Clothing Industry High Inventory And UNIQLO Zero Inventory Contrast

< p > the "zero" inventory of UNIQLO is particularly conspicuous under the condition of high storage in the clothing industry.

Imitation is a good thing for Chinese enterprises. When SPA is popular all over the world, Chinese people have no leisure. Many domestic garment enterprises embark on this road.

The success of any model needs core competence. Any enterprise needs core competitiveness. Is it important to cultivate its own nuclear competitiveness when it imitates? < /p >

< p > < strong > the dilemma of high inventory < /strong > < /p >

< p > according to statistics, as of October 31, 2013, < a target= "_blank" href= "http://www.91se91.com/" > textile < /a > a target= "_blank" href= "_blank" > clothing > Industry > 81 listed companies announced the inventory value of the first three quarters of this year, totaling 76 billion 816 million yuan, compared with 72 billion 544 million yuan in the first three quarters of 2012, the 81 companies total inventories increased 6% over the same period.

In the past two years, textile and garment industry has been running out of stock.

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< p > statistics show that in the first three quarters of 2013, 14 listed companies had more than 1 billion yuan in inventory of 81 listed companies.

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< p > among which, the inventory of the top 10 listed companies has a total inventory of nearly 50 billion yuan.

Among them, YOUNGOR has the highest inventory of 23 billion 953 million yuan, followed by black peony, the stock of the company is 5 billion 968 million yuan, the stock of red bean ranks third, and the stock of the company is 4 billion 501 million yuan.

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< p > in addition, such as Jihua Group, BOC cashmere industry and Mei bang a target= "_blank" href= "http://www.91se91.com/" > dress < /a > inventory exceeds 2 billion yuan.

And Huafu color spinning, Fu Tian shares, Lu Tai A, Baron East, Changshan shares, Semir clothing, Saturday, leading shares of 8 companies stock is more than 1 billion yuan.

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< p > focus on men's clothing. In the first three quarters of this year, the performance of men's wear listed companies generally declined.

Of the 11 listed companies that have announced three quarterly reports, 8 have declined.

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< p > according to statistics, in the 11 men's clothing listed companies, 8 wolves, red bean stocks, nine Mu Wang, Dayang creation, Georges Bai, Hinur, news birds and Busen shares 8 companies in the first three quarters of this year net profit declined.

Among them, the seven wolf appeared the first decline in net profit since 2006, and its net profit fell by 7.35%.

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< p > announcement shows that the first seven quarters of the three wolves achieved operating income of 2 billion 310 million yuan, down 8.1% from the same period last year, and the net profit attributable to the parent company was 370 million yuan, down 7.4% from the same period last year.

The third quarter earned 880 million yuan, down 13.7% from the same period last year, and realized net profit of 120 million yuan, down 25.7% from the same period last year.

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< p > > strong > uniqe's outstanding achievements < /strong > < /p >

P is the ultimate dream of many retail businesses, which makes every product sell, without overstock.

Japan has been deflationary for 20 consecutive years. UNIQLO has gone against the market, its turnover has increased 160 times, and its profit has increased 1500 times. It is the most powerful enterprise in Asia that will sell a target= "_blank" href= "http://www.91se91.com/" > clothing < /a >.

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< p > what is the secret of UNIQLO's realization of "zero" inventory? < /p >

< p > < strong > 80%, the control lever < /strong > /p >

Less than P, according to last year's sales, UNIQLO decided this year's output.

Many companies make sales plans and production plans, and always add a growth rate as a company's growth target.

UNIQLO also has growth expectations, but its growth is more likely to happen, rather than a growth rate of experience.

It only made this year's output plan 80% last year. With this elastic lever, the output can be adjusted in a short period of time, so that inventory can be squeezed.

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< p > < strong > executive power < /strong > /p >

< p > UNIQLO has a department called MD, which is responsible for the market operation of the company.

Although UNIQLO's planning ability is not outstanding, it is a stable machine, so it can ensure the accuracy of 80%.

No matter what wrong decision it takes, goods can be sold out. This ability is the most horrible.

Every week, UNIQLO will discuss how many shelves each department has to store, decide when to sell it in advance, and then discuss it weekly. According to last week's sales estimate, there are still a few weeks to sell.

Weekly promotion plan, weekly plan, monthly plan and quarterly plan are adjusted weekly, and then the weekly expression is reflected in the layout of the shop head.

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< p > < strong > SPA mode < /strong > /p >

< p > UNIQLO is a typical SPA operation mode.

It originated from GAP, a clothing giant in the United States, but it is popularized by UNIQLO.

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< p > SPA, there are many successful elements, especially on MD and sales, especially for many varieties, small batch production and strong fashion.

SPA advocates the fine tuning MD mode with weekly units. The first step is to shorten the delivery cycle from issuing orders to deliveries, and establish an additional order production system, so as to reduce inventory and wastage. The second step is to collect sales information every day, and after analysis, achieve weekly planning.

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On the surface of P, UNIQLO does not have any special features. Its practice is also a regular practice of SPA mode, but there is a force that can not be ignored -- execution.

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< p > < strong > core competitiveness < /strong > /p >

< p > replication of a model, almost the same effect, thousands of different effects, what is the difference -- the core competitiveness.

There are many statements about the Nuclear Competitiveness of enterprises, but the core competitiveness of the common way of speaking is a resultant force, which is composed of decision-making power, executive power, resources, culture, knowledge and so on.

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< p > the decision making power, execution power and resource strength constitute the core competitiveness triangle. Decision-making originates from knowledge and execution originates from culture.

When enterprises decide what to do, decision-making is no longer a problem. Resources for large enterprises are not bottlenecks, but the most difficult to grasp is executive power.

If the executive power is guaranteed only by the system, the effect of such execution will not last long. The guarantee of executive power is more fundamentally derived from culture, and more accurately it is habit. Habit is made up of all kinds of behaviors.

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< p > clothing enterprises should do SPA instead of refining bone and skin.

Jane and service should be SPA, first of all, let enterprise culture adapt to SPA.

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