Facing Consumers To Maintain Balance And Improve The Efficiency Of Garment Industry

Dynamic balance between production and marketing: the war of starting efficiency in garment industry

From the "industrial cluster" to "factory production" and then to this disruptive era, China's manufacturing industry has to face the change of production mode.

The current "industrial 4" fourth industrial revolution, marked by "intelligent manufacturing", is taking off in Europe. Germany's "industry 4" strategy has set up a new benchmark for this intelligent manufacturing revolution. It clearly proposes that the three links of mechanical production, Internet and the Internet of things should be closely integrated, so as to realize the intellectualization of raw material distribution, production and logistics, and fundamentally change the production process and mode of goods.

Against this background, China

The 4 pformation of the industry is the first to start.

"The brand with quality support will usher in the best opportunity for development, and we have met the best times."

In the face of the "made in China 2025" strategy, Dong Wenmei, the founder of the high-end children's wear brand T100, can hardly conceal his excitement.

"China's industrial enterprises should take measures according to local conditions and seize the opportunity to become truly big data driven intelligent industrial enterprises."

IBM Southern China area software department information management technology manager He Jun said so.

Obviously, the clothing industry that has already experienced large inventory pressure has already foresight.

However, in the late stage of pformation and under the "2025 of China" outlet, how should the clothing industry arm itself with big data, intelligent business and other tools?

Intelligent pformation of imported 3D Technology

"Now the industry competition is more and more intense, the cost of channel and employment is higher and higher, and the profits of enterprises will be squeezed, requiring enterprises to consider meticulous management to enhance efficiency."

Cabbeen

Wu Shaoqiang, President of the south so the reporters sigh.

And in improving efficiency, the clothing enterprises can be seen clearly.

Reporters learned that in March this year, IDG million investment in women's shoes, tau brand Comar Nick founder Lin Shuangde, the first to introduce 3D technology in the calendar.

"The use of 3D technology can effectively solve the mold cost and time limitation in R & D."

Lin Shuangde explained to Nandu that according to the traditional R & D mode, it would take at least one month to make only one abrasive tool, and the cost of grinding tools should be at least a few thousand pieces.

In addition, after the development of the abrasives, three of the 10 may fail to receive orders, and these discard Abrasives waste a lot of cost.

In contrast, using 3D technology can print shoes in two or three days. It can not only solve the efficiency of sample links, but also improve the accuracy of enterprise development.

Similarly, urban beauty is also relying on IBM's intelligent business scheduling system to enhance management efficiency.

He Jun revealed that the scheduling system is designed to solve the problem of how to reasonably configure the store staff during peak and low business periods. For example, according to the peak and low peak of store sales, the system will arrange the scheduling of employees on this day according to the difference of the shop's time points, and then arrange good salesmen in the peak hours of store sales, so as to improve efficiency and reduce efficiency.

It is reported that the system has been launched online for a year and has been promoted in some stores. The overall manpower cost of urban beauty has dropped by 0.5%.

Professional matching

However, Nandu has noticed that unlike the two companies, more enterprises will focus on how to make professional people do professional work to improve supply chain efficiency.

"Future

Every aspect of the industry must do its own professional work, such as weaving, denim, garment processing and other links.

For example, there are dozens of people who manage suppliers before, and now only a few people are needed. "

Behind this kind of management thinking, CABBEEN has changed the latitude of supervision to suppliers: quality should not only rely on factory monitoring, but more consideration should be given to consumers' feedback.

"If some clothes appear to be returned, the return rate will be recorded in CABBEEN's evaluation system for this supplier. If the return rate exceeds our bottom line, the supplier should compensate the company at the tag price."

Wu Shaoqiang pointed out that under such a management system and management thinking, the supplier will damage the interests of consumers and damage their own interests, and will naturally do well in production.

Similarly, for professional division of labor in enhancing enterprise efficiency, the head of the supply chain center of Yun man, Yun Hai, is also deeply touched.

"For example, warehousing, before we are in their own management, but later found that they are very tired management, and always send the wrong goods."

To Nandu journalists, Yun Hai said that it has handed over third party professional logistics. On the one hand, they no longer need to worry about warehouses. On the other hand, they can spare more energy for IT intelligent management of warehouses, which not only achieve high efficiency, but also reduce costs.

Dynamic balance between production and marketing

"The apparel industry has grown strongly over the past 20 years, but the demand management is very weak.

A centralized performance is the problem of consumer demand and the matching of manufacturers' production, resulting in large inventories.

Wu Shaoqiang's remarks are directly related to the other upgrading space of clothing industry -- how to balance production and market demand effectively.

It has to be mentioned how branding should balance the inventory.

In order to bypass the pressure of inventory on enterprises, Dong Wenmei ordered the T100 store.

"We limit the order quantity of each store. The order is fixed and sold out.

So T 100 will not blindly produce, otherwise easy to sacrifice quality.

Relative to T 100's "conservatism", urban beauty balances inventory and replenishment through replenishment system.

Before using the IBM system, the replenishment mechanism of urban beauty is loopholes, and may even encroach on sales.

The group's vice president, Sha Shuang, has cited such an example: suppose that the actual demand of a market is 250, the A store is 100, the B store is 50, and the C shop is 100, but because the delivery system is replenished according to the order, this does not match with the market demand. The final result is that only 100 of the actual market demand of the A shop is 120, 20 items of inventory backlog exist, and only 100 of the C shops with 100 requirements.

As a result, the market demand of the 250 pieces only formed 220 total sales.

How can we break through the bottleneck of inefficiencies and make the inventory close to zero? The urban beauty gives the new operation principle of the replenishment system: headquarters can automatically replenish the goods according to the sales situation of the stores, and push the products automatically.

