XTEP Sports Uses Information Technology To Reduce Inventory

< p > XTEP was founded in 2001. It is a large fashion a href= "http:// www.91se91.com/news/index_c.asp" sports and sports goods < /a > enterprise, distributing outlets all over the country, and was listed in Hongkong in 2008.

With the slow development of manufacturing enterprises in China's < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a >, China's domestic sports brands staged a collective closing shop in 2012. China's top 6 a target= "_blank" href= "http://www.91se91.com/" > shoes "less than" clothing brand totally shut down 4912 stores, and entered the clean storage camp one after another.

Despite the same backlog problem, XTEP has become the only local brand with no negative growth in the past 5 years.

"This is mainly due to the four main competitive advantages of XTEP brand, including brand building, innovative products, channel building and management strength."

XTEP related people said that the role of information can not be replaced.

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< p > < strong > unified retail distribution system < /strong > < /p >

< p > sales capacity directly affects inventory problem.

Channel informatization is the most important part of informatization, and the management of channel commodities is the most important.

The information system of managing the channel commodity, that is, the distribution and retail system, can realize the whole process of goods purchasing and selling and financial management from the head office to the branch office to the store to the consumer. It is the most fundamental and important part of XTEP's whole channel information management.

In 2007, when XTEP really started organizing large-scale implementation of information technology, XTEP's distribution and retail systems of various branches varied widely.

Therefore, XTEP focused on the unified distribution and retail system, invested a lot of resources, and systematically promoted the channel information construction of the company.

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< p > XTEP chose to use the UF system used by the head office to unify the national distribution and retail system. In October of that year, XTEP launched the "connection action" project, which lasted for three and a half months, and realized the standardization of system implementation, standardization of business operation, standardization of system maintenance and standardization of reporting analysis.

The company has also implemented the distribution system of the two branches of Shaoxing and Tianjin and the retail system of nearly 50 stores.

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In the middle of January 2008, in the middle of the first phase of "connection action", 7 of XTEP's 28 branches and direct headquarters have been on UF system, but this proportion is still too small.

To this end, XTEP decided to give priority to promoting the construction of channel informatization, concentrating energy, tilting resources for the promotion and application of distribution and retail system, and finally completing the implementation of nearly 650 stores system.

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< p > 2009, < a href= "http://www.91se91.com/news/" > XTEP < /a > the channel market has the largest readjustment, and the establishment and market expansion of synchronous company are helping to push forward the distribution and retail system.

XTEP speeded up the distribution and retail system, realized the unification of channel information system of Anhui, Shenyang, Sichuan, Chongqing, Guizhou and other branches, realized the integration of more than 85% agents information platform, successfully realized the connection of nearly more than 2500 stores, and the terminal store system coverage rate reached 62.3%, basically realized the connection of A shops and above stores, and laid the foundation for the company's supply chain speed increase.

At the same time, the national SDH digital network has been set up to form XTEP intranet, which has greatly enhanced the efficiency of the system and made the application system speed up basically to the head office.

In addition, the BI system has been implemented and promoted in the branch offices. The separation of business operation and data analysis has been realized, and the level of data analysis and application has been greatly improved.

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< p > 2010, in order to improve the satisfaction of users, XTEP implemented the spring breeze action: through itinerant training and guidance, it helps the branch to standardize the business, enhance the application level of the system, and further improve the accuracy of the data, which provides the basis for the business analysis and decision making based on the system.

By the end of the year, there were nearly 6000 stores in the system, and the coverage of the store system exceeded 80%.

It is worth mentioning that, for the first time, the company combined the system with the store subsidy policy on the store for the first time, and no system stores did not allow subsidies, which greatly improved the speed of system promotion.

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< p > 2011, XTEP channel informatization construction really realized the pformation from system coverage to application upgrading, and the focus shifted to the improvement of system data quality and the application of data analysis results.

First of all, the company established data analysis department and data analysis standardization system, and applied these analysis results to various links of commodity planning, design and development, supply chain operation and marketing management, and realized the pformation of various business decisions to data.

Secondly, the regulations on data management of XTEP branches and stores were introduced, and all kinds of rewards and punishments were adopted to improve the accuracy of data. A monitoring mechanism for data management was established, and the accuracy of data was checked monthly.

