Qingdao Textile Alliance Logistics: Virtual Supply Chain Management System To Reduce Operating Costs

The company has adjusted its internal business and carried out the pition from manufacturing to service.

Through the logistics chain integration of various sectors of the chain, the whole supply chain management is realized from procurement logistics, JIT production, supply logistics, storage logistics and sales logistics.

Through logistics process control to support the overall textile industry chain, run through the group business flow, logistics, information flow, capital flow and the entire supply chain, enhance the overall operation efficiency of the Group supply chain and reduce the operation cost.

The company cooperates with Haier brothers, Mitch, new Barron, Disney, Barbara, wolf claw and other domestic and foreign brand operators. Through virtual supply chain integration, it realizes embedded management, produces synergy effect, realizes the value increment of the brand, undertakes many brand operators' supply chain integration outsourcing business, and establishes user oriented agility.

It has enhanced the market's quick response capability.

Realization

After the integration of supply chain, the group effectively reduced.

30%, storage utilization increased by 50%, and labor cost saved by 50%.

Through the integration of logistics, the common storage of products can be realized. For the virtual supply chain enterprises, the storage area is saved by 50%, the distribution cost is saved by 66%, the labor cost is saved by 55%, and the running efficiency is increased by 10% compared with that before integration.

The company's revenue increased from 5 million yuan in 2011 to 80 million yuan in 2012.

The company has built a textile virtual supply chain management system based on brand value. Through multi brand cooperation and effective collaboration, it has expanded the profit margin space of enterprises, improved the operation efficiency and competitiveness of enterprises, and achieved good economic, ecological and social benefits.

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For small and medium-sized textile enterprises, production of products and scientific determination of output is the key to sustainable profitability of enterprises.

Sheng Yu clothing weekly held departmental co operation meetings to analyze the consumption demand of 25 provincial markets in the country, and forecast the production demand data of the season.

Arrange production according to the upper shipment cycle.

In product development, every designer keeps close interaction with the national customers to catch the popular elements of the season.

According to the characteristics of clothing product orders and the large quantity of orders, Sheng Yu clothing is actively implementing the OPF production mode, making the enterprise from input to output. In the production process, there is no accumulation of semi-finished products, and the output of finished products is even. It is easy to control the production schedule and meet the delivery needs in time.

In order to ensure the stability of the production mode of single piece production, Sheng Yu clothing actively promotes on-site management, and adjusts the production process through the "PDCA" cycle process of "planning implementation inspection improvement".

The constant innovation of modern management concept and management means has made Sheng Yu dress develop rapidly.

At present, we have established provincial branches in 25 large and medium-sized cities in the country, and have more than 1000 special stores and shopping malls, which have formed a nationwide sales network.

At present, the number of small and medium-sized textile and garment enterprises in China has ended in the era of quantitative growth. Enterprises are facing the age of industrial upgrading and modern operation mode. Sheng Yu's clothing has outstanding exemplary role in its management innovation.