How Does The Shoe Factory With Brand Name Succeed In Achieving Business Pformation?

In a shoe factory in Jinjiang, Fujian, the operation of a shoe factory turned to an outline of the briefing. The background of the conference was based on a major business decision of a shoe factory. The past business direction was to undertake "foreign trade orders", and now the decision has shifted to "acting as an international brand for domestic sales".

Note: since I am engaged in very specific consultancy work instead of purely theoretical creation, the level of written language is limited. If the officials feel interesting, I will keep this style in the future.

Choose an internationally famous brand to represent its right to develop, produce and sell in China.

First, the overall change brought by this decision to the company's operation: 1, the profit space of the product has doubled at least; 2, the business departments have the autonomy of "killing and killing"; 3, the original factory operation process needs to be reorganized; 4, the quality of the product has become the key to the successful operation of the brand; 5, the fierce competition in the terminal market has greatly increased the company's operational risk.

The concrete manifestation of "overall change" is: 1, business past: passively "pfer" customer information and communicate with customers; mechanically order, order and documentary; now: promote brand, make sales plan, promote market sales, manage regional market and receivables.

2, development in the past: in style, line, color matching and last type is very passive, basically based on the "professional opinion" of foreign trade intermediate customers, and can not feel the direct evaluation of the shoe development and quality of the terminal market; now: leading shoes style, line, color matching and last type, but the quality of a pair of shoes will soon be directly judged by the cruel and merciless terminal market.

3, procurement: in the past: according to the consumption volume of each order, there is basically no "whole" material inventory phenomenon, but the problem of "chromatic aberration" often becomes a "bottleneck" of the supply failure. Now, the problem of "chromatic aberration" has greatly reduced the purchase, but if the batch purchase plan is unreasonable, it will inevitably increase the unreasonable stock material and backlog the waste of funds.

4、生產方面：過去：訂單周期相對較長，一般不會少于35 天，生產周期15天，但由于受前段運作（業務、技術、采購）的困擾太大，導致生產計劃缺乏保證，“出貨”問題給各級生產主管造成的壓力過大，并且大家的工作方式很明顯都已習慣“追蹤式管理”為主；現在：由于前段運作的自主性（一般為3—7天），使生產的計劃安排相對保證，但根據“訂單”來組織生產的情況再也不會存在，《生產指令單》成為生產現場運作的唯一依據，而且，“款雜單碎”的現象比以前更明顯，生產周期也要求相對縮短（3—7天），最重要的是品質要求和品質控制程序將比以前更嚴格，一雙鞋子沒做好就會影響到品牌的聲譽，更會失去一個直接的、能為公司貢獻利潤的消費者，甚至是一個出色的渠道。

It is the implementation standard of quality control. Due to the inconsistency of certain standards and inconsistencies in standards, the quality and quality of quality control work are difficult to grasp. There are often different contradictions and quarrels with the scene. Quality control personnel are often in a "dilemma" and can not see their work achievements. Now, the quality control system is the brand standard of our company. This "standard" is jointly formulated by development (or technology pfer), production and quality control, and so on. We all know one thing, so that the trouble caused by the work basically does not exist. Besides, quality control and on-site work will soon be tested by consumers, and the eyes of the market are bright. 5, quality control: past: customer's "confirmation"

6, financial aspects: in the past, the key points of control were "supplier's arrears", "excessive consumption of order materials" and "staff's capital output". Now, increase the "dealer's account", "raw material warehouse", "finished warehouse" and "the cost of each shoe".

In short, the pformation of the company's management direction will inevitably bring new requirements to the operation of the factory management mode. This is a challenge, but it is also an opportunity to upgrade the factory management level.

If the management level of the company is not well prepared, the company's management decisions will be greatly reduced and the managerial cadres will inevitably be eliminated.

In this regard, all managers must reach a consensus.

Two, the necessity of "foreign trade" turning to "domestic sales". Why do we need to turn to "domestic sales" if we do well in foreign trade?

1、外貿的單越來越難做，訂單雜、單量小、款式配色多，這使工廠生產效率越來越低；2、訂單價格的利潤空間已低到很多鞋廠承受不了的地步， MD底一般只有5元，TPR底一般只有3元，但這還只是預先估計的利潤，如果算上材料浪費、品質不良賠款、貨期延遲賠款，再加上水電費漲價、工資水平在提高和部分原材料漲價等各種因素，一單下來，賠款的可能性占了40%，照這樣做下去，工廠哪來的本錢快速發展，而不能快速發展就被別人“甩”在了后面；3、整個工廠的運作基本上是圍繞外貿中間客戶在轉，他們固有的利益訴求以及一些QC的人為因素、情緒化工作都使工廠的機會成本和管理風險居高不下，換句話說，工廠已被外貿客戶所控制，最明顯地是客戶的回款周期太長，賬款占用已成為普遍現象；4、今年歐盟新執行的“鞋子不含‘偶氮’”的標準，使晉江很多鞋廠

The European market has been lost; 5, at present, some countries such as the United States and Japan strongly demand that China make "RMB appreciation", and the Chinese government has made it clear that it will not make the renminbi appreciate, so as to continue to maintain the export competitiveness of Chinese products, but at the same time, it has made other countries' psychological balance.