Quality Of Textile Workers To Attract Orders Back

Recently, Dan Pengchun, deputy general manager of Ningbo Shanshan Fashion Co., Ltd. is going to the United States to attend the exhibition. Although he knows that the export data of Chinese clothing to the US in November declined, he is still optimistic about the future of the US market.

This is not only because the US market is getting warmer, but also because the orders pferred to Southeast Asian countries last year have come back, which gives him great confidence.

"I highly approve the foreign media's evaluation of the productivity of China's garment industry, and China's production efficiency is indeed higher.

Not only that, as far as Shanshan is concerned, many of our orders can not be met by Southeast Asian factories.

For example, the high-end suit with all wool lining technology is no exaggeration to say that Vietnamese factories do not have to take orders. Workers may have never seen such a technology. Even in China, few enterprises can do it.

The main difference between China and Vietnam lies in the quality of their workers, whether in terms of skills or cognition of products, Chinese labor force still has an advantage.

In Dan Pengchun's view, the Southeast Asian countries are more like China 20 years ago. Their biggest advantage is the low labor cost, but the speed of reaction and the matching of auxiliary materials are all below China.

Ningbo Ming Lang

Paul Liu, manager of the limited company, was also very impressed by this. She said, "we have encountered many orders pfer, but the orders are large and simple, such as wool, cashmere and other high-end fabrics. The production and production orders are not running. The quality of production in Southeast Asia is still not comparable to that in China.

In addition, matching is also a big problem. Western-style clothes need more than 30 excipients. This is not a problem that one or two supporting factories can solve. This requires a batch of factories.

In the short term, even Vietnam, it is difficult to build such a complete industrial chain.

From the geographical point of view, orders from Europe are usually rarely pferred, because European customers have high requirements for the cooperation between enterprises and factories.

When talking about the quality of workers, Paul Liu said that after a comparison, overseas customers usually come to the conclusion that the Chinese are most diligent and adaptable.

In addition, service awareness is another advantage of Chinese factories, which is reflected in the factory's ability to understand the needs of customers well. Secondly, even if customers ask more difficult questions, they can generally be effectively solved. Thirdly, the delivery time of Chinese factories is guaranteed.

With China

Jiangsu red bean import and export limited liability company also reviewed the value of Chinese labor force.

The company's manager, Gao pin ya, said: "

There are industrial parks in Kampuchea, and I have also gone to Kampuchea to investigate. It should be said that the supporting facilities for Phnom Penh have been relatively complete. But the biggest problem we encountered is that there are too many festivals in Kampuchea, and the trade union attitude is very tough. The workers are very liberal.

As far as Vietnam is concerned, their quality is similar to that of China. However, due to too many orders and insufficient purchasing power, the delivery time of the order is postponed, causing many European and American customers dissatisfaction.

Therefore, some orders began to flow back again.

The emergence of customers' "change of mind" is just a good opportunity for China to reinvent its labour force. In Paul Liu's words, "the pfer of low-end orders has been irreversible. Why should we not take advantage of our advantages to find greater value from the more challenging and additional orders?"