In recent years, new retail formats like Sam’s Club and Freshippo (Hema) have rapidly risen to prominence, significantly outperforming traditional supermarkets in product quality, supply chain efficiency, and customer experience. The key difference lies in their strategic emphasis on a dedicated Quality Control (QC) department. Traditional supermarkets often treat quality control as a back-office or auxiliary function, lacking systematic and proactive quality management. In contrast, Sam’s Club and Freshippo embed QC deeply into every stage—from procurement and warehousing to logistics and in-store operations. For instance, Sam’s Club enforces rigorous global sourcing standards for its Member’s Mark private-label products, ensuring safety and taste from the source. Freshippo leverages digital systems to maintain temperature control and conduct quality inspections throughout the journey of fresh produce—from farm to shelf. This quality-driven approach not only boosts repeat purchases but also builds a strong trust barrier with consumers. Ultimately, the gap between traditional supermarkets and players like Sam’s Club or Freshippo isn’t just about having a QC department—it’s about embracing an entire retail philosophy centered on quality. To transform successfully, traditional retailers must rebuild their QC systems, shifting them from a ‘cost center’ to a ‘value engine.’
近年来，山姆会员店和盒马鲜生等新型零售业态迅速崛起，其商品品质、供应链效率和消费体验远超传统商超。究其原因，关键在于它们在组织架构中高度重视“品控部”（Quality Control Department）的作用。传统商超往往将品控视为后勤或辅助职能，缺乏系统化、前置化的质量管理机制；而山姆和盒马则将品控深度嵌入采购、仓储、物流乃至门店运营的全链条中。例如，山姆对自有品牌Member’s Mark实行严苛的全球选品标准，从源头把控食材安全与口感；盒马则依托数字化系统，实现生鲜商品从产地到货架的全程温控与质检。这种以品控驱动商品力的策略，不仅提升了复购率，也构建了消费者信任壁垒。可以说，传统商超与山姆、盒马之间，差的不只是一个部门，而是一整套以品质为核心的零售逻辑。要实现转型升级，传统商超亟需重构品控体系，将其从“成本中心”转变为“价值引擎”。
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