Supply Chain Pformation Helps Shoes And Clothing Enterprises Reduce Inventory And Improve Efficiency

< p > < strong > > a href= "http://sjfzxm.com/news/index_f.asp" > inventory < /a > shoes and clothing industry "heart disease" /strong > /p >

< p > in recent years, with the vigorous upsurge of brand building gradually receding, the adverse consequences of blind expansion of some enterprises are emerging.

Similar signs can be seen everywhere, such as "time limit sale", "jumping price" and so on.

A brand can easily store hundreds of stores, or even thousands, and seven or eight of them are in a state of economic operation, and some are still in a state of loss.

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< p > "there is a clothing brand dealer who consulted us for management consulting. As a result, I found that they had more than 100 million yuan in inventory and only 20% of clothing sold in one season, and there were many such enterprises."

Han Yongsheng, director of the center for industrial management and design, software research institute of the Chinese Academy of Sciences, doctoral tutor of Management School of University of Science and Technology of China, chief executive of the International Supply Chain Council, executive director of the Greater China region and Chief Technical Committee of the technology committee, recently came to Quan to provide management consulting and supply chain integration services for footwear industry.

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< p > in his view, the biggest task of the shoe and clothing industry is to go stock right now. "Brand enterprises should change their ideas, not the franchisees, but even if the sale is over, only the final sale will be sold."

If we want to effectively inventory, we can not achieve the goal of simply dumping goods at the "jumping off price". The pformation of supply chain is a radical solution.

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< p > < strong > < < a href= > http://sjfzxm.com/news/index_f.asp > > tap water > /a > < /strong > /p >

< p > < strong > supply chain how to create < /strong > /p >

< p > "tap water" is the best supply chain.

Your home does not need a water tank, how much to use, and how much to use.

So if our supply chain is like tap water, how much we need and how much we produce will not be generated if we guarantee efficiency.

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Professor P's speech sounds reasonable, but at present, brand businesses can't run "tap water". Some people need water to turn on the tap.

If consumers fail to see goods, they turn around and leave.

Even if the online sale can be placed ahead of time, if the consumer orders, if he can not get the goods beyond a certain time limit, he will never place an order with the store.

But if a company has a lot of goods waiting for consumers to buy, how can we tell which goods can be "hot"? Once they are not ready to sell, they will all be in the hands, and the inventory will increase again.

This seems to be a dead circle. Is there really a successful case? < /p >

< p > really, and not to mention those brands abroad, the supply chain mode of BELLE, the famous female shoe brand in China, may provide a reference for Jinjiang enterprises.

Professor Han has worked with BELLE for many years. According to him, the cycle of BELLE's order cycle is based on days instead of six months.

Its overall supply chain is like drinking. First, pour it down, drink it and drink it.

From design, purchase, production to the supply of supporting stores, only half of the whole supply chain futures and the other half depend on replenishment.

Once a good sale is quickly filled, a "tap water mode" is formed.

Instead of selling, the design is changed immediately, and the goods are replaced when the goods are discounted. This is BELLE's "tap water supply chain".

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< p > but with such a small amount of production and frequent modification, the design and production cost behind it are not very high? "You sold 10 pairs of shoes at a time, and sold 9 pairs.

When you produce 100 pairs of shoes at once, but you only sell 50 pairs, which cost is higher? "Professor Han said, BELLE's production line is a mixed production line, an order, even though the shoes are of different styles, it is still mixed in a production line, which greatly speeds up the whole process.

A shoe is only more than 20 days from production to rack.

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< p > it is undeniable that the production cost of BELLE's single and double shoes may be even higher, but its market pricing is also considerable, and its sales volume is even more impressive. The sales rate of BELLE is 80% per quarter. The sales rate is enough to make Quanzhou's shoes and clothing enterprises "envy, envy and hate".

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< p > < strong > information technology helps supply chain pformation < /strong > /p >

< p > there is a precedent for this success. Before the shoe and clothing enterprises in Quanzhou naturally need to rely on them, Professor Han approached with a number of shoe and garment enterprises in Quanzhou recently to sort out the supply chain.

With the help of information technology, it has also become the focus of supply chain pformation.

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< p > this is different from the supply chain service launched by some Quanzhou electric business enterprises.

At the beginning of the year, Fujian Yi Pin Jia Supply Chain Management Co., Ltd., a strategic cooperation of ZTE HSI road and Tao shoe net, which was a wholly owned subsidiary of ZTE, made a high-profile appearance. Aiming at the "pain spot" of the supply chain end of the market, through the specialized supply chain system and e-commerce trading platform, the local industry chain resources were fully integrated, the business model, operation mode and management mode of the shoe and garment industry were reshaped, and the footwear and garment industry alliance centered on the ecommerce ecosystem was formed.

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< p > "how to create the most suitable supplier according to the demand, so as to effectively reduce the cost; how can the material providers and processors improve the efficiency of the cooperation with the downstream enterprises and avoid the unsmooth return of funds?"

This is the actual demand of the supply chain. "

Zhuang Weixiong, director of Yi Pin Jia, said that the procurement and supply process of a large number of enterprises in the shoe and clothing industry in Quanzhou depended on human experience. The buyers and sellers lack an effective platform for communication and cooperation, and there is no uniform standard for the management of suppliers.

Previously, XTEP, Anta and other sporting goods enterprises had invested huge sums of money to build their own supply chain platform.

There are tens of thousands of shoe and clothing enterprises in Quanzhou. Not everyone has the resources to hire "supply chain managers". Small and medium-sized enterprises are also eager to find supply chain trusteeship.

In view of this, Yi Pin Jia built its first purchasing and supply chain cloud platform in the shoe and clothing industry in China with the latest cloud computing, big data and mobile Internet technology.

From the production plan, order management, progress tracking, logistics and distribution, quality inspection, settlement reconciliation and other aspects, to achieve full process services.

By standardizing the production and operation process, the standardization and institutionalization of the procurement process can be realized.

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< p > "most shoe and clothing enterprises in Quanzhou are extensive in supply chain management, relying on human experience for supplier performance evaluation, without data support, without uniform criteria, which leads to inefficient cooperation between buyers and sellers."

Through the supplier archives on the platform, enterprises can implement strict performance appraisal system to suppliers.

This will help the supplier to survive the fittest and help the enterprises to find the most suitable supply partners.

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