Dilemma 1: The policy is becoming stricter, the cross-border e-commerce policy is often adjusted, and there is a lack of timely response plans. Cross-border e-commerce has postponed, changed or introduced tax policies many times since the 4.8 New Deal. The turning point is the promulgation and implementation of the e-commerce law in 20 19, and the industry tends to be standardized. However, with the adjustment of policies, there are also many uncertainties. In the initial stage, cross-border importers often lack countermeasures.

Dilemma 2: Three orders collide with each other, making docking difficult. Docking three customs orders is complicated, with a long period, and it is difficult to coordinate the docking of multiple systems. Cross-border e-commerce retail imports need sunshine customs clearance, which will involve three single-core inspections. It requires the merchant's e-commerce platform to interface with the customs system, bonded warehouse system and payment system, push orders, waybills and payment orders respectively, meet the announcement 179, and interface with the original payment data opened by the customs in real time. This whole process is very complicated for start-ups, and it takes a long time from process combing to docking.

Dilemma 3: The system is difficult to select and the management is complicated. The cross-border e-commerce system is mixed, difficult to select and complicated to manage. Cross-border electronic commerce involves the use of online shopping malls, OMS systems, distribution systems, store POS and back-end ERP. If it is not a mature and stable system, it is difficult to meet the business needs. With the number of cross-border pilot cities increasing to 59, the requirements for the openness and docking ability of the system are stronger.

Dilemma 4: single channel, blocked sales, few sales channels, non-integration of online and offline, and low intelligence. In the initial stage of cross-border e-commerce, most of them are start-ups, or the traditional supply chain B2B turns to B2C, which needs to face the C-end, or the small B, so the expansion and management of sales channels is very important. The core is to establish a profit sharing system, build online sales channels and offline cooperative stores through interest rules, form omni-channel closed-loop integration, and open up links such as goods, members, inventory, transactions, orders, services and distribution.