The Construction Process Of The Flexible Supply Chain In The Pformation Of Han Du Yi She

According to the world clothing shoes and hats net, tradition

Because of the long product development cycle, enterprises usually carry out the mode of off-season production, produce winter clothing in summer, and produce summer clothing in winter, resulting in enterprises' slow response to the market, which is very easy to cause inventory backlog due to the change of market demand.

In view of this problem,

In line with the sales characteristics of the "single product whole process operation system", a flexible supply chain system with the core of "small quantity and quick return" is established. When ordering the manufacturer, it adopts multi style, small batch and multiple batches so as to make quick response.

Respond to avoid high inventory risk.

In order to reduce risks, the original amount of money set up by the Korean group is set at 20 thousand to 50 thousand yuan. The amount of use next month is 70% of the sales this month. The inventory backlog will be borne by the group. Therefore, the product group will set the order quantity of the new product to 30% of the plan volume, generally 200 to 300, and the order quantity of the single product with higher price is 20 to 50.

At the same time, Han Du Yi house has set up a systematic data model. Every new product will be divided into four categories: "explosion", "boom", "flat" and "stagnation" 15 days after the new product is put on shelves.

The amount of explosion and money can be returned to the general market, usually about a few thousand, while flat and delayed payments must be immediately discounted at peak sales time.

The product team determines the next order of production according to the corresponding indicators.

Generally speaking, summer clothing sales are the highest in a year. About 40% of Korean products in summer products can be returned, but 2 to 3, and 7 to 8.

In order to ensure efficiency, the Korean supplier has to adapt to the "quick response" flexible supply chain mode, and has established a supplier classification dynamic management system, including supplier admittance mechanism, supplier performance evaluation and incentive mechanism, supplier grading certification mechanism, supplier upgrading and downgrading mechanism and order adjustment mechanism in supplier level.

From the supplier selection, grading, cooperation mode, performance evaluation, order incentive and exit and other aspects of strict dynamic management.

In terms of supplier access, the supplier management team, the relevant business departments, the quality control management team will go to the production suppliers to conduct field visits and field scoring, with a focus on evaluating the credit rating, production capacity, operation status and quality management of the manufacturer.

After examination, the manufacturer can become the official supplier of Han Du Yi house after the trial is passed.

In terms of cooperation mode, in order to ensure the flexibility of order allocation, suppliers should attach great importance to the Korean customers, and do not rely entirely on the Korean clothing house. The South Korean clothing house usually adopts a half package mode, that is, only 50% to 60% factory lines are packed.

For the expansion of production capacity and production line of excellent production suppliers, the Korean clothing shed will add additional production lines to maintain half the capacity of the suppliers.

In terms of supplier performance measurement and incentive, Han Du Yi house divides supplier dynamics into 5A level strategic suppliers, 4A level core suppliers, 3A level excellent suppliers, 2A level cooperation suppliers and A-level new suppliers based on quarterly evaluation results, and adopts different incentives.

For example, for a new supplier of Grade A, Han Du Yi house will assess the three assessment data of its cooperation scale, pass rate and completion rate, and then further score according to the subjective judgement of whether communication is fluent and whether the idea is consistent.

If the score is higher, it will be upgraded to 2A level cooperation supplier.

In terms of exit mechanism, suppliers will be given penalties for suspending cooperation, reducing orders or even stopping cooperation if they decline for two consecutive quarters or two times below the required standard.

Flexible supply chain system flexibly deploy marketing plan, product planning and supplier production, so that enterprises can cooperate effectively with suppliers, suppliers have sufficient time and capacity, according to the plan of Korean home clothing project to complete production tasks in time.

Taking summer wear as an example, the order of traditional clothing brands will normally be held from 10 to November. After the ordering, the styles of traditional clothing brands have been determined.

From December to February of next year, when all garments were produced, they began to sell at the beginning of March, and in the 6 to July, the unsold stocks began to clear up and sell.

As a result, the annual order of October will largely determine the profit and loss of traditional clothing brands.

Han dresses also determines the first batch of summer wear styles from 10 to November each year, and it will be produced in December and February next year. The number of production is 30% to 40% of the estimated sales volume.

The proportion of production quantity is determined according to the return capacity of the supply chain.

The first batch of goods began to sell in March 1st.

