内容来源：https://www.geekwire.com/2025/after-years-of-backlash-amazon-finally-ends-a-practice-that-many-sellers-have-long-loathed/

内容总结：

在周三举行的年度卖家大会Accelerate上，亚马逊宣布将逐步取消已实施十余年的"库存混储"模式，这一物流体系的重大变革获得业界高度关注。该模式此前因可能导致正品与假冒伪劣商品混杂而长期受到品牌方批评。

库存混储机制允许亚马逊将不同卖家的同款商品使用统一条形码管理，根据配送距离就近发货。虽能提升物流效率，但存在正品与过期、损坏甚至危险商品混合的风险。强生、双立人、Bose等知名品牌都曾因该问题暂停或限制与亚马逊的合作。

为规避风险，品牌商需额外支付费用为每件商品粘贴独立标签（FNSKU）。据统计，过去一年品牌方为此支出的费用高达6亿美元。亚马逊销售合作伙伴服务副总裁德哈梅什·梅塔表示，随着物流网络优化、品牌卖家占比提升及追踪技术升级，混储模式的优势已不再显著。

供应链业务总监纳迪亚·达拉宣布，混储制度将于今年晚些时候全面取消。此后消费者购买的商品将确保来自指定卖家，退货流程也将对应同一库存源。行业分析认为，这是亚马逊近年来为保护平台品牌权益采取的最重要举措之一，既降低了品牌商的运营成本，也为其跨渠道库存管理提供了更大灵活性。

中文翻译：

亚马逊在周三的年度卖家大会Accelerate上宣布了一系列重大消息，其中最引人注目的是能大幅减轻人工负担的新人工智能工具。

但赢得最热烈掌声的并非人工智能，而是一项传统的物流变革：平台承诺终止已推行十余年、长期遭受品牌方和卖家诟病的"库存混储"机制。对普通人而言，"commingling"一词或许令人联想到财务共管，但在亚马逊体系中，它特指将不同卖家的同款商品统一归入制造商条码下，根据物流距离就近发货，而不区分实际供货方。

这种模式能加速配送、提升仓储效率，并为卖家节省成本。但弊端在于：正品可能与不良商家提供的假冒、破损、过期甚至危险商品混杂流通。多年来，混储机制多次引发知名品牌对产品质量和客户信任的担忧：

• 强生公司2013年因第三方卖家供应过期或破损商品，一度从亚马逊下架多款消费品；
• 《华尔街日报》2014年报道，厨具品牌Tovolo在减缓供货时，仿品在搜索结果中占比上升，暴露了造假者如何利用混储系统牟利；
• 德国刀具品牌Wüsthof与音响公司Bose也曾限制通过亚马逊履约，避免正品与未授权或仿制商品混杂。

为规避混储风险，卖家始终可选择为每件商品粘贴专属的亚马逊条码（FNSKU），确保独立追踪和发货。但这种"重贴标签"方案成本高昂：卖家需自行打印粘贴标签后发货至亚马逊，或支付每件0.3美元的服务费。据亚马逊估算，过去一年仅品牌方为规避混储的支出就达6亿美元。

亚马逊销售合作伙伴服务副总裁德哈梅什·梅塔透露，其多年來一直寻求终止混储机制。决策依据源于供应链成本效益分析：此前因加速配送带来的整体成本节约与销售增长，始终超过卖家贴标退出产生的成本。但如今天平已然倾斜，三大变革改变了局面：

• 物流网络优化使商品更贴近消费者，降低了对混储提速的依赖；
• 品牌型卖家比例提升，这类群体更倾向于为保质量选择退出混储；
• 系统已实现虚拟化追踪单件商品流通，无需混合库存即可精准调度。

随着原有优势不再能抵消弊端，混储制度失去存在意义，即将退出历史舞台。亚马逊供应链总监纳迪亚·达拉周三上午宣布，混储机制将于今年晚些起在全供应链体系逐步淘汰。

此举意味着消费者购买的商品将百分百来自指定卖家，退货亦对应同一库存源。对品牌方而言，既省去了重贴标签的昂贵流程，也获得了跨渠道统一管理库存的新灵活性。据《现代零售日报》报道，行业分析师认为这是亚马逊近年来为保护平台品牌采取的最重要举措之一。

英文来源：

Amazon made a series of big announcements Wednesday at its annual Accelerate conference for sellers — including new AI tools that could significantly reduce their manual workload.
Yet the biggest applause came not for artificial intelligence, but for an old-fashioned logistics change: a promise to end “commingling,” a behind-the-scenes inventory practice that has drawn criticism from brands and sellers for more than a decade.
For most people, the term might evoke shared finances. But in Amazon’s world, commingling means pooling identical items from different sellers under a single manufacturer barcode — then shipping whichever unit is closest to the customer, regardless of who supplied it.
The benefits include speeding up deliveries, making more efficient use of warehouse space, and saving money and effort for sellers. But the downsides include the risk of mixing authentic products with counterfeit, damaged, expired, or dangerous ones from less reputable sellers.
Over the years, commingling has led to some high-profile fallout from brands concerned about product quality and customer trust.

• Johnson & Johnson temporarily pulled many of its consumer products from Amazon in 2013 due to concerns over expired or damaged goods supplied by third-party sellers.
• The kitchenware brand Tovolo saw knockoffs rise in search results when it slowed shipments to Amazon, exposing how counterfeiters could exploit the commingled inventory system, as reported by the Wall Street Journal in 2014.
• German knife maker Wüsthof and audio company Bose also restricted fulfillment through Amazon to prevent their goods from being mixed with unauthorized or imitation products.
  To avoid commingling, sellers have long had the option to apply a unique, seller-specific Amazon barcode — known as an FNSKU (Fulfillment Network Stock Keeping Unit) — to every product. This ensures their inventory is tracked and shipped separately.
  But this “re-stickering,” as it’s known, is costly and time-consuming solution. Sellers had to print the FNSKU labels and apply them to all their items before shipping them to Amazon, or pay Amazon a per-item fee to do it for them. Amazon estimates that brand owners spent $600 million in the past year alone to avoid having their products commingled.
  Dharmesh Mehta, Amazon’s vice president of selling partner services, said in an interview that he had been looking to end commingling for many years.
  Driving the decision was a cost-benefit analysis of the supply chain. For years, the overall cost savings and increased sales that sellers received from the ability to speed up shipments outweighed the cost that other sellers incurred for stickering their products to opt out.
  That balance has now shifted. Mehta explained that a few major changes tipped the scales.
• Amazon’s logistics network has become more effective at placing inventory close to customers, reducing the need for pooled inventory to speed up delivery.
• More sellers are now brand owners, which disproportionately opt out of commingling to protect product quality.
• Amazon’s systems can now virtually track individual units throughout the network. That means Amazon can trace and route a seller’s specific product, without needing to mix it with inventory from others.
  So with the original advantages no longer outweighing the downsides, commingling no longer made sense. And with that, it will soon be a thing of the past.
  Nadya Dhalla, director of Supply Chain by Amazon, announced on stage Wednesday morning that commingling will be phased out across its supply chain later this year.
  The change means that when customers buy from a seller, they will receive a product that the specific seller supplied, and any returns will come from that same inventory.
  For brands, it eliminates the expensive workaround of re-stickering and provides newfound flexibility to manage a single pool of inventory across multiple sales channels.
  As reported by ModernRetail Daily, industry analysts are already calling the move one of the most significant steps Amazon has taken in years to help protect brands on its platform.