/PRZWT/In 2025, when the new tea beverage industry was generally facing cost pressures and profit challenges, Cha Ba Dao achieved a remarkable 71% year-on-year growth in net profit thanks to its outstanding supply chain management capabilities. The latest 2025 financial report released by the company shows that the efficient operation system has become the core engine for the company's high-quality development, particularly reflected in extremely low logistics costs and the leading fresh fruit unified distribution capability.
The financial report shows that the overall warehousing and logistics costs of TeaBaoDao only account for 1.3% of the total merchandise transaction value (GMV), which is significantly lower than the industry average. The efficiency behind this is its nationwide network of 26 warehousing centers. Relying on this system, approximately 95% of the stores can enjoy high-frequency delivery services more than twice a week, and 93.7% of the stores achieve next-day delivery for replenishment. This high-density and high-frequency cold chain distribution network not only ensures the freshness of the products but also significantly reduces the inventory pressure and loss risks of the stores.
Supply chain advantages directly empower product innovation and ensure stable quality. With fruit tea as its core feature, Cha Ba Dao has extremely high requirements for the freshness of raw materials. In 2025, the company's fruit unified procurement rate increased from 71.7% in the previous year to 80.4%. This means that over 80% of the stores use fresh fruits that are uniformly purchased by the headquarters and delivered directly by cold chain, ensuring consistency in taste and food safety. For example, the "Litchi Ice Milk" series was consumed 25 million fresh litchis in just 5 days. Without a strong supply chain support, the large-scale implementation of such high-pace products would be almost impossible.
Furthermore, the efficient middle-office system also alleviates the burden on store operations. Through standardized raw material distribution and process management, stores can focus more on services and sales rather than complex procurement and inventory management. This also explains why in the fourth quarter, when industry subsidies declined and competition intensified, the average daily GMV per store of Cha Ba Dao still maintained double-digit growth - behind this is the risk-resistance capability brought about by systematic efficiency.
It is worth noting that this supply chain system not only serves the existing 8,621 domestic stores (46.1% of which are located in third-tier and lower cities), but also provides a foundation for future business expansion. Whether it is the rapid penetration of the lower market or the pilot promotion of new product categories such as coffee, all rely on this agile and low-cost logistics and supply network.
Teabao Dao emphasized in its financial report that it will continue to optimize its supply chain layout and further enhance its delivery efficiency and cost control capabilities. In the new stage where new tea beverages shift from "traffic competition" to "efficiency competition", the operational moat it has built with a 1.3% logistics cost is becoming the most solid long-term competitive advantage.
