美团履约-配送策略运营

1. 合作商准入与准出策略 •负责建立配送合作商全生命周期管理体系，覆盖准入、评估、分级、优化及退出机制 •基于数据分析识别低绩效或不合规的合作商，提出退出或结构优化方案，持续提升整体配送履约稳定性与效率 2. 配送站点与区域结构策略 •负责外卖配送站点及区域划分的整体策略设计与优化，确保覆盖效率、履约能力与成本结构的平衡 •制定合作商站点密度、服务半径及区域划分原则，并根据需求变化和运营约束进行动态调整 •支持新市场进入及业务扩张阶段的配送站点规划，为业务决策提供结构性分析支持 3. 行业研究与优质商挖掘 •开展外卖配送合作商管理模式、准入机制及站点结构相关的行业对标与行业研究 •将外部最佳实践转化为可落地的策略规则与管理机制，持续优化合作商体系 4. 合作商拓展与筛选机制 •设计并持续优化外卖配送合作商拓展与筛选机制，包括线索质量标准及评估流程 •从策略与规则层面管理合作商供给质量，而非一线执行，确保长期配送结构健康

1.Responsible for formulating and implementing the stratification plan for 3PL. Cooperate fully with the business analysis, product, frontline and other teams to ensure accurate and clear characterization of partners and a reasonable structure. 2. Based on the stratification of 3PL, build a systematic rights and interests incentive program. Through reasonable and efficient positive and negative incentive measures, achieve the survival of the fittest among partners, and continuously maintain the partner structure in line with the development requirements of the platform. 3. Responsible for formulating and implementing the medium - and long-term development strategies for partners. Be able to work with frontline teams to continuously help high-quality partners develop to a reasonable scale, achieving a win-win situation between partner revenue and the platform. 1. 负责制定并落地国际化外卖配送业务合作商的分层方案，与商分、产品、一线等团队充分配合，保证对合作商的刻画准确、清晰，结构合理； 2. 基于配送业务合作商分层，建设体系化的的权益激励方案，并通过合理高效的正、负向激励手段，实现合作商优胜劣汰，持续保持合作商结构符合平台发展的要求； 3. 负责合作商中长期发展策略的制定与落地，能够联动一线团队，持续帮助优质合作商发展至合理规模，实现合作商收入与平台共赢

Head of D-End Operations: 1. Responsible for D-end operations management, particularly in fulfillment and delivery management under crowd-sourcing and franchise models, providing professional guidance and support. 2. Develop and execute fulfillment and delivery strategies to ensure service quality and efficiency. 3. Lead new business development from 0 to 1, driving the growth of D-end business. 4. Coordinate cross-departmental resources to optimize fulfillment processes and enhance operational efficiency. 5. Manage and develop the team, promoting effective collaboration and achievement of performance goals. D端负责人： 1.负责D端运营管理，特别是众包、加盟模式下的履约配送管理，提供专业指导与支持； 2.制定并执行履约配送战略，确保服务质量和效率； 3.负责从0到1的新业务开拓，推动D端业务发展； 4.协调跨部门资源，优化履约流程，提升运营效能； 5.管理并培养团队，推动团队高效协作与绩效达成。 Key Strategist for D-End Operations: 1. Responsible for formulating fulfillment and delivery strategies for the D-end, managing riders and delivery teams to ensure smooth operations. 2. Provide data analysis support to optimize delivery processes and efficiency. 3. Participate in the development and implementation of new businesses to enhance business competitiveness. 4. Support team efforts and collaborate to promote cross-departmental cooperation. D端策略运营骨干： 1.负责D端履约配送策略制定，管理骑手及配送团队，确保运营顺畅； 2.提供数据分析支持，优化配送流程与效率； 3.参与新业务的开拓和落地，提升业务竞争力； 4.支持团队工作，协作推动跨部门合作。

1.战略洞察与行业研究：主导本地市场的行业及竞争格局分析，结合内部经营数据，洞察业务在体验、成本、增长等维度的关键问题与机会点，为管理层和业务决策提供高质量输入。 2.预算规划与成本管理：构建和优化预算管理体系。通过精细化成本分析，主动挖掘成本结构优化空间，及创新方向的探索与落地。 3.运力供给与定价策略：负责搭建并持续迭代运力策略。从骑手生态、供需平衡、成本效率等维度出发，整体规划运力结构、薪酬体系及定价策略，紧密联动业务发展问题并研讨方案，确保供给稳定、健康、可持续。 4.激励体系与效率评估：规划与设计骑手端的补贴活动体系。建立科学的效率评估模型，确保补贴使用恰当、高效，并能驱动业务目标达成。