I. Core decision matrix: 5 key evaluation dimensions
Evaluation dimension Overseas warehouse model Direct delivery model Critical point reference value
Order scale Average monthly orders > 50 orders/destination country Average monthly orders < 20 orders/destination country 30-50 orders/month is the conversion range Product characteristics Weight > 50kg/piece or volume > 0.5m³/piece Weight < 25kg/piece and volume < 0.2m³/piece 25-50kg requires case calculation Timeliness requirements Customer requirements < 7 days delivery Acceptable 15-30 days delivery 7-15 days Recommended mixed mode SKU complexity Stable product line, SKU < 100 SKU > 300 and large fluctuations 100-300 require dynamic evaluation
Return and exchange rate Historical return and exchange rate > 5% Return and exchange rate < 2% 2-5% suggest some pre-stocking
II. In-depth analysis of cost structure (taking 40HQ container in European market as an example)
(I) Cost model of overseas warehouse model
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Optimization lever:

Batch customs clearance can reduce tariffs by 3-8% (EU HS code: 76101000)

Increasing pallet utilization to 85% can reduce storage fees by 22%

Signing an annual contract with a local logistics company can reduce distribution costs by 15-25%

(II) Comparison of direct delivery model costs
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Key findings:

For every 10kg increase in unit weight, the direct delivery cost increases nonlinearly by 18-25%

LCL (LCL) Cost advantage is apparent when the area is 15-18m³

Declaration value optimization can save 6-12% of tariffs (compliance required)

III. Hybrid model innovation solution
(I) “Satellite warehouse + direct delivery” dynamic allocation
Inventory strategy:

Overseas warehouses store 20% high-frequency SKUs (covering 80% of orders)

Domestic warehouses retain 80% long-tail SKUs

Real-time monitoring of 90-day sales rate adjustment ratio

Implementation case:

German market solution for an aluminum window company:

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Result: Logistics costs decreased by 28%, and delivery time was compressed to 3.5 days

(II) Seasonal flexibility solution
Seasonal stage Overseas warehouse strategy Direct delivery strategy Cost fluctuation control
Construction peak season Stock up to 120% 90 days in advance Open sea freight express channel +15% budget
Off-season Reduce to 60% safety stock Transfer to rail transportation -25% cost
During the exhibition, temporarily rent a shared warehouse Air freight samples + sea freight bulk Special fund
IV. Risk control and cost balance
(I) Inventory health monitoring indicators
Core KPI:

Inventory turnover rate ≥ 6 times/year (excellent value in the building materials industry)

Unsalable rate <8% (calculated as 90 days without sales)

Order fulfillment rate ≥ 98%

Early warning mechanism:

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(II) Tax optimization toolbox
EU solution:

Apply for customs simplified procedures (CP42) to defer VAT

Use the bonded warehouses of the Netherlands and Belgium to achieve tariff diversion

US solution:

Section 321 (tax-free below US$800)

Reasonable use of HTS code splitting (such as: 7016.90 vs 7610.10）

V. Digital efficiency improvement plan
(I) Intelligent replenishment algorithm
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Simplified reorder point calculation model

def calculate_rop(lead_time, demand_std, service_level):
safety_stock = service_level * demand_std * math.sqrt(lead_time)
return average_demand * lead_time + safety_stock

Typical parameters of door and window enterprises:

lead_time = 45 # Overseas warehouse replenishment cycle (days)
demand_std = 15 # Daily sales standard deviation
service_level = 1.65 # 95% service level
(II) Key indicators of logistics dashboard
Indicator Overseas warehouse benchmark value Direct delivery benchmark value Optimization direction
Logistics cost per piece €18-25 €35-50 The goal is to reduce by 20%
Inventory turnover days ≤40 days N/A Compressed to 30 days
Order fulfillment time 2.5 days 12-18 days Maintain + improve accuracy
Damage rate <0.8% <1.5% Strengthen packaging plan
Implementation suggestions: First conduct a 3-month data survey (it is recommended to use at least 200 samples), and determine the product logistics strategy through the ABC classification method. For Class A products (accounting for 70% of sales), overseas warehouses are preferred; Class C products (<5%) are kept directly shipped. The dynamic evaluation cycle is recommended to be once a quarter, and temporary evaluation is initiated when there are major market changes.