It will adjust the commodity inventory distribution between stores and distribution warehouses according to the locality of each store and the attributes of different consumers, and achieve the replenishment challenge by optimizing the replenishment quantity and intelligentization of the category through the system.

It is reported that the first year of the replenishment system was extended to only 100 stores in the urban beauty market, but the inventory in the store was reduced by 50%, and the contribution rate of the store's turnover increased by 5%.

Nandu reporters learned that Comar Nick also developed an automatic replenishment system, which can use data analysis to monitor Comar Nick's inventory operation in real time.

The system sets several key data points: 7 days of inventory safety cycle, production cycle (depending on the situation of different suppliers), and the daily demand of each shoe (based on past historical sales data to calculate daily demand).

The replenishment critical point of each shoe is calculated according to the data derived from the formula (stock safety cycle + production cycle) and daily demand.

"For example, the shoe system calculates 170 pairs of data on the same day, and only 130 pairs are sold on that day. The system will automatically remind you to replenish 40 pairs."

Lin Shuangde pointed out.

The above system allows Comar Nick to control inventory within a reasonable range and improve inventory turnover.

"If the inventory is too high, the initiative of the brand will be taken away by the stock rather than the initiative of the salesperson."

Lin Shuangde thinks.

It is noteworthy that CABBEEN has quietly adjusted its business model since last year.

"Former distributors are buying out CABBEEN products, but this mode will be eliminated in the future."

Wu Shaoqiang disclosed that the inventory pressure was in the distributor, but now CABBEEN is adjusting to the selling mode, and the inventory is borne by CABBEEN.

"Distributors are most professional in retail and channels, while the national commodity circulation market is monitored by enterprises."

In Wu Shaoqiang's view, the role of the two is division of labor. After the pformation of the mode, the effect is very good.

Stores sold more than 80%, and the discount rate was good.

"In the future, we hope that the sales of stores will be increased to around 85%-90%.

Now CABBEEN's inventory pfer cycle is 180 days, and I hope it will continue to shorten in the future.

The perspective of supply chain process reengineering procurement process

In this round of industry adjustment, increasing the response speed of supply chain and making the supply chain more flexible, almost every garment enterprise mentioned the focus of the enterprise's work, and more and more enterprises mentioned it.

This concept.

The supply chain is fast, which means that the fast supply chain for raw materials is also more demanding.

However, fast supply and quality control seem to be a pair of enemies, especially for Amoy brands.

"In the current supply chain, the T-shirt can be shipped for 7 days, and the down jacket can be 25 days, which is very fast.

Although we feel that there is a contradiction between speed and speed, it does not mean that things are not doing well. "

Yun Hai points out that Yin man focuses on cotton and hemp products. Our fabrics are all in warehouses, and our supply chain can react quickly.

To create a flexible supply chain, Yun Hai believes that the core link is users.

From the user to the product, the user decides the product end.

In the view of cloud sea, the future supply chain should be visualized, customized and intelligent.

"What problems can be solved by informationalization of supply chain?"

Yun Hai pointed out that information can really provide a lot of imagination for the upgrading of the supply chain.

"In order to protect the quality of products, we would have recommended raw materials suppliers to purchase raw materials from factories, but this is just an oral suggestion. If factories can find suppliers with equal quality advantages, we will not refuse them."

Under the information system, the brand can actually extend the sale to raw material procurement, so that the quality of the product is more controllable.

"Now the settlement of raw materials is settled by factories and suppliers of raw materials, but if the control is in place, the raw materials can be paid from me. When the factory needs any raw materials, it will be sent to the factory directly, and the factory will only become an assembly plant in the future."

Of course, if factories are to accept "designated" raw materials factories, there is a need for balance of interests.

However, Lin Shuangde believes that brand players need quality stability, while processing plants need profits. As long as the two sides find a balance of interests, the processing plant is actually willing.

And the cloud sea also pointed out that the entire supply chain still has room for improvement in the construction of the entire IT system.

"In the future, every piece of clothing or fabric suppliers will be stitched by workers on which assembly line can be traced, through intelligent information systems."

Cloud sea thinks.

Big data push production

"Internet or intelligent industrial enterprises, the biggest change is the product development and manufacturing from the original" factory to customer "(B2C) into" customer to factory "(C2B), from the original production data based on their own control of production factors to the allocation of dynamic resources based on the optimal allocation of demand.

He Jun said.

This point, if understood in a popular way, refers to the collection and analysis of the data of the C end by the apparel industry, but it promotes the process reengineering of the entire supply chain.

stay

More and more enterprises have realized this in collection, analysis and application.

Cloud sea to the south, the reporter said, "now the data support of the Internet, we can know that in the customer base of this brand, what kind of clothes do you like, what kind of color you like, what type of good sales you can sell, you can make good use of big data to analyze what you want to do."

In this regard, Wu Shaoqiang also said that now the enterprise's collection of big data has been done very fine, for example, their data has also been able to extract store type data and sales data.

However, Wu Shaoqiang also pointed out that how these data can effectively analyze management difficulty is very high, still need to be excavated and used.

"For example, you can dig out a consumer's purchase times a year, when to buy, how much each purchase, how many clothes you try and how much to deal with, and can use these data to maximize the sales capacity of the store and the satisfaction of the consumer."

The excavation and utilization of big data really make clothing enterprises have more imaginable space.

"Now we place more orders in the use of C2B mode. After the development of goods, we can put them in stores and predict. The click volume of each style and the degree of customers' love can also have a good relationship with the old customers in the shops, micro-blog and WeChat.

He is very clear about which style we sell, which is very good, and rarely goes blind. "

Cloud sea pointed out.