In March, when the goods were on the shelves, the backstage system of the company began to make statistical data. Every 10 days a cycle would carry out the rankings of "explosion", "boom", "flat" and "stagnation", for example, the 100 models, and the internal system will come out in March 10th, and report the ranking of the products. The data model is concerned, the core index is the conversion rate, the top ranking is the explosive payment, and the ranking is the unsalable.

After the report is released, the explosive money can be reissued, and it will be reproduced immediately; if it is unsalable, it can be discounted immediately.

The peak season for summer wear sales is from 4 to June. Once sold badly, it will sell quickly when the market demand rises.

The traditional factory summer wear has been finished in February, and autumn production is usually started in April.

But the supply chain of Korea's clothing house has been producing summer wear until May.

The well sold explosive money is still being returned, and the new one will continue to produce, but the less the quantity it will produce later.

Because by the end of the season, it will not return to May. It will be 7 to 10 days for a single cycle. In June, it will also be cleared in summer.

Online and offline different modes, so that the electricity supplier presents a unique advantage.

The traditional brand is up to two thousand or three thousand a year, and the Korean clothing house sells about 30 thousand lines every year. The former product takes more than 3 months from the design to the rack, and the Korean clothing house only needs 30 days; the traditional enterprises sell out at 50% to 60%, and the Korean clothing house can reach 95%.

The flexible supply chain management of Korean clothing is a dynamic process.

In 2016, the company went on line with 30 thousand new models, and dozens of new models were sold every day.

In 2016, the sales of garments were over 95%.

This figure is difficult to achieve in traditional clothing brands.

As the incubator of fashion brand, the attraction of Korea's clothes house is reflected in the invisible system capability.

These capabilities include flexible integration capabilities of the industry chain, IT integration capabilities, storage customer service capabilities and so on.

Compared with the traditional clothing brands, the biggest difference between the Korean brand and the Internet brand is inventory, and the key competitiveness is the big data application.

Building process of flexible supply chain

In the early days of Han Du she's building, it was difficult to build a supply chain.

The demand of the Internet brand to the supply chain is based on user needs.

Therefore, the product of Han Du Yi house is characterized by more money and less quantity, and its products, whether in style or style, have enough width.

The processing industry of garment industry is designed to meet mass production, and its profit generating mode conflicts with Internet brand.

This conflict is manifested in: first, the order quantity is small, the efficiency is low; two, the fabric and accessories can not meet the order quantity, and the procurement cost is high.

Han Du Yi house has been working with factories since 2010. However, the characteristics of orders in a small quantity, lots of batches and quick return orders during the season made Shandong local factories and even domestic factories unpopular. They were more accustomed to foreign orders with long delivery periods and large volumes.

In order to solve this conflict, there are two ways to solve the problem. First, we should choose small and small processing plants to cooperate with each other, and the two is to buy Fabrics and accessories in batches to reduce costs.

Obviously, the premise of such a solution is that the company needs to pay a lot of manpower and resources to control.

The real change to the Korean market is the change of the environment.

In 2012, great changes took place in the clothing market.

With the increase of labor costs and fabric accessories costs, bulk foreign trade orders have shifted to Southeast Asia, South Asia and North Africa.

Domestic garment processing industry has been overcapacity, and some garment manufacturers have been living pressure.

At this time, the Korean clothing house already has enough weight, and has a stronger chance to grasp.

The number of orders per order is still very small, but the company has many such orders, the total volume is not small.

For example, in the past 2016, the company had only 600 garments on average, but the company had 30 thousand orders, producing 18 million garments.

Such orders can naturally arouse the interest of excellent suppliers, and there is a possibility of deep cooperation.

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When it comes to specific cooperation with suppliers, Han Du Yi house will inevitably face the following questions: how can a company choose suppliers according to the standards such as fabric, design style and delivery time? How to ensure that a large number of suppliers can produce in time according to the needs of the company when they cooperate with suppliers? If the supplier fails to supply the goods in time, how can the company ensure timely meeting the needs of consumers?

Accurate big data management

Unlike the supply chain of traditional enterprises, the flexible supply chain of South Korea's clothing house has accurate big data management.

The difference between the traditional brand supply chain and the Internet supply chain is that the latter has accurate and efficient big data management.

