The Impact Of Logistics Outsourcing On Garment Enterprises

At present, the overall logistics outsourcing is still a dream for garment enterprises. There are two reasons why this dream is hard to achieve: first, the awareness of clothing enterprises is not enough, and they are unwilling to disclose their products and sales information to the third party; two, there is a lack of third party logistics companies that can provide professional services to the apparel industry.

However, in a village outside the Fourth Ring Road of Southwest Beijing, a logistics company has undertaken.

In 2006, Yu ran as general manager of the Beijing branch of the seven wolf company. He ran around to find a suitable warehouse.

The warehouse he was looking for was not big enough, or the hardware was too simple.

When he found the Southwest Logistics Center outside the Fourth Ring Road to talk about the rental warehouse, he saw that the logistics center warehouse of the main book hosting business was simple and clean, and the books were kept in good order.

The director of Southwest Logistics Center said: "you can manage books, that clothes should also be able to manage."

So Yu gave a report to Zhou Shaoxiong, the chief wolf of seven wolves, hoping to outsource the distribution business in Beijing to Beijing Southwest Logistics Center Co., Ltd.

Zhou Shaoxiong agreed, and then came to Beijing for field visits.

Zhou Shaoxiong felt very cordial to the Southwest Logistics Center because his first job was to be a librarian at Xinhua bookstore.

So, he told the southwest logistics center responsible person: "it is not easy to manage good books. Since you can manage good books, I believe you can manage the clothes well."

So far, seven wolves began to cooperate with Southwest Logistics Center.

Today, this logistics company has already undertaken the distribution business of fifteen garment enterprises and more than 30 garment brands in Beijing area.

The professional third party has solved two difficult problems.

After one year of cooperation with the seven wolves, the Southwest Logistics Center has accumulated some experience in managing clothing.

So they decided to further develop the clothing market.

"Clothing enterprises are the first to manage their own warehouses, distribution, but as the scale of enterprises continues to expand, we must have professional people to do professional things."

Because of the following characteristics of clothing products, such as rapid change, small batch, multiple varieties, and strong regional consumption differences, and continuously reducing the cost, all these characteristics require that the logistics and distribution of garment enterprises must be timely and accurate, and shorten the delivery cycle as soon as possible. Through strong logistics network, timely pportation and distribution can provide strong support for enterprises.

However, these characteristics also determine the difficulty of clothing logistics distribution.

"We find that managing clothing is more difficult than books.

Books are accurate to one copy, but we need to manage clothing to page 1 or even a few lines in a book.

Clothing should be categorization, for example, Western-style clothes, sweaters, trousers and so on. They are divided into several categories. They are divided into more than 1000 categories. They must be divided into colors, and they are divided into codes. Basically, a large category can be divided into more than one species, so the management of clothing is much more complicated than the management of books.

And clothing is more strict in terms of time. It's normal for books to be late several days, but clothes are not.

The work flow of Southwest Logistics Center is like this. Every afternoon, the clothing from the brand headquarters is received. The logistics center chooses these clothes to be sorted. The goods that need to be sent to the surrounding areas of Beijing are to be sent by the cooperative Motor Company to send the goods.

Second days early in the morning, the convoy of the Southwest Logistics Center rushed to 95 shopping malls and 106 stores in the city of Beijing. Before 2 p.m., the goods needed by every brand store were sent to the counter on time.

"We have solved the problem of losing goods frequently during the storage and pportation process of previous clothing companies.

Before the logistics outsourcing, everyone in the office building and people working in the warehouse can enter the warehouse to get the goods.

But here we must see the list before delivery.

Even if the general manager and the chairman came, there would be no list.

As long as there is a list, whoever can get the goods will do. "

Guo Baoju, executive deputy general manager of Beijing Southwest Logistics Center, said.

The third party logistics company not only solves the problem of missing goods, but also solves the problem of frequent delays in previous distribution.

"Over the past few years, 98% of our convoys have been able to deliver goods to the counter on time, except for some special cases, such as restrictions on traffic and traffic control."

Guo Baoju said.

Because of the logistics business of many garment brands, the Southwest Logistics Center has implemented strict confidentiality measures.

"We all commit ourselves to keeping business secrets.

We let our competitors enter and enter a brand's storehouse just like the two enterprises that make women's clothing, but it doesn't matter if we look at the down coats in Western-style clothes.

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Logistics outsourcing enables enterprises to concentrate on sales.

Only by attaching importance to logistics distribution management, strengthening distribution functions, and truly planning and distributing related matters scientifically and rationally can we effectively enhance the market size and occupancy rate of enterprises.

Many garment enterprises gradually realize that only by grasping their core competitiveness can they really achieve the recognition of the market. For example, YOUNGOR's real core competitiveness lies in the manufacturing process, and the core competitiveness of Shan Shan lies in the establishment of brand and the promotion and promotion of the concept of clothing culture. In this case, every part of the enterprise that does not involve the core competitiveness of enterprises should adopt OEM or outsourcing as much as possible, and the importance and outsourcing of logistics is rapidly mentioned in the agenda of various garment enterprises in this situation.

At the beginning of 2008, the Beijing branch of nine shepherd kings became another important customer of the Southwest Logistics Center.

Nowadays, there is no previous bustle in their offices.

"They used to be crowded with offices and goods were packed everywhere.

I went to see them recently, and their office was missing a lot of people.

Often go to the Beijing branch of the nine Mu Wang Diao lady said.

Li Min, deputy manager of Southwest Logistics Center, has contacted many senior executives of garment enterprises. "Few clothing companies dare to do this (logistics outsourcing).

The premise that Beijing branch of nine Mu Wang decided to do is that he has greater strategic planning. His business needs to be adjusted and expanded without logistics support.

For example, if he decides, I want to grow by thirty million. How to increase the thirty million? Logistics is one of the most important measures. If we want to do a good job in logistics, we cannot achieve this goal.

"It may be a little more expensive to get out of the pipeline, but this is a direct cost. The potential advantage of logistics outsourcing is the marked increase in sales."

Li Min said.

"If an enterprise wants to be so big, it is meaningless to leave your logistics without us, and we will not accept you, because I can not see your development."

Guo Baoju said that many times the Southwest Logistics Center decided to cooperate with an enterprise and felt that the other side was a potential stock.

"I must see your potential.

For example, you send 500 thousand goods this year, 300 thousand next year, and 200 thousand after next year.

Once we work together, we will have to invest a lot of manpower and equipment and support a lot of facilities. If we cooperate for a year or two, such short-term cooperation will be too risky for both sides. "

From the words of Guo Baoju, executive deputy general manager of the Southwest Logistics Center, they did not welcome customers who had no ambition.