Closed Loop Supply Chain Planning For Sports Brand Using Information For Stock

< p > China's domestic sports brands staged a wave of collectives in 2012, including Lining, Anta, China's top 6 "a target=" _blank "href=" http://www.91se91.com/ "shoes" /a "clothing brand, and a total of 4912 stores closed in China.

Before that, the international sports brand Nike and Adidas will either close their factories in China or terminate their cooperation with Chinese manufacturers to cope with the downward pressure on the Chinese market.

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< p > on the one hand, China's sports brand consumption market shrinks under the macro-economic downturn. On the other hand, the whole industry's high inventory pressure is pulled by Adidas's inventory dilemma in 2008, and the whole industry enters a period of deep adjustment.

In 2008, Adidas invested huge sums to become an official sponsor of the Beijing Olympic Games sports brand and increased its investment in various fields, expecting to achieve greater growth in the Chinese market.

However, after enjoying a short marketing success, Adidas quickly plunged into the mire of high inventory operation. In many generations of factories, the 1 years of production stopped, Adidas still met the market demand of that year.

The high inventory problem of the whole industry pulled out by Adidas's inventory crisis has not yet disappeared. Chinese local sports brands have entered the inventory clearing camp in 2011, and the whole industry's shuffling has begun quietly.

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In the 5 years from P to 2008, Lining, the leader of Chinese sports brand, dropped from 8 billion 387 million yuan in the 2008 fiscal year to 6 billion 739 million in the 2012 fiscal year, while XTEP grew from 2 billion 860 million yuan in the 2008 fiscal year to 5 billion 550 million yuan in the 2012 fiscal year.

Despite the same backlog problem, XTEP is still the only Chinese sports brand with no negative growth in the past 5 years.

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< p > < strong > using information for stock < /strong > < /p >

The XTEP group, founded in 2001, was formerly known as the "export king" Sanxing company, which has been known overseas. It produces all kinds of sports shoes for international famous brands and merchants. The products are exported to more than 40 countries and regions in 5 continents.

At the beginning of the founding of XTEP, Ding Shuibo, President of XTEP (China) Limited, clearly defined XTEP as a fashion sport brand and made brand promotion with entertainment marketing, and was soon recognized by the market.

In 2007, the US Walter Disney company, which ranked seventh of the world's brand value, also authorized the use of all cartoon characters such as Mickey Mouse and Donald Duck in mainland China sporting goods products to XTEP.

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XTEP has also faced enormous pressure when it entered the recession period of P.

In 2012, XTEP closed 86 stores and inventories reached 580 million yuan. In the first quarter of 2013, orders for XTEP decreased by 15% to 17% compared with the same period last year.

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< p > "the market environment is changing faster and faster. It is necessary to keep inventory and promote sales, so that the rhythm of supply chain is optimized and even the most important." the experience of XTEP vice president Xiao Lihua is that in a rapidly changing market environment, a good sales rhythm will greatly reduce operating costs.

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< p > over the past 2 years, XTEP has been sorting out and optimizing the process within the whole group. It has divided one / two / three level process into the customer group, and has made hundreds of processes to sort out the information interface of all links in the entire value chain, so that the business and process can be "one skin" to ensure the matching of process automation and business volume, and ultimately achieve horizontal business collaboration and continuous optimization of the supply chain.

Xiao Lihua believes that the most important thing in enterprise management is synergy, and the resources in enterprises should be used like water.

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< p > and in the management optimization of the channel, XTEP also drew on the "tap water theory".

In 2012, XTEP began to build a resource pool by developing the electricity supplier channel, sharing the inventory information of the offline agents to the public platform, exchanging inventory information between offline channels and e-commerce channels, then matching orders, and then sending goods nearby.

Behind this is actually the opening of the background information system, and then a reasonable profit sharing ratio is drawn up for online and offline channels, so as to integrate the electricity supplier channels and offline channels, and ultimately "get stock through information."

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< p > < strong > closed loop supply chain plan < /strong > /p >

< p > footwear industry is facing the high storage pressure of unsalable goods today, but it should deal with the problem of selling off the best sellers.

When ordinary consumers can't buy the products they want, 19% of them will buy the same brand with different specifications, while the remaining 81% will choose to walk away, and the shortage will have a great impact on the loss of consumers.

Under the traditional ordering mode, it is a common phenomenon that a good seller is sold out and a slow-moving stock is changed.

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< p > two years ago, XTEP launched the intelligent automatic turn over proposal system. Through the use of data information, the best seller can turn the production accurately and promptly, so that the unsalable goods are no longer produced.

The intelligent turn over system, through the collection of terminal sales data and the analysis and comparison of a series of related parameters, can pfer XTEP's best-selling product information in the whole country to the shop that does not sell this product, and also push the sales information of the best selling products in a certain area to each shop in the region.

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< p > in fact, intelligent automatic turn over suggestion system is only the tip of iceberg for XTEP to optimize management and enhance competitiveness through XTEP.

"We are not competing with competitors that we can see in the market, but rather a supply chain competing with another supply chain."

Xiao Lihua said that he hoped to create a dynamic supply chain, from fabric accessories suppliers to processing plants, from design research to terminal sales, the whole supply chain can be visualized and coordinated, and at the same time, it can make rapid forecast and early warning.

Under the complete supply chain system, from all aspects of raw material procurement, design and development to production and sales, all links are closed loop. Once the products are sold well, they will quickly replenish the goods, quickly turn the bill, and speed up logistics.

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< p > in the future, XTEP will be more inclined to "eat less meals", reduce order volume, increase the frequency of new products on the basis of fast supply chain.

On the sale of XTEP's offline channels, Saturday and Sunday usually account for 40% to 60% of the retail sales per week of a week. If the new product is issued on Monday or Tuesday, Thursday and stores will ensure that the weekly new products appear in front of the consumers at the best time of sale, and the "new money each week" will also make the consumer anticipate, often patronize the store and increase the sales opportunities directly.

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Less than P, however, the fast response supply chain is not something that can be done in a year or two. Xiao Lihua explained that the fast supply chain needs to be designed at various levels: material planning, fabric type commonality control, commodity planning overall consideration, intelligent turn over system, supplier development, pipeline division and efficient interaction. Every step of optimization and upgrading is not overnight.

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