The New Competition Will Eventually Return To The Supply Chain.

In the first half of 2017, the retail industry entered the stage of wind speed development. The emergence of new things such as convenience stores, boxes and horses had brought new directions to the retail industry.

However, these dazzling "new models" and "new species" have been messing with businessmen. It is imperative to return to commodity management and create strong ones.

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Warming the real economy, the collective anxiety of the retail industry

According to the Ministry of commerce data, China's sales in the second quarter increased by 4.7% compared with the same period last year, and the total business profits and profits of retail businesses increased by 7.8 and 14.3 percentage points respectively over the same period last year.

Physical activity generally improved, sales of specialty stores, professional stores, supermarkets, large supermarkets and department stores increased by 8.8%, 5.7%, 3.6%, 3.4%, 1.2%, respectively, and the growth rate increased by 9, 5.1, 2.7, 2.6 and 1.1 percentage points respectively.

Development has shown a good momentum, sales growth has been accelerated and business efficiency has been improved.

While the real economy is improving, new models such as super species, box horse life and other new models, such as unattended shopping, are emerging. Retail industry is in a state of contention.

However, the problems can be found by careful inventory. After the birth of box horses and super species, similar new species emerge one after another.

However, these business models often remain at the conceptual level, lack of verification of operational data, and their business logic is only driven by technology, and the convenience stores that are being sought after are also facing the same problem.

As we all know, technology update is very fast, so it has not risen to the level of commodity and supply chain, and the technology driven business mode has been subverted quickly.

If retailers want to stand firm, they must build up competitiveness based on commodity and supply chain, and the future competition will be the competition of supply chain.

Three major brands provide deep inspiration for retail enterprises to build supply chains.

Since the core of the future retail competition is supply chain, how do retailers build their own supply chain advantages? What brands are worth learning?

KM: +SPA supply chain mode with required production

The popularity of fast fashion men's clothing depends largely on the popularity of KM.

In China, the first KM with a sense of design, fashion, youth and cost performance has been rising rapidly in the domestic men's wear market for a short span of two years, and has been steadily and steadily rising with its steady operational strength. It has become a popular brand among young men. This undoubtedly confirms the subversive value of its model, and the +SPA supply chain mode with demand is a successful KM code.

It is understood that KM in order to accurately grasp the needs of consumers, use big data and new media means to integrate and predict consumer demand, and then invest in the supply chain of the back end. This is a business mode with user demand as the core, which is different from the traditional product centered business model.

At the same time, KM controls the entire supply chain from product design to R & D production, that is, the SPA retail mode of the entire supply chain.

SPA mode is the advanced stage of retailing development, also known as the manufacturing retail mode. It is an integrated business mode involving the whole process of product design, planning, production, logistics and sales.

After mastering consumption demand, KM uses SPA mode to coordinate the relationship between itself and suppliers and sales terminals, so as to achieve efficient supply chain management. Three

Reduce the intermediate links of the supply chain in production, maintain direct contact with suppliers and fabric suppliers, keep close contact with each other, and reduce production costs as much as possible. At the same time, the sales level should be cut down and the factory products will be delivered to the customers directly.

The SPA mode realizes the clustering of industries, ensures the speed of goods loading, and enables KM to provide consumers with many products that meet the needs.

Millet: hunger marketing + fast supply chain response

In China's mobile phone market with high quality, the Internet brand millet can rise rapidly in just a few years, and it has nothing to do with its innovative supply chain mode. It has become one of the ten innovative models in recent years.

In this era of fans' Internet economy, the social media that millet relies on is the route of e-commerce, playing hunger marketing, selling not only goods but also value-added services and derivatives.

The innovative supply chain mode of Xiaomi is actually the hunger hunger marketing and the fast supply chain response. The hunger marketing is used to pform the traditional selling stock mode into selling F code (a priority for purchasing goods), so the supply chain funds flow is guaranteed.

Products can only be purchased online. Demand intensive drives the whole supply chain of the back end. The supply chain will produce products that meet the needs within 2-3 weeks. This mode can be used to achieve zero inventory for millet.

Millet thinking of the Internet to subvert traditional industry supply chain mode, the traditional mobile phone this heavy asset supply chain organization mode light.

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Haier: pre-sale + flat agile manufacturing

For traditional industries and brands, Haier's supply chain innovation and pformation model is a typical representative made in China.

Haier takes the reverse electricity business mode based on aggregating consumer demand, pre sells +DIY customization, sells products, sells them in the case of zero inventory, conducts efficient supply chain organization, or decides production according to sales decisions in the case of organization completion.

In order to achieve the goal of selling products, Haier adopts the mode of "one person and one win". "People" is the staff. The "single" is the user of the staff. "Win-win" is the value created by the employee for the user and the value he should get.

In this mode, Haier's more than 80 thousand employees have become more than 2000 independent Haier small Haier models, which flatten the original Pyramid model and flatten support to enhance the agility of the supply chain.

At the same time, Haier has 83 warehouses, which only need 5-7 days from production to settlement.

The "new species" and "new mode" on these draught are only floating clouds in the final analysis, which will eventually dissipate. It is better to go back to commodity management and build competitive supply chains than to do their best to study them.