H&M Repeatedly Fall Into The Dilemma Of Quality Door In China

In 2012, Beckham's advertisement in H&M underwear appeared in the media around the world. H&M once again triggered a hot spot in fashion circles.

Almost at the same time, in the mainland of China, H&M has been repeatedly trapped in the "quality gate".

According to a press survey, H&M's dilemma in China is caused by high-speed market expansion and management oversight of supply chains.

Repeatedly fall into the "quality gate"

In 2012, Beckham's advertisement in H&M underwear appeared in the media around the world. H&M once again triggered a hot spot in fashion circles.

Almost at the same time, in the mainland of China, H&M has been repeatedly trapped in the "quality gate".

According to a press survey, H&M's dilemma in China is caused by high-speed market expansion and management oversight of supply chains.

Since H&M opened its first store in China in 2007, H&M has been sampled at least 3 times by many local industry, commerce, industry and quality supervision departments as "unqualified".

In January 28, 2012, the report issued by the Shanghai quality supervision department showed that the item number was "605040/2011.6", and the measured results of the fiber content of the H&M knitted sweater with a size of 175/100M were not consistent with the product label.

In June 2010, the Shanghai quality supervision department also found that the H&M value of a knitted casual jacket was not qualified. In 2008, H&M was detected "pH value, clothing composition and tag".

Raw material procurement loopholes

A H&M factory worker told reporters that in China, H&M procurement methods are divided into two types: one is H&M personally purchasing raw materials, then the fabric is shipped to the factory production; the other is H&M designated a generation factory procurement, from the factory to fabric manufacturers ordering purchase.

In fact, this way of fabric procurement can easily cause uncontrollable factors to increase.

Chen Xin, deputy manager of Guotai dyeing and finishing Co., Ltd., Zhongshan, told the newspaper: "the profit of the entire OEM industry is very low, about 10%.

As long as there is no order, it will lose money. "

Because foundry enterprises are very dependent on many clothing brands, they have little bargaining power with the international brands.

With the increase of raw material costs and labor costs, the only control that these factories can take to amortize risks is product cost.

A person who specializes in clothing raw material purchasing told reporters: "in order to guarantee the price of the big brand, we can only solve it by looking for other fabrics, but because of the fabric changes, the effect of clothing is different."

H&M said that at present, H&M has cooperation with more than 700 generations of factories around the world. H&M has 150 quality inspectors worldwide, and has conducted more than 500 thousand quality tests every year.

According to the data provided by H&M, in the world, the average quality inspector needs to focus on four or five generations of factories, plus the other sub contracted factories, the quality of inspectors is very heavy.

The dilemma of "post reaction" mode

In addition to the large quantity of quality control staff, many manufacturers will try to "corrupt" the quality control staff from the enterprises, so that their products can pass the inspection of the QC and pass the customs smoothly.

A manager in Shanghai who provides factory inspection services for the H&M generation plant says that the scale of foundry plants in Jiangsu and Zhejiang is different in size. In some smaller foundries, there are problems such as inadequate equipment manpower and imperfect internal system, etc. in H&M.

In this regard, H&M did not declare.

"Quality problems, orders are rejected by the H&M is also there."

The factory manager said.

However, a professional engaged in textile testing revealed to reporters that in general, clothing testing takes 3~5 days at a time. If clothes are not qualified, re inspection will take 7~10 days, and for fast fashion companies, the delay of one day may lead to the failure of products to be put on shelves.

Therefore, it is quite normal for the QC to "turn a blind eye".

In many cases, the brand subcontracting enterprises adopt the mode of "process control" instead of adopting the "post reaction" mode, that is, to take measures to reduce the order or cancel cooperation after the problem occurs, which makes the problem inevitable.