Poor Logistics Makes It Difficult For Chinese Clothing Brands To Move Forward.

"At present, Chinese enterprises find it difficult to operate. What is the reason?"

It is said that

As long as such a requirement is met, Inditex even loosened the content that many Chinese companies attach great importance to. "You will work in a promising company.

If you want to train your major in practical work, you can also work part-time here. "

It looks very casual.

However, in practice, ZARA is quite rigorous: the basic operation of the company is that wherever the production place is, all products will be put together into the logistics centers of chain stores, and will be sent from the logistics center to the stores.

And the required indicators are: two times a week, each with a new style to ensure that the store can always have new merchandise on the shelves.

The average time of receiving orders from the logistics center to the store is 24 hours in Europe, and not more than 48 hours in stores in the Americas and Asia.

To it, "distance is not measured by kilometre, but measured by time units".

It can be said that ensuring efficient and effective logistics control in a wider space is an important factor for ZARA to compete with international high-end luxury brands and compete with similar fast low-cost fashion brands.

"From the extensive market economy to the intensive market economy pformation, the most obvious performance in the clothing brand market is that many small brands will take the place of those large-scale brands.

Whether it is a large-scale clothing brand enterprise or a small group of original clothing brand enterprises, logistics and distribution management determines their pace of development, and also affects the lifeline of clothing brand competition.

Chen Dapeng, executive vice president of China Apparel Association, said.

In fact, domestic brands also lag behind in logistics.

A few years ago, in a large-scale industry activity, reporters tried to understand the logistics status of clothing enterprises.

However, only a few companies have been able to talk about the logistics status of some garment industries and enterprises after a dozen or so large enterprises have been questioned.

Poor logistics makes Chinese clothing brands look at ZARA and H&M at their own doors.

In fact, it is not just the clothing industry. In every field of China, logistics has always been a chronic disease. "Last mile" has become the last stumbling block for enterprises to achieve greater profits.

How can we shorten this "last mile" and effectively increase profits?

Zhang Chenjing came to the company every day, the first thing was to turn on the computer and see the ERP system. The sales situation of all the outlets the day before was clear at once. She summoned the brand manager, warehouse supervisor and commodity analyst to a small meeting to discuss the delivery schedule of the day.

As a regional sales general manager of Bosideng, she is responsible for product sales in the outlying areas of Shanghai, including more than 150 outlets. In this area, the stock rate of Bosideng is less than 12% (the general stock rate of clothing industry is 30-40%).