demand effectively [12][13]. 2. Shift from earning "price differences" to "efficiency differences," with EDEKA achieving over 30% higher inventory turnover efficiency through a digital supply chain system [15][16]. 3. Move from brand dependency to brand co-creation, with EDEKA selling both major brands and its private label products, which account for 30% of sales, enhancing profit margins and consumer loyalty [18][20]. Group 4: Future of Distribution - The concept of "zero-supply integration" is essential for future success, where efficiency will dictate market control, moving away from reliance on resources and relationships to a focus on systems and digital collaboration [22][23]. - In the evolving FMCG landscape, channels will become platforms, brands will act as co-creators, and distributors will transform into connectors, emphasizing the importance of supply chain efficiency in generating retail profits [24][25].