Building A Competitive Supply Chain Is An Inevitable Requirement For The Development Of China'S Textile And Garment Industry.

In the past 30 years since reform and opening up, China has made rapid progress in its textile and garment industry by virtue of its excellent manufacturing capabilities and labor strength, and has grown into a major textile and garment producer, consumer power and exporter in the world.

In the past 10 years, with the further development of the industry, the brand added value has been upgraded, integrating creativity, research and development, design, manufacturing, management, marketing, logistics and services.

Integrated innovation has become an important topic in the industry.

Today, China

A concept has been firmly established: brand competition from "individual to individual" competition in the past has been upgraded to "industrial chain to industrial chain" competition, from simple "product competition" to "integrated innovation competition" that runs through the whole industry chain system, and the creation of supply chain has become the conscious action of most enterprises.

It can be said that building a competitive supply chain is an inevitable requirement for the development of China's textile and garment industry.

Brand centered integrated innovation

Can and present

There are not many countries in the textile and garment industry comparable to manufacturing capacity.

Nevertheless, we are not brand power, especially the whole industry chain innovation system with brand as the core has not yet been constructed and improved. This is the only way and key link for China's textile and garment industry's "dream of a powerful country".

In the past, China's textile and garment industry constituted the core competitiveness of China's textile and garment industry by relying on comparative advantages of cost, matching advantages of industrial chain and advantages of national advance and retreat.

At present, macro regulation and cost increase have brought about new problems in industrial development. The era of cost competition is gone forever, and the industry is facing a shift from cost orientation to value orientation.

Sun Ruizhe, vice president of China Textile Industry Federation, believes that industrial adjustment brings opportunities to enhance industrial concentration and integration. China's textile and garment industry should speed up the integration and innovation of industrial chain so as to enhance the value of products.

Integrated innovation is mainly reflected in quality, innovation, rapid response, environmental protection and social responsibility.

From the industry level, since the beginning of 2000, the industry has not only started research on fashion trends, but has begun to assemble a number of excellent enterprises.

Now, the domestic textile and garment industry has more than 100 excellent base enterprises for product development.

At the same time, the industry in the quality system, social responsibility management system construction, are actively establishing a collective trading platform.

From the enterprise level, such as Tianzhu alliance, which is the production of Tianzhu fiber enterprises and fabric enterprises, the next step will include some clothing brand enterprises, we gather together, around the bamboo fiber, to develop products that meet the needs of the market and are favored by the market.

Its products are not only limited to traditional towels, bath towels and so on, but now this field has been further extended to home textiles, clothing and other fields.

Sun Ruizhe believes that this is a relatively successful integrated innovation mode.

Fu Guangwei, deputy director of China Textile Information Center, believes that although China's textile and apparel supply chain has made considerable progress, there still exist problems such as long cycle, poor communication, asymmetric information and unreasonable allocation of resources.

So how to break the bullwhip effect, maximize the supply chain's interests and promote integrated innovation? Fu Guang Wei believes that the establishment of a textile and apparel supply chain alliance and a platform based on supply chain management should be an effective means.

In June this year, the 2012 global textile and apparel supply chain conference held in Ningbo, Zhejiang, first established the textile and garment supply chain alliance feather down supply chain. Its members include down garment brand, feather and down processing, design service providers, surface accessories and feather down suppliers of feather and down. All the links in the down industry chain are integrated into the joint, which is conducive to the joint development of enterprises and the realization of integrated innovation.

Optimizing supply chain management

Sun Ruizhe believes that there is a certain contradiction in the operation of the industrial chain itself, that is, the contradiction between the "slow cycle" (upstream BTS mode -BuildToStock, the planned production mode) and the "fast fashion" (downstream BTO mode -BuildToOrder, that is, the order production mode).

