La Natsu Bell: Supply Chain Management Or Become A Stumbling Block

As of December 2015, the number of four international fast fashion brands including UNIQLO, H&M, ZARA and C&A has risen to 1 000 in China.

The proportion of the number of shops in the first tier cities is decreasing, but the development speed of the expansion of the two or three tier cities is obviously faster.

Over the years, La Natsu Bell has more than 80% revenue in the two or three tier cities, and the proportion of revenue contribution has increased year by year.

In fact, many years of good performance are closely related to the early layout of the two or three line city network.

With the development of Shopping Mall in China, La Natsu Bell shops have gradually become the protagonists, and the establishment of large collection shops has given them ample profit and development space.

In terms of channel layout, as more international fast fashion brands continue to sink and layout the two or three tier cities, the future competition will become more intense.

And because of La Natsu Bell's multi brand strategy, large-scale opening of direct outlets will inevitably lead to large-scale inventory.

At the same time, with the rising cost of labor and rentals, both production and terminal sales are the problems La Natsu Bell has to face.

But it can not be denied that La Natsu Bell's achievement is because he has just captured the rapid rise of China's fast fashion industry and followed the development of China's Shopping Mall to set up a large collection store.

The product accelerates the iteration, and breaks through the "Internet +" through the merger and acquisition, thus opens up the cash flow, the information flow, the logistics, simultaneously realizes the information system fusion under the line and the on-line.

Despite La Natsu Bell's achievements, supply chain management is still being questioned in production outsourcing.

La Natsu Bell thought he should do something with high added value.

As a result, production has been contracted out and contracted with hundreds of garment suppliers in China, and there are three regional warehouses and logistics centers in the country.

For multi brand, fast fashion, all direct battalion.

This requires more resources.

In the process of product development, supply chain management, warehousing and distribution, retail management and other business links, the establishment of a professional management information system, outsourcing products style, category and quantity also requires more complex and diverse.

And as a popular fashion.

La Natsu Bell's consumer groups.

Enterprises are required to have the ability to react quickly.

The outsourcing mode can effectively coordinate the complex supply chain system, so that it can provide all kinds of products in time, accurately and adequately, and avoid the sales situation of the retail terminal due to adverse factors such as product quality problems and delivery delay.

The whole supply chain management system will be the next great challenge for La Natsu Bell.

Perhaps Xing Jiaxing, founder of the first day of founding La Natsu Bell, did not think of La Natsu Bell's position in China's clothing industry.

But today, La Natsu Bell's success is not accidental, but the success of the overall strategy and business model as well as the design of key management mechanisms.