Hangzhou'S "Nongovern" Rule Is Reflected In The Nonwoven Simplicity Of The North Bond.

With the strategy of differentiation, the company insists on focusing its strategic focus on high-end spunlaced nonwovens and products, creating independent knowledge brands, and actively developing products in downstream products. It has developed wet spunlaced nonwovens products including wet wipes, facial mask and household cleaning cloth.

The extension and extension of the industrial chain can better show the characteristics of the products to the users, and effectively avoid some market risks.

Based on the management thought and basis of "using people, using good people, using refined people"

We should optimize the organizational structure and uphold the principle of "duty of management and responsibility" to reduce the management level and avoid duplication of coordination, which is conducive to information pmission and rapid response to market changes.

In 2009, he launched his friend.

Integrated on-line, in 2012 the company will UFIDA ERP two development system formally launched, 2013 electronic records management system on-line.

Through information construction, the company has rebuilt and standardized the company's operation process, standardized employee behavior and reduced human interference.

Through innovative measures, the 2013 annual operating income of the nonprofit textile company was 378 million 410 thousand yuan, the total profit was 44 million 810 thousand yuan, and the average sales volume per capita was 1 million 500 thousand yuan.

And made positive progress in saving energy and reducing consumption and improving the utilization rate of resources.

Spunlaced nonwovens have a long production process, large footprint, complex equipment, high water quality and high energy consumption.

The characteristics of these processes and production have brought great challenges to enterprise management, and also provided enormous room for development of management innovation.

Hangzhou's state government put forward the management principle of "simplicity, excellence, and emphasis on action". By simplifying management, the management work is efficient and low consumption, which improves the efficiency of management and the speed of market reaction, and forms its own unique management mode.

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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 many domestic and foreign brand operators such as Haier brothers, Mickey, new Barron, Disney, Barbara and wolf claw. 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 a user oriented agile supply chain management system, which enhances the market's quick response capability.

After the integration of logistics supply chain, the group can effectively reduce operation cost by 30%, increase warehouse utilization by 50%, and save labor cost 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.