The lower the market demand, the more obvious the impact of market demand on the release of production capacity and order. Enterprises must organize production according to their downstream needs, and form a quick response according to their orders; the upstream industry chain has the opposite situation -- the longer the upstream business is, the longer the production cycle that enterprises need to organize. (a typical example is that the fashion trend is released 6 months ahead of time, the fabric trend is released 12 months ahead of time, and the yarn is 18 months ahead). Therefore, the accuracy of the market judgement and control will be faced with a considerable test, which requires enterprises to make a prediction for a relatively long future and supply the downstream products through the mode of production inventory.

To optimize China's textile and apparel supply chain and let it run relatively healthily and steadily, Sun Ruizhe told reporters earlier that supply chain management should solve four problems.

First, the brand should be pformed from the competition of the past peer to peer (the individual to the individual) into the competition between the system and the system (the industrial chain to the industrial chain).

That is, with specialization division of labor, Chinese clothing brands should enter the stage of "system competition", including product production, design, R & D, sales, logistics, information management and channel construction.

The two is to form a relatively open platform from the cooperative relationship between the relatively closed and simple pactions in the past, so that the interests of the whole supply chain can participate in product development, price formulation, integration and innovation.

Three, supply chain management should pay attention to the pformation from tangible innovation to invisible innovation.

In the past, the industry paid more attention to some functional innovations, such as quality, technology and so on.

The four is to change from disorderly competition to orderly competition.

In the past, too much competition in the industry focused on price competition. There would be vicious competition, which disrupted the market order and affected the development of the industry.

Therefore, orderly competition is imperative, including the protection of intellectual property rights, the construction of harmonious people oriented labor relations, the harmony of environment and the harmony of supply chain.

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Sun Ruizhe believes that supply chain management is a symbol of the strength of brand growth in the future.

That is to say, the strength of the brand in the future is not how many stores have been opened, but can effectively manage its supply chain, effectively control costs, control quality, control the qualification of the supply enterprises, provide products that are reassuring to consumers and environmentally friendly, while fair competition in market competition, form a healthy competition mechanism, and contribute to regulating market competition.

As a leading enterprise in the domestic garment industry, YOUNGOR has established its own supply chain management mode since its establishment for more than 30 years.

According to introduction, YOUNGOR's supply chain has gone through four stages.

The first stage, in the 80s of last century, was to expand sales and expand the scale of enterprise assets by means of horizontal pool and the creation of Beilun brand.

At this stage, the core of supply chain construction is to expand production scale.

In the second stage, the YOUNGOR brand was founded in the 90s of last century, and a marketing company was formed, which initially formed the national marketing network. The enterprises began to pition from processing and manufacturing to production and marketing enterprises. At this stage, the core of the marketing network is to expand the marketing network.

The third stage, in the early twenty-first Century, completed the construction of the international garment city and Textile City, and controlled the vertical industrial chain from the upstream textile and garment fabric manufacturing to the retail terminal, forming the core competitiveness of the enterprise.

The fourth stage, from 2009, began to implement the strategic shift from production and marketing enterprises to brand management enterprises, and created five brands. The development of internal industrial chains also integrated from inside to outside, from internal enterprises to internal and external supply chain integration.

Since the 90s of last century, YOUNGOR has built a vertical internal supply chain for nearly 20 years.

And according to the needs of multi brand development, YOUNGOR has put forward the strategy of building sustainable development supply chain.

Important topic.

Improving quality discourse power

In the supply chain management system, the establishment of quality standard system has become an important measure to optimize the supply chain.

In the process of upgrading the quality discourse right of China's textile and garment industry, the industry has changed from the "compliance" of the testing standard to the "promoter" of the right to speak in China's quality standard.

Compared with the monopolistic situation of textile inspection market monopolized by foreign testing organizations, the China Textile Industry Federation testing center has established a strategic partnership with well-known international standards organizations such as AATCC, ASTM, British SDC, SDL-ATLAS, JamesH.Heal and other well-known testing instruments and service providers, and Austria Lan Jing and other international fiber enterprises.