Once again, the "Eagle action" project was launched to enhance the application level and management capability of the branch system, and provide service support for the business management of the head office and branch offices.

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In order to cooperate with the ERP construction of the head office, XTEP launched the "store integrated management system" in 2011 to realize the integrated management of store lifecycle, shelf props, mystery customers, gold medals, etc., and formally launched the VIP project to enhance the comprehensive management capability of P.

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After P years of efforts, XTEP has basically realized the goal of a unified distribution and retail system.

The average online rate of A stores is over 90%, the data upload rate is above 95%, and the negative stock rate is controlled within 1%. At the same time, each branch has developed a good habit of data management, analysis and utilization, and has produced a batch of data management and analysis personnel.

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< p > XTEP also uses other information technology to reduce inventory. The most typical case is the development of < a href= "http://www.91se91.com" > e-commerce < /a >.

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< p > agencies predict that by 2015, the volume of e-commerce pactions should exceed 18 trillion yuan, and the volume of online retail pactions should exceed 3 trillion yuan.

It is imperative for traditional retailers to embrace the electricity supplier.

"Consumers' lifestyles and consumption habits have migrated to the Internet.

What companies need to do is to cast nets ahead of time, layout the Internet and mobile Internet, so as to catch more and more fish.

XTEP CIO Zhang Wanjun said.

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< p > based on this view, in 2009, XTEP began to lay out the field of electronic commerce.

In December 20th, XTEP first hit the net and established its first online store in Taobao. In less than a year, XTEP's sales volume in e-commerce has reached 50 million yuan.

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< p > compared with the total income of XTEP 4 billion 457 million 200 thousand yuan in 2012, this figure is not worth mentioning, but compared with other traditional shoe enterprises' e-commerce trip, XTEP is a dark horse.

XTEP's goal is that by 2015, revenues from e-commerce will exceed 2 billion yuan.

At present, there are nearly ten online self operated stores in XTEP, and dozens of online shops on the third party online shopping platform.

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< p > because electricity supplier attaches great importance to supply chain management, therefore, < a href= "http://www.91se91.com" > electric business enterprise < /a > decisive battle is the information management war of the whole supporting system and supply chain at last.

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< p > XTEP's thinking about e-commerce is that the traditional enterprise's e-commerce competition is ultimately a comprehensive competition in supply chain, channel and system.

Zhang Wanjun said that for XTEP, e-commerce is not just a simple retail channel, but a new market.

"For XTEP, the development of electronic commerce is a long distance running process. How to run in the first and second circles is not important, but the key is the stamina."

Zhang Wanjun said.

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In order to increase its stamina, XTEP has developed a unique supply chain mode for the electricity supplier market, which is called the agile supply chain, in order to increase its stamina. P has developed a unique supply chain mode for the e-commerce market.

The so-called "agile supply chain" is to win quickly.

In the past, the supply chain of XTEP for the electricity supplier market was merged in the traditional supply chain, because the share of the supply chain of the electricity supplier was too small to attract attention. XTEP had to put the breakthrough of the electricity supplier on the supply chain.

For example, the return time of traditional supply chain is 30 days, and the supply chain of e-commerce is expected to be realized within 5~7 days.

XTEP is striving to achieve this goal.

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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.

In fact, behind this is the backstage information system, and then the online and offline channels to draw up a reasonable share of the interests of the proportion of e-commerce channels and offline channels to achieve integration, and ultimately "through the information exchange of stock."

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< p > in Zhang Wanjun's view, a major misunderstanding of traditional enterprises in developing e-commerce is that many enterprises regard e-commerce as a channel to dump off season goods and clean up inventory, lacking overall planning and strategic height.

Due to the lack of overall planning, there will be a lot of contradictions and problems in the sale of goods and online products.

Zhang Wanjun said that for XTEP, e-commerce is not only a channel, but a long-term strategy for enterprises.

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At present, from the supply chain, warehousing to distribution, and backstage information technology support, XTEP is building its own clothing "a target=" _blank "href=" http://www.91se91.com/ "shoes and caps < /a > network business empire.

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