The Advantages And Risks Of The Lightweight Group Coexist, And The Scale Is Steadily Promoted

At this stage, filament weaving enterprises are suffering from multiple pressures such as fluctuations in raw material prices, low external demand and higher costs. Although the industry as a whole is not optimistic, there are still new highlights. Whether it is Suzhou's ambition to outsource production and weaving links spin The "light clothing" enterprises, represented by scientific research joint-stock companies, which focus on product research and development and brand marketing channel construction, or the "scale" enterprises that connect the upstream and downstream, integrate R&D, design, weaving, production and marketing service systems, and take Guangdong Sihai Weiye Textile Technology Co., Ltd. as a typical example, have achieved good results by relying on the complete advantages of the industrial chain to achieve breakthroughs. What are the development advantages and disadvantages of these two models, and what kind of reference can they provide to enterprises? The reporter conducted an interview and investigation.

The advantages and risks of "light outfit" coexist

"Everything is divided into two parts," said the relevant person in charge of Suzhou Zhixiang Textile Research Co., Ltd, "We outsourced the weaving process in consideration of the company's development at that time. The limited energy of the enterprise, the upgrading of customer demand for products, and the high requirements for equipment all require us to focus on research and development. At the same time, cooperation with other enterprises can disperse the risks caused by policy, market, financial and other factors. Zhixiang Textile not only maintained sales in the most difficult year of 2012 It is the same as 2011, and the gross profit rate has increased by 5%~6%. " He said frankly that this model has made the enterprise taste the sweetness, driven the influence of the enterprise, and made the enterprise develop steadily. But at the same time, he also admitted that this development model also tested the company's monitoring system and communication system, which need strict management mechanism to ensure. Once the product quality problem occurs, it will completely collapse, endangering both parties. He said, for example, that at the beginning of the production process, the quality inspection department of the enterprise would send people to hold spot checks, and at the end of the inspection, the products would be inspected batch by batch.

Han Yaojun, from the R&D Department of Zhejiang Sanzhi Textile Co., Ltd., believes that the outsourcing mode of production links makes enterprises purchase few raw materials, but due to the growth of human costs, the burden of communication, logistics and monitoring will also become greater and greater. However, he also said that this is an effective way for enterprises to build brands, and enterprises are gradually taking the "Nike, Adidas model".

Xia Huosong, a professor from the School of Management of Wuhan Textile University, told the reporter that outsourcing of production links enables enterprises to focus on their advantages to allocate resources, which is conducive to the growing influence of enterprises, increasing orders and forming a virtuous circle. However, this is also a mechanism of "one win, one lose", which requires both sides of the enterprise to have corresponding advantages, and at the same time urges both sides to further their information communication, coordination and innovation.

A leader of a local industry association believes that this model is suitable for enterprises in the middle of entrepreneurship. However, before a strong brand, technology and channel advantage is formed, it is easy to be imitated because of the low threshold at the initial stage.

Steady progress of "scale school"

Compared with the same period last year, Guangdong Sihai Weiye Textile Technology Co., Ltd. has a better market sales performance. In the first half of this year, the output of the enterprise increased by about 15% and the profit increased by 6%. Yan Liang, director of the General Manager's Office, believes that the future strategy of the enterprise is to break through large-scale and collectivization. It is understood that Siyang Industrial Park has invested and built a factory in Siyang County, Jiangsu Province, and is on the way of large-scale development. Many enterprises complain that the production link has the lowest profit rate in the product value chain. Yan Liang doesn't think so. He told reporters that the profit of abrasive tools produced in Japan and Germany can reach more than 20%, while the profit of domestic enterprises is particularly low. The waste of materials and the high consumption of energy are ultimately not well managed. He believes that the company has chosen the emerging industry of filament weaving. The industry itself has not developed for a long time, and there is still a lot of room for development and excavation. A management professor at Qingdao University agrees with this view. He believes that management is always the lifeblood of an enterprise, and if you do not have a good grasp of the pulse, you will go a lot of detours and do useless work. Many enterprises are expanding their sales channels by a large margin, but they do not pay enough attention to production. There is still a big gap between them and foreign countries in terms of manpower allocation, material scheduling, and overall coordination.

A person in charge of a filament weaving enterprise told a story told by Liu Yongxing, a private entrepreneur, that when Liu Yongxing visited a colleague in South Korea, he found only 66 people in their factory processing 1500 tons of flour. He was very impressed. But the Korean boss told him that he had just returned from a defeat in China. He was very puzzled. The Korean said that the equipment of his factory in China is more advanced than that of South Korea, but more than 100 people can only process 100 tons of flour because the Chinese are not up to standard and inefficient. The quality difference of employees determines the difference of enterprises. Yan Liang also acknowledged that there are gaps in this regard. He said that the company had allocated a large number of senior managers to implement refined management.

In Yan Liang's view, the great cause of the world will not invest blindly, and the enterprises will assess the situation and create their own unique advantages. First win customers with quality, then gradually realize brand upgrading. Steadily promote the low-cost and large-scale expansion of enterprises, extend the industrial chain, and enhance the anti risk ability of enterprises.

The two modes will coexist for a long time

In fact, the outsourcing mode is not limited to the production link. At this stage, human resources outsourcing, logistics outsourcing, marketing outsourcing, financial outsourcing and other new means have enriched the ways of enterprises to increase their competitiveness. However, entrepreneurs should think about how to innovate and how to complement and win each other.

Xia Huosong told reporters that filament weaving enterprises should evaluate their competitive advantages along the value chain and choose outsourcing content according to their own characteristics. However, it is particularly important to note that all key businesses involving the core competitiveness of enterprises must be careful when making outsourcing decisions. Those that have a decisive impact on the core business of the enterprise cannot be easily outsourced even if the enterprise does not have an advantage in cost. He believes that although intellectual property protection is increasingly mature, the key production steps (key processes and technical secrets) of enterprises should not be outsourced, or the resulting losses will be difficult to estimate. As one of the most dynamic industries in the textile industry, filament weaving came into being in the late 1980s when the production of mulberry silk was restricted by many factors. In the 1990s, the enrichment and improvement of chemical fiber raw materials made it develop rapidly. The relevant person in charge of Hengli Group believes that the richness of filament weaving product development and the uniqueness of natural fiber properties will enable it to have a larger market share. On the whole, due to the homogenization of production capacity and the rapid expansion at a low level in the past period, the resources are tight, and the ability of independent innovation of enterprises needs to be improved urgently. However, from the overall trend, due to the scarcity of brands, their potential and development space are vast. There is still a long way to go for the scale of filament weaving enterprises.

An insider believes that the combination of outsourcing and traditional large-scale development may become the upgrading direction of filament weaving enterprises in the future, and the two will coexist for a long time.