Chinese textiles are integrated into the trust system of global supply chain management, and the right to speak of quality standards is continuously established.

In 2002, the China Fashion Testing Center laboratory was completed in Beijing.

In 2005, the China Textile Industry Association approved the establishment of the China textile industry association testing center.

Today, the industry has 11 testing sub centers covering the important textile industrial clusters in Xiqiao, Shanghai, Shengze, Keqiao and Shishi.

Sun Ruizhe said that in the past 10 years, the industry initially built a testing network, and the industry's popularity has been rising.

In the next 10 years, we need to "concentrate on Cultivation" to create irreplaceable core competitiveness, realize the multi-function of testing items, computerization of inspection and management, routinely detect online technology, and train a group of "experts" with higher professional level and correct values. Lifting the soft power of testing center and industry testing talents is the top priority.

According to the requirements of the framework for building a textile power, in the next 10 years, we should strengthen basic research on textile standards, focusing on textile functional and ecological standards, new textile materials, high performance textile standards, industrial textiles standards, fiber products recycling standards, textile color standards, etc. another important task is to promote the internationalization of China's textile standards and enhance China's right to speak in the global textile industry technology competition.

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Social responsibility shapes the character of industry

Sun Ruizhe once said that the social responsibility of China's textile and garment industry is to stabilize and optimize the international supply chain on the level of macro responsibility, so that China will benefit the people of the world.

When enterprise capital accumulates to a certain extent, the voice of people-oriented and environmental protection will be higher and higher. If we do not want to be abandoned by the industry and even the society, it is imperative to build social responsibility.

It can be seen that the social responsibility is very necessary for the supply chain building process. It implements the development of the entire supply chain.

Therefore, the whole industry is highly concerned about social responsibility.

In January 2005, when he was president of the China Textile Industry Association, he led the group to communicate with European and American retailers and organizations on the issue of social responsibility.

This event is the beginning of the promotion of the social responsibility construction of the textile and garment industry.

In May, the China Association for the promotion of social responsibility construction was set up in Beijing. At the same time, it issued the first standardized social responsibility management system of China's textile industry, namely, the general principles and rules of China's textile enterprise social responsibility management system (CSC9000T).

In 2007, China Textile Union made great progress and strategic breakthrough in the construction of social responsibility. Under the premise of the continuous completion of system documents and implementation tools, the China Textile Federation officially started the construction of expert team.

In May 18, 2007, the China Textile Industry Association and the European Trade Association (FTA) signed a cooperative agreement on social responsibility in Beijing, and reached a consensus on further promoting and implementing corporate social responsibility in the international supply chain, and jointly committed to building a responsible supply chain strategy cooperation between China and Europe.

In 2008, China Textile Federation released the first outline system of social responsibility report, CSR-GATEs, which joined the UN Global Compact organization in the same year and became China's first industrial organization to join the initiative.

In 2009, with the help of China Textile Union, 10 enterprises in the industry jointly released the social responsibility report.

Up to now, every year, companies in the industry have jointly released social responsibility reports.

Hu Kehua, deputy director of the social responsibility Office of the China Federation of textile industry, believes that the supply chain management driven by social responsibility can effectively reduce the systemic risk of the supply chain.

The ability to manage employees determines their productivity.

Through analysis of supply chain, such as process analysis, production process analysis and improvement, enterprises can effectively shorten work hours, improve production efficiency and reduce costs, and solve some social responsibility problems in the supply chain.

In the analysis of supply chain, the supply chain is more value management.

From the product point of view, we can find a lot of management and promotion space in the product's life cycle from its procurement, R & D, design and manufacture.

For example, in textiles, from basic fiber to printing and dyeing, to manufacturing and sewing, the whole process has much room for improvement.

In this process, the improvement of the technological process, such as how to reduce the frequency of washing, save water and reduce the damage to the environment, should also shorten the work hours and improve the welfare benefits of the employees.