Clothing Dealer Inventory Restricts The Development Of Garment Enterprises.

< p > every year at the end of the year, inventory problems make businesses headache.

In the past two years, the inventory problem of "a target=" _blank "href=" http://www.91se91.com/ "> clothing" /a "represented by Lining and Mei Bang has become a hot topic in the business world.

Inventory problem has a long history.

In 2005, I went to the nine Mu Wang company to discuss the business status of Mr. Lin Congying. He admitted that "the scale is not small, the profit is 10 Fen, and we earn 1 million stocks."

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< p > not only is clothing enterprise, almost all product enterprises have encountered the same trouble.

In the late 1990s, TCL and Changhong's color TV war, Changhong just lost in inventory, more than 6 years, depleted the 14 billion 500 million cash in 1997, giving up the leading position in the field of household appliances.

TCL's implementation of the "speed impact scale" strategy focuses on pforming Changhong's scale advantage into inventory disadvantage, thereby subverting the competition pattern.

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< p > 2012, < a href= "http://sjfzxm.com/news/index_s.asp" > clothing inventory < /a > the problem is not only more common, but also more serious.

The 4 trillion large-scale investment started in 2009 has generated rapid growth in many industries in the short term.

Quite a lot of enterprises are optimistic, starting to invest in production capacity, expand product lines, and increase scale.

Before returning to optimism, the economic downturn suddenly came, and the existing inventory problem was further enlarged, and even became a fatal disease of many enterprises.

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< p > this is only dominant inventory. We usually talk about the inventory of finished products, semi-finished products and raw materials of the enterprises themselves, while the invisible inventory - the inventory of the channels - is even more difficult to detect and even more troublesome.

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< p > many managers think that the inventory of < a href= "http://sjfzxm.com/news/index_f.asp" > distributor < /a > has nothing to do with enterprises.

In 2001, we helped Anta to sort out the marketing system, and put forward that the inventory of dealers would become a hidden danger. We must clean up the system, and protect the "full value chain inventory optimization status" as one of the key points of the strategy.

At that time, Anta did not understand. Most people said, "we have no stock. What is the inventory of distributors?" /p.

< p > actually not.

The increase in the inventory of dealers will hamper the entry of new products into the market, and the two sale will hurt corporate brand, which will ultimately affect the market competitiveness and business performance of enterprises.

Some enterprises are reluctant to manage the inventory problem of dealers, and adopt the method of reclaiming agency and re looking for distributors.

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< p > but new dealers will take the old road. If enterprises frequently change dealers, they will lose trust and be rejected by dealers.

Moreover, the frequent replacement of dealers will lead to continuous deterioration of the brand, and the final bitter fruit will still be borne by the enterprise.

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< p > Anta finally accepted our proposal to take the dealer inventory as the responsibility of the enterprise. It controls the dealer inventory as an important part of the strategy, changes the operational efficiency, and makes the overall strategy of the enterprise easier to penetrate into the market side, and no longer be blocked by the dealer link.

This concept laid the foundation for Anta's management.

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< p > enterprises should pay more attention to inventory problems.

In 2000, when I began to study the enterprise, Mr. mentor told me: look at the management level and operation state of the enterprise, first of all, look at the inventory of the enterprise.

The quantity, structure and changing trend of each link reflect the strategic intention, management level and even operation state of the enterprise.

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< p > management inventory should start from inventory diagnosis, change from the cause, instead of periodically clearing inventory.

Some enterprises are also aware of the importance of controlling inventory, so they regularly clean up inventory through discount and promotion. As a result, the brand is damaged, resulting in a new product becoming a stock, forming a vicious circle.

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< p > the deterioration of enterprises often starts with ignoring stock or simply handling inventory.

In the field of fashion, the impact of simply cleaning up inventory is particularly large, which will directly lead to brand decline.

Garment industry is one of the typical fashion industries.

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< p > a women's clothing enterprise in Zhejiang entered the early stage of Changsha market. It attached great importance to the cultivation of brand and consumer preference, refused to discount sales promotion, and the initial sales volume grew slowly. However, it began to grow straightly in the second years and became the main market.

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Less than P, in other markets, there is no emphasis on brand building and market cultivation, and sales are not smooth.

In order to deal with inventory, the company took the company's inventory to Changsha to deal with it.

