The Shoemaking Industry Is Revising The "Production Area".

Dongguan's footwear industry is undergoing a difficult pformation after shrinking orders, thinning profits, soaring costs and production capacity.

Many shoe companies hope that after the industry shuffle, they will continue to rely on technology, innovation and brand.

Not long ago, when Yifu Lin, an economist, attended the world footwear development forum held in Houjie, he pointed out that in the future, the footwear industry in Dongguan will leave the high-end products of lean production.

Now, this prophecy is being borne out.

"The performance in April this year has shrunk, which is more serious than the financial tsunami in 2008. This situation has not happened to me for more than ten years."

T U K brand China business leader E m ily told Nandu reporters that the shoe and trade company entered Dongguan thick street in 1996, and produced and processed wholesale trade in Dongguan for 20 years. It experienced the 1997 soft landing, the 2008 financial tsunami and 2014.

The shoe industry is "closed down", but in the face of the global economic slowdown and the weakness of China's emerging domestic market, T U K urgently needs to find the next "Dongguan" stand up.

This shoemaking brand has a long history of 126 years, originally from the British family.

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In the past 20 years in the production and processing of Dongguan, they successfully sold the T U K shoes from the "little place" in Dongguan to the whole world.

Now, just like moving from Britain to the United States and moving from the United States to Dongguan, T U K is trying to give up Dongguan.

Since January this year, Emily has been flying several times to Southeast Asian countries.

As the T U K brand in China responsible for global production and procurement of fit people, she must go through field trips as soon as possible to find the next production site that can replace Dongguan.

Em ily admits, "in a few years,

I am impressed by the development of manufacturing industry. "In her impression, the manufacturing industry of Southeast Asian countries such as Thailand and Vietnam has sprung up, but there is still a vast difference between the scale and management of Dongguan manufacturing.

However, when she returned to Southeast Asia this year, the pace of development of the manufacturing industry was astonishing and pleasant.

Impatiently, the T U K brand has moved some of its production lines to Vietnam.

Em ily said that the company intends to pilot the way to pfer some production lines first, if it can be run in and develop locally, and when the time is ripe, it will gradually complete the plation of the entire production line from Dongguan to Vietnam.

"Dongguan's production costs continue to improve, and now it's hard to recruit workers. Workers may not come back to work after the holidays. They will also spend a lot of energy and cost in recruiting and training."

In her view, moving to Southeast Asia is a company's strategic reluctantly.

Em ily, which is about to shift production and processing business to Vietnam, believes that although matching is not enough for Dongguan, "but links are tight, scale is good, efficiency is high, employing cost and management cost are relatively low."