2015 Footwear Industry Development Prospects: Create Fast Fashion Supply Chain

With the development of Internet, the voice of consumers is stronger and stronger. The first driving force of future value chain comes from consumers rather than manufacturers.

The so-called fast fashion supply chain ecosystem is based on the C2B (user centered) mode, and is formed by the collaboration network.

It is no longer a closed supply chain, it is an open, shared and co constructed value network, and real-time data interaction directly produces commercial value.

Different from the industrial economy, under the C2B mode, fast fashion supply chain has the characteristics of personalization, dynamic, platform cooperation, rapid response and so on.

The era of personalized customization has arrived.

The channel construction of traditional shoes and clothing industry is basically the same as that of the vertical and horizontal structure. The end is stores and consumers, and the supply chain is organized according to the high planned mass and deep inventory. This structure will break the supply of goods and consumers.

The Internet has realized the popularization of Internet world innovation, and the concept of "factory" has been changed gradually. From 3D printing to laser cutting machine and so on, the "fast plate making" new technology has been continuously opened, digitized, networked and intelligentized under the wave of industrial 4, and it can run on any scale.

The Internet can touch users, and it will be more efficient to get users' needs and data.

The essence of this influence is the pformation of the traditional highly planned supply chain organization, followed by the mass customization and flexible production led by C2B, which ultimately drives the whole business change.

The collaboration is dynamic and platform based collaboration.

This C2B commercial supply chain is different from the manufacturer led large-scale, pipelined, standardized and cost oriented B2C mode. Its core idea is that consumers decide on your marketing form, sales situation, product definition, service definition, production rhythm, and carry out wave and forced pmission in one link of the business chain.

Therefore, this mode of push and pull combined with the production mode and operation thinking of the Internet era is a self-organizing, adaptive, dynamic, and borderless ecological chain. There is more and more interaction between supply and demand, more and more participation, and the borderline is becoming more and more blurred.

For example, Haier has successfully broken down into more than 2000 self-organizing (self-management teams), which operate as follows: employees can form their own ideas according to the characteristics of new products according to the consumers' opinions and market information collected from the Internet.

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Once the idea is approved by the management, employees can organize and manage their own team to carry out the project.

The employee should also try to persuade other members of product designers, R & D engineers and marketing experts to join them, and the team members will share the profits that are ultimately obtained.

Retailers must race against time.

How does C2B mode operate in the quick response of supply chain (zero inventory)? "Zero inventory" does not mean that there is no inventory, but is based on the fast response of the supply chain as a guarantee, and realizes the business mode of sales with very low inventory and very high replenishment.

The central warehouse of the enterprise manages goods uniformly. According to the store's real-time sales data and sales feedback, a small number of shops and frequent replenishment and pfer of goods are made to stores.

ZARA is often described as "zero inventory" fast fashion representative brand. Let's see how ZARA does it.

Fast fashion changes first.

More of its functions have become "election".

according to

ZARA will be widely valued.

According to the historical sales data of the distributors and the display data of each store, the plan of stock preparation, production and store delivery is formulated.

At the beginning of the sale season, a small amount of production was made, and a few shops were sold.

The shopkeeper can also reduce the bar appropriately and adjust the store regularly.

Image.

At this point, the marketing focus of stores is to find explosive funds, and ZARA itself will purchase a certain amount of fabrics and accessories to deal with the subsequent market demand.

About 15 days later, sales data can support the IT system for further analysis. The explosive products will be found, the factory will start production, and the general store will replenish every day according to the actual needs of the stores.

Explosive products generally account for three to 40% of the sales performance of stores, and stores need to put more marketing energy on other products to ensure overall performance.

In each sales season,

There will always be changes. Buyers and design departments will analyze and design new products based on various data. Stores will continue to find new explosions and adjust production plans and daily replenishment plans for all products in real time.

Because of the different explosions in different areas, the weekly system will provide a pfer plan, through frequent change, into the explosive, ordinary products and new products.

In this mode, even at the end of the season, the explosive payment can continue to supply and maximize the sales potential of single product.

Through the analysis of IT system, the unconfirmed products that are eventually confirmed and recovered in time will be disposed of quickly in other channels such as special sale and so on, and zero inventory will be achieved in the sales cycle.

The supply chain keeps coming and going.

Real time buffer adjustment.

Finally, we have formed the mode of "what goods the enterprise sells, what stores sell, what stores sell well, what stores do businesses give to stores", and store inventories are driven by sales, and store performance is also created by sales.

(represented by ZARA,

Establishing a specific supply chain cycle diagram)