Han Du Yi house, driven by big data, is guided by the C2B operation mode driven by "explosion", "Wang", "Ping" and "stagnation" algorithm to guide product integration research and development. Through the HSCM (Han Du house supply chain system), the fabric accessories are identified, and the end to end orders are allocated through the HSRM (Korean clothing supplier collaboration system). The new rhythm is determined through the HOMS (Korean clothes house order processing system), and the return is determined through the HWNS (Han Du house warehouse management system).

The whole process can be attributed to the computation of large data resources.

The supply chain construction of Han Du Yi house can be traced back to 2009. Before the implementation of the flexible supply chain pformation, its development can be divided into three stages to preheat the pformation.

The first stage, from 2009 to 2010, is to continuously develop suppliers in order to meet the basic sales demand, and is in the stage of building a basic supplier team.

The second stage, from 2010 to 2011, was the creation of a supplier team and began to train suppliers' ideas.

Through the advantages of the Internet brand, the demand for fixed production can be used to pull the supply chain back quickly.

In the third stage, from 2011 to 2013, products are placed on the table for the king, and the establishment of any tactics cannot be sacrificed at the expense of quality.

Four dimensions of flexible supply chain pformation

Since 2013, Han Du Yi house has built four dimensions of flexible supply chain pformation plan, and progressively.

First, take the big data collection, analysis and application as the core, take the company IT as the backing, improve software research and development and basic hardware facilities, SCM, CRM and BI systems are launched on-line, and synchronize suppliers.

Enhance the accuracy and timeliness of management.

Second, establish the supply chain layout strategy of "high-quality resource origin and category specialization".

Third, joint production with original suppliers, modularized the resource allocation of the production process, and reorganized the organizational structure of the garment processing industry.

Fourth, expand the service extension of flexible supply chain.

In 2015, "double 11" and 7 years of flexible supply chain were officially opened.

The "IOSSP", which is the core of the product group, is a successful case of the enterprise using the Internet to improve the operation efficiency.

In 2016, the revenue of South Korea's clothing house was 1 billion 430 million yuan, and the gross interest rate was 45.32%.

Self employed website sales revenue of 5 million yuan, third square platform sales revenue and other income amounted to 1 billion 425 million yuan.

The success of Han Du Yi house is inseparable from the development environment of the garment industry. It is also inseparable from the strategic vision and business model innovation of the founding team, and can not be separated from its genes as a Internet Co.

The product group management mode of Han Du Yi house is an important measure to stimulate the vitality of the company, and also a major innovation of the company's organizational structure.

The C2B operation mode driven by "explosion", "Wang", "Ping" and "stagnation" is a quick response to market changes and reduce inventory risk on the basis of digital business intelligence.

In addition, as a Internet Co, Han Du Yi house believes that digital business intelligence is the main driving factor for the rapid development of the company.

Since the early days of its establishment, Han Du Yi began to build its own business intelligence system. Over the past ten years, it has invested manpower and material resources in the research and development of business intelligence.

At present, business intelligence integrated system, order processing system, warehousing management system, logistics management system, planning and operation system, supply chain system, supplier collaboration system and activity management system have been established.

The operation of the company is driven by digital business intelligence, so as to achieve efficient and coordinated operation.

Digital business intelligence is the killer of Korean clothes house which is different from the traditional clothing brand and the competitiveness of other brands.

The core competitiveness of garment enterprises is often based on a strong supply chain system. The supply chain of garment enterprises includes supplier management, surface accessories procurement, quality management, manufacturing, sales logistics and information construction. In order to obtain a strong core competitiveness, it is necessary to meet the personalized needs such as quick response and a variety of small quantities, while having a strong product quality and cost control capability.

Through the analysis of big data, we get consumers' preferences and achieve the fragmentation of centralized production of small orders through the Internet, so as to realize the flexibility of supply chain so as to achieve the control of cost.

A professional research team believes that for B facing enterprises, if we want to integrate upstream supply chain resources, we also need to consider how to effectively utilize external advantageous factors to serve closely for supplier relationship. At the same time, in the process of traditional enterprise pformation, we need to make bold use of Internet information technology to develop, introduce and upgrade the information processing system suitable for its own operation.

The application of information processing system can better improve the efficiency of internal and external coordination, and react quickly to market changes, thereby enhancing its competitiveness.

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