Chen: VW Has Explored Another Profitable Mode For Chinese Electric Providers.

< p > in early 2012, people in the industry expected that everyone would die.

At the end of 2012, Chen not only fulfilled the promise of the fourth quarter profit, but also found the way to solve the inventory problem.

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< p > in the Research Report of 2012 China apparel online shopping market released by AI consulting, customers account for 7.2% of China's < a href= "http://cailiao.sjfzxm.com/matertial/show/default.aspx" > clothing > /a > net shopping market share, ranking second after Tmall.

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The difference between P and everyone is that it is the only independent brand electric supplier. The other nine are all platform type or channel type electricity suppliers.

This means that when Tmall, Jingdong mall, suning.com and other electricity providers compete for the scale of the platform, they will explore another profitable mode for Chinese e-commerce providers.

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< p > for the clothing industry, 2012 is not a good year. The apparel industry under the whole line is in a predicament of stagnation of sales and inventory.

In the first half of 2012, the total inventory of 42 domestic garment and textile enterprises including Anta, XTEP and XTEP was 48 billion 300 million yuan.

Until the end of last year, Lining was still cleaning up stocks, investing 1 billion 400 million yuan to 1 billion 800 million yuan at a time to offset accounts receivable and repurchase channel inventory.

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Less than P, the sales scale of all customers has reached 6 billion 540 million yuan in five years. If only from the perspective of clothing brand, the sales scale that Li Ning Co reached 1 billion yuan in ten years is now only about 8 billion yuan annual sales.

But everyone obviously has gone through inventory.

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In the autumn of 2012, after focusing on the traditional clothing brands such as Anta, Semir and nine Mu Wang, P realized the importance of the optimization of supply chain efficiency.

Soon, the number of suppliers for all customers was cut from 200 to 100. Quality suppliers concentrated in three locations in Hangzhou, Guangzhou and Beijing. At the same time, small suppliers with fast speed and low cost were added.

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< p > the quality of customers will be pre tested, and the efficiency of products will be increased by 50% from suppliers' production to local warehouses. The turnover time will be shortened by about five days.

At present, the total inventory turnover time of all customers has dropped from less than three months to less than 30 days, reaching 16 days in the fourth quarter of 2012.

It is understood that the average inventory turnover time of domestic garment enterprises is 185 days to control the ZARA, known as the speed of the supply chain, and it takes about 15 days to complete a supply chain turnover.

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< p > effective control of supply chain. Data center is set up to establish circular information feedback mechanism, guided by consumption, based on data production and quantitative, and ultimately make inventory turnover fastest.

The old age is changing to the traditional a href= "http://sjfzxm.com/news/index_f.asp" brand clothing /a, which is also a successful mode of large-scale fashion clothing brands such as UNIQLO, H&M and ZARA.

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Less than P, the customer related official said that the goods in the old warehouse had not been stocked for a year, and now efficiency has improved, making it possible to sell products in batches, buy in batches, and quickly turn over the bill.

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Huang Gang, general manager of Hansen century supply chain consulting company, believes that the effect of supply chain optimization promoted by fan 2012 is very obvious. < p >

After the supply chain is optimized, customers will not face new inventory pressure, and can clean up old stock.

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< p > after a year's reform, the old age realized that as long as we return to the common sense of balancing the scale and profit with the efficiency of inventory turnover, customers can get rid of the curse of electronic commerce and gain both scale and profit. "Even if the brand has good profits, the problem of inventory turnover can never be solved, it is the biggest problem in the clothing industry."

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< p > in fact, many Amoy brands have quietly realized the speed of ZARA in terms of inventory turnover.

Take the Korean clothing house as an example, the summer clothing only needs ten days from the order to the return form, maintains the new quantity 40 days every day, the electricity supplier only serves as the channel and closer to the user demand tool.

Zhao Yingguang, CEO, said: "although the Internet can create a business miracle, some enterprises are jumping away from the conventional development trajectory to achieve explosive growth, but the basic business rules have not changed."

But the biggest problem of Amoy brands is that they can not quickly expand their scale. The establishment time of Han Du house and rip and silk is almost the same as that of customers, but its scale is far from the 6 billion 540 million yuan of customers.

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< p > Chen also admitted that he was learning the ability to quickly turn the brand and the ability to produce new products.

At present, the brand positioning has been combed out in the past: fashion, high cost performance and good service. On this basis, the high inventory turnover rate is the first demand, and then according to the characteristics of products, different supply chain management modes are formed.

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< p > January 21st, fan guest fashion < a href= "http://www.91se91.com/" > women wear > /a > channel on line.

The past object of learning is UNIQLO to produce a large number of basic clothing, and the women's wear channel is H&M, ZARA, TOPSHOP and other international fast fashion women's clothing brand: fashion design, quick response, a variety of small amount, customer unit price is also promoted accordingly.

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For example, P put forward two supply chains: one is low cost and large scale supply chain based on basic clothing production, the other is fast reaction supply chain, which is mainly composed of a variety of small and fast fashion styles.

The industry described it as: UNIQLO +H&M or ZARA mode.

Last year, the structure adjustment of all customers provided a possibility.

Chen said, the 12 division is like 12 independent companies, each division has its own production center and suppliers, and draws out different departments and operates two supply chains.

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< p > Chen thinks he has found a model of sustainable profit.

This mode will avoid direct competition with big platforms such as Tmall, Jingdong, suning.com and so on. At the same time, the scale of platform promoted by large capital and large volume of cheap traffic can drive its brand volume.

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