The Four Interpretation Of China'S Clothing Conference: Integration: The Leap Of Structural Adjustment

　　 vertical Construction of industrial chain

Yida group, founded in 1978, originally wanted to be a high-end cotton clothing company. However, with the increase of orders due to the return of raw materials, the "bucket principle" has made a profound understanding of the restrictive role of clothing upstream and downstream on garment enterprises.

Yida did not want to be controlled by others, and began to expand its upstream and downstream businesses. The production of raw materials began in Xinjiang, where ELS was planted. Do spinning The merger and acquisition of weaving, dyeing and finishing, garment making, garment accessories and retail business increased greatly.

Today, the Yida group, in addition to producing garments, has also produced various high-quality cotton fabrics and accessories. In Xinjiang, a considerable number of cotton fields producing long staple cotton have been established and transported to their production factories for spinning, weaving, dyeing and finishing processes, and sold to all parts of the world.

The operation mode of the vertical production chain ensures that every step of the garment production process can achieve high quality. Because of the excellent cotton quality and the controllable quality of cotton shirts, it has opened up the market quickly in the world, and has many factories in China, Malaysia, Vietnam, Mauritius and Sri Lanka, and also has a strong sales network.

Ruyi group also completed the perfect transition from a textile enterprise to a textile and garment enterprise through mergers and acquisitions. "The core competitiveness of Ruyi group is to rapidly expand itself through the large-scale and large-scale acquisition and acquisition of enterprises, and improving the upstream and downstream chains." Qiu Yafu, chairman of Ruyi group, said that some mature enterprises in the upstream and downstream of the garment industry can make some small and medium-sized enterprises on the shoulders of giants to learn from each other's strengths and achieve rapid growth through mergers and acquisitions.

Whether raw material production, Fabric The upstream and downstream enterprises, such as accessories, or clothing enterprises themselves, have already had many weaker enterprises in the chain of textile and apparel, and they have married "powerful leading enterprises" in the form of "joining shares" or "merging". Leading enterprises are also willing to expand their upstream and downstream businesses and build an efficient and controllable vertical industrial chain.

YOUNGOR's integration of upstream and downstream industrial chains has also caused a great shock in the industry. Through the integration and expansion of upstream industries such as cotton planting, textile, printing and dyeing, and downstream business such as design and retailing, YOUNGOR, which started in 1979 with single garment production and processing, has formed an efficient vertical industrial chain.

"YOUNGOR already has production departments, sales departments and fabric factories, and has set up its own R & D team. Products from R & D, production to listing are under our control and can respond quickly to market changes. " Li Rucheng, chairman of the company, said that the vertical industry chain to YOUNGOR is not only a product advantage, but also a flexible market reaction and more opportunities for international cooperation.

Since 2004, YOUNGOR group has extended its brand clothing to the upstream industries such as cotton planting and textile. With the acquisition of KELLWOOD's core menswear business in Hongkong in 2008, YOUNGOR has gained strong design and development capabilities, international management capabilities and distribution networks throughout the United States, forming one of the largest textile and apparel industry chains in the world.

Li Rucheng said, with its own textile factories, weaving factories, production and processing plants and research institutes, YOUNGOR can put forward specific requirements for the technical indicators of the products: market sales require clothing design, garment design requires processing plants, processing factories require fabric factories, and flour mills require upstream mills. Finally, ensure the strength of the fabric by ensuring the length of the cotton yarn.

"Among the many gaps, the most serious shortcoming is that the upstream and downstream links are not strong enough." Li Lingshen, Deputy Secretary General of the China Textile Industry Association, said that there is still a big gap between China and developed countries in the development of textile and clothing products, but the most important thing is to strengthen the upstream and downstream links so as to achieve an efficient and balanced development and create a "strong garment country".

"Enterprises should have their own core competitiveness and continuous innovation power, and integrate various resources and exert their internal motivation." Chen Dapeng, executive vice president of China Apparel Association, also pointed out that the clothing industry is a large system. Garment enterprises should learn from others' excellent industrial cooperation mode, give full play to their own characteristics and innovation factors, and enhance the strength of garment industry in products, management, design, procurement, upstream, logistics, production, terminals and other aspects, as well as the horizontal and vertical integration strength of the industrial chain, so as to ultimately enhance the value of the whole industry.

In the future, there will be several leading enterprises in the domestic textile and garment industry with relatively perfect industrial chain and relatively high degree of control. The first textile net CEO Wang Qian said that the textile and garment industry should actively study the integration of industrial chain and enhance the cohesion and competitiveness of the industry through the integration of industrial chains.

Regional industrial chain collaboration

In the tide of integration, many enterprises are faced with the choice of "choice" and "choice". However, not all textile and garment enterprises have the strength to build a vertical industrial chain separately.

In fact, most garment enterprises do not possess this strength. The integration of these enterprises is more to optimize the utilization ratio of resources and give full play to the benefits. It needs the upstream and downstream enterprises in the region, and actively cooperate with each other to achieve win-win development.

"The level of design and technology of Chinese textile and garment enterprises is not high enough, and there is no effective cooperation mechanism." Lei Shiwei, the International Silk Association, said that although China produces about 80% of the world's silk fabrics, many of the latest and most advanced fabrics are from European enterprises. Because of the lack of innovation in the development of fabric technology, China has to spend billions of dollars every year to import high-grade fabrics from Europe and Japan.

Lei Shiwei's words contained endless regrets. Visible, fabric enterprises and other clothing upstream and downstream enterprises are also willing to strengthen the research and development efforts, but feel that the market risk is too large, there are scruples about R & D investment.

Experts pointed out that while encouraging upstream and downstream enterprises such as existing fabrics to strengthen R & D investment, increase technological innovation and carry out intensive processing, they should also actively guide and urge garment enterprises to speed up integration with upstream and downstream enterprises such as raw materials production and matching, and establish stable contractual relations so as to form a new pattern of sharing interests.

"Creating value chains is not simply mechanical additivity, systematic and pragmatic." Chen Dapeng said that cultivating, integrating and upgrading the industrial chain is a systematic project, which requires long-term practice to develop a practical and effective operation mode suitable for China's garment industry.

Shishi textile and garment industry is the leader in building up the upstream and downstream industry chain of garment industry. It has formed a complete textile and garment industry chain with the core of garment processing and production. Shishi textile and apparel industry chain is complete, product categories are quite complete, covering raw materials, spinning, weaving, dyeing and finishing, accessories, design, printing, clothing, production equipment, brand promotion, logistics and distribution and marketing, and other links, at the same time, in the industry chain between the various categories and gradually achieve positive interaction, close collaboration.

This highly efficient and coordinated industrial chain has optimized the layout of the garment industry in the local and surrounding areas, reduced the comprehensive cost of procurement, production and marketing, so that the overall competitiveness of Shishi textile and garment industry has been greatly improved, and the effective development of industrial clusters has been achieved.

The interaction between the upstream and downstream of the textile and garment industry chain should give full play to the advantages of all links and get the effect of 1 + 1 > 2 in the dynamic optimization combination so as to grasp the innovative value and seize the new market initiative. Wang Tiankai, vice president of China Textile Industry Association, said that garment enterprises should give full play to the advantages of industrial chain collaboration.

It is in the cluster mode, through regional industrial chain synergy, to strengthen the efficiency of circulation among enterprises, enterprises and customers, and market, and promote the development of logistics, e-commerce and other supporting services. Under the call of "integration" banner in garment industry, more and more "stone lions" have risen.

Under the impact of the integration tide, Chinese garment enterprises will usher in a new Phoenix Nirvana and realize the great leap forward development of the industry.