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< p > inventory is quickly disposed of because of its early brand cultivation base.

But when the new product is on shelves for second years, there will be no more customers.

Because brand value is lower than consumers, they are waiting for manufacturers to reduce prices.

The company's sales performance has plummeted.

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< p > controlling inventory can not rely on one move and two ways, so it must have an overall strategy and management method.

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< p > first, enterprises should change their management concepts and ways of operation, especially from the "push operation" to the "value chain as a whole".

Some enterprises are accustomed to emphasize local scale efficiency, adopt push operation mode, large-scale purchase, mass production, and then sell on a large scale.

This will cause trouble in inventory.

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By the end of 2006, we helped lon Lang men study the supply chain and found that P was still pushing business.

For example, they purchase a large number of cloth stored in the warehouse, because the price will be reduced once a large quantity is purchased.

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< p > but this only reduces the purchase price, not the overall cost of the enterprise.

This approach forces R & D personnel to redesign the product around the stock fabric instead of the customer demand, resulting in the sale of the products produced, but the products needed for sale are not developed, and the overall business efficiency is lost.

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< p > changing the way of operation and forming the overall matching mode of value chain are necessary prerequisites for controlling inventory.

Many enterprises fail to understand this truth.

They also think that the push operation is not proper, but they are changed to pull operation.

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< p > in fact, production and marketing are separated in time and space. In addition to special industries such as luxury goods, artworks and vegetable market stalls, other fields need different stocking production. It is impossible to solve the inventory problem entirely by "selling products".

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< p > some enterprises will adopt the prediction method, which can not solve the problem completely.

Especially in today's environment, culture, lifestyle and values are changing faster and faster, which are deeply affecting the rapid changes in consumer demand and purchase patterns, and the risk of prediction will be magnified.

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< p >, therefore, enterprises should not only predict the market, but more importantly, they should use strategies to influence the market.

Many enterprises pay more attention to the dissemination of brand and popular culture. The intention is to influence customers' concept and open the market for products produced in season.

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In the P strategy, product line strategy needs extra attention.

With the maturity of consumption and the generalization of fashion, the market segmentation of almost all industries is more complicated.

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< p > the mode of operation of enterprises must go to "multi variety, small batch and short life cycle", which brings difficulties to product line management.

It is easy for enterprises to neglect the management of product lines, or that they have not yet learned how to manage product lines.

With the complexity of product lines and the short term of product life cycle, structural inventories tend to increase substantially, bringing great trouble to enterprises.

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< p > secondly, enterprises should strive to solve the synergy of sales, R & D, production and procurement.

With the specialization of division of labor, the internal coordination of enterprises is more difficult.

And the ineffective internal coordination is an important reason for inventory production.

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< p > 2011, when we went to a fertilizer enterprise in Shandong, we found that when the peak season of sales came in May, the production and supply of enterprises were not enough, but the warehouses were full of products.

The stock was produced in the off-season of 2 and March, and the products that were produced were not products that were tight in 4 and May.

They sell the most products last year, not the next season.

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< p > similar enterprises lack the basis of management.

Enterprises need to start from the source of sales, and accomplish the effective coordination of business processes through planning links: sales plan, order plan, cargo plan, shipment plan, Cheng Pinku plan, production plan, material requirement plan, material purchase plan, purchase plan and capital utilization plan.

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< p > enterprises should make the sales department bear the responsibility of inventory, and take inventory control as one of the overall objectives of marketing, and push them to study the market and competition more deeply, form plans and strategies, and solve inventory problems systematically.

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< p > I often hear objections, such as "sales department can not predict the market, should increase production flexibility".

The sales department usually emphasizes the responsibility of income, profit, cost and money, and pfers the inventory responsibility to the production area.

This is a wrong idea.

Inventory control and sales are the only responsibility.

In practice, most enterprises can change the inventory problem through the change of sales function.

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< p > but enterprises often commit common sense mistakes, simplify problems and their solutions, for example, turn inventory problems into requirements for sales departments.

As long as the assessment is increased, everything is fine.

Such managers do not know how to manage.

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< p > inventory problem is a complex problem. We can really solve it through management, strategy and even overall change of business mode.

If we look at it lightly, we will not be able to solve the problem for a long time.

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