Ningbo Textile Industry Relies On Advantages To Rebuild Its Advantages And Firmly Grasp The Initiative Of Supply Chain.

After two stages of production factor driven and investment driven, domestic

How can enterprises rely on the innovation of business models to rethink and judge the "business direction" of the enterprises, restructure the supply chain and maximize the value of the synergy of the supply chain? The 2012 global textile and garment supply chain conference held in Ningbo, held yesterday -

High inventory confusion

"Even if all the garment enterprises in China stop production now, they will be able to sell domestic clothes for at least three years, just as they are in the warehouse."

At the 2012 global textile and apparel supply chain meeting held yesterday, experts have suggested that Chinese clothing is facing a dilemma of declining sales and high inventory. Inventory has become the lifeline of the pformation and upgrading of the garment industry.

According to statistics, 73 textile and garment enterprises in the whole country stock 66 billion 298 million yuan last year, an increase of 20.67% over the previous year, accounting for 43.32% of the total liquidity, an increase of 1.39 percentage points over the previous year.

"Stock" is also a familiar word for Ningbo clothing enterprises.

With the development of global economic integration, more and more Ningbo clothing enterprises have integrated into the global supply chain, and become one of them.

But they mostly focus on the low end of the supply chain in the form of OEM, and belong to the "integrator" in the supply chain.

The other part is the establishment of a domestic garment supply chain, which will also be troubled by "inventory".

"Because they continue to use traditional information exchange methods, complex interpersonal relationships and irregular market pactions, will inevitably affect the overall advantages of the supply chain."

Dr. Fu Guangwei, deputy director of China Textile Information Center said.

"Inventory" means that enterprises do not design the supply chain structure according to market regulation. Some chain segments are too large in production capacity, and the proportion between nodes is unbalanced. Behind this is the excessive competition caused by the long-term flat development of garment industry.

"The competitiveness of the supply chain is not the competitiveness of an enterprise or a link, but the competitive advantage of an industrial chain through the brand as a whole."

Fu Guangwei said, like a button, tailored for a garment, the value of this button is no longer the surface value we see. It itself already has the pricing power, and its value is created by the entire supply chain.

Industrial chain competition

"The competition in the future will be the competition of the entire supply chain."

Li Rucheng, chairman of YOUNGOR group, may be the first Chinese garment industry to deeply understand the "supply chain competition" entrepreneurs.

It is also one of the earliest garment enterprises in China to extend the industrial chain to solve the problem of flat industry.

As early as 2001, YOUNGOR began to implement its own supply chain strategy.

Nowadays, a vertical industry chain, including fabrics, production and sales terminals, has become the "foundation" that it is proud of.

In the collaborative network of the industry chain, YOUNGOR's own suppliers, manufacturers, distributors and customers can dynamically share information, work closely together, form flexible, continuous management, and develop towards common goals, so as to maximize the value of the supply chain.

Like YOUNGOR, more and more Ningbo clothing enterprises have realized that from suppliers to manufacturers, to distributors, retailers, Internet of things and consumer terminal services, who can control resources in this apparel supply chain, who can get the right to speak, and then decide the trend of interest distribution.

"Brand is the leader of the supply chain, and the competitiveness of the supply chain lies in the capability of supply chain integration and upgrading from end to end."

Ying Chunguang, general manager of Tonlion apparel company, believes that brand operators need to satisfy the needs of consumers.

In recent years, Tonlion apparel has accelerated the pace of extending to the upper and lower reaches of the supply chain.

Upstream is integration, through cooperation with suppliers such as yarn and weaving, forming a risk sharing and benefit sharing mechanism; downstream is to cooperate with agents and franchisees, make timely replenish and reduce inventory, and feedback market demand to the design link at the first time.

The competition between individual and individual of Chinese clothing brand has already given way to the competition between industry chain and industrial chain.

The "system competition" of factors such as product production, design, R & D, sales, logistics and distribution, information management and channel construction has been quietly launched in garment enterprises.

Fu Guangwei said.

Competitiveness Reengineering

Statistics show that in the international apparel supply chain, the profit distribution ratio of the four main links, namely processing, purchase orders, brand and marketing, is roughly 10:20:30:40.

The mode of processing trade developed after the reform and opening up has made China become the largest garment processing factory in the world, and has supported the profit of the entire supply chain 100% for a long period of 10%.

But this is a pattern that can not be maintained.

In recent years, the rising cost of raw materials and manpower, as well as the intensification of various factors, have led some low-end sectors to pfer to Southeast Asian countries.

On the other hand, in the developed countries, the trend of re industrialization has also been affected by the international financial crisis.

"When China's manufacturing cost is close to that of developed countries, the competitiveness of the supply chain will be lost."

Fu Guangwei said that the development of China's textile and garment supply chain should focus on structural adjustment, break the bullwhip effect, establish an equal cooperation mechanism, and further improve the self-regulation ability of the supply chain.

As a response, yesterday, the global textile and Apparel Supply Chain Conference launched the establishment of a textile and apparel supply chain alliance.

Its goal is to build a cooperation platform based on supply chain management. Through organizing and implementing a series of projects and cooperation, knowledge sharing, information sharing, experience inheritance, resource integration, business mode exploration and final strategic cooperation of alliance members can be realized, so as to achieve "win-win" in all aspects of supply chain.

"Despite the challenges facing the Chinese textile and garment industry after the international financial crisis, it is still not possible to replace them in the short term. The supply chain integrity and comprehensive manufacturing cost still have comparative advantages in the global supply chain."

Fu Guangwei said that with the pformation and upgrading of the garment industry and the development of integrated innovation, China's textile and apparel supply chain will change the passive situation and promote the pformation of the textile and garment industry from big to strong.

Textile and apparel supply chain

Four major trends

The supply chain involves a series of links from raw materials to intermediate products to finished products. It requires close coordination and harmonious development between upstream and downstream. The development of the global textile and garment supply chain has its own regularity. Every country is part of the supply chain.

The supply chain will have four major trends:

First, information technology will have tremendous impetus and influence on the development of supply chain.

The rise of computer based intelligent tools has changed people's way of life and promoted the process of social history. This powerful historical flood has also contributed to the spontaneous organization and completion of the supply chain information.

Two is the vertical extension and horizontal linkage of supply chain.

Vertical is the continuity between supply chains, for example, from

To weaving, dyeing and finishing, and then to clothing products, from the material to the terminal products of the upstream and downstream relations.

In the future, the supply chain of textile and apparel will continue to extend.

At the same time, the supply chain is also a process of horizontal connection. The suppliers of each link constitute the whole horizontal connection, and this connection will become increasingly close.

The three is the extensive embodiment of low carbon economy.

With the enhancement of social environmental awareness, the supply chain should also consider low carbon economy, such as the recycling of packaging.

The low carbon supply chain should reduce carbon dioxide emissions and create a low carbon supply chain on the premise of improving product quality and product life cycle, and without increasing costs.

The low carbon economy of textile and clothing runs through every part and every link of the industry.

The four is the reverse development of supply chain.

The supply chain is oriented. It is a material flow process from raw materials to finished products to the terminal.

But with the shortage of the earth's resources and the enhancement of people's environmental awareness, the reverse direction of the original direction may occur, that is, to turn the ready-made clothes into fibers and form a cycle.

For example, polyester fibers recovered from polyester bottles, then spinning and weaving, are developing backward in the supply chain.