Xia Guoxin: Supply Chain Management In Clothing Industry

Entering the twenty-first Century, design and products have become the basic elements of the success of enterprises. How to stand out among many brands, supply chain management has become an important factor. Supply chain management has become the core value of many enterprises. Let's listen to the personal experience of Shenzhen Ellassay Apparel Industrial Co chairman Xia Guoxin about supply chain management.

For single brand, supply chain management with diversified product lines is a challenge.

How can we guarantee the quality of products in different fields? This is a very important topic. If we are to produce in our own field, purchase it ourselves, and then guarantee the high quality, obviously, the difficulty is very, very large, so this is a challenge.

The second challenge is that today's consumers are changing very rapidly, and the demand is diversified. How to ensure accurate prediction is very difficult.

If we want to accurately predict the production, this risk is very great.

Therefore, enterprises should shift from prediction to rapid response.

Faced with so many product lines, so many varieties and so many, how can we quickly satisfy customers? Mass production can not satisfy customers. It is a new challenge to satisfy customers through rapid production.

Our company's supply chain management idea is from the ordering mode to the buffet mode.

Through the early stage of small batch production, and then do a lot of late production preparation, but not to produce it.

In this way, it can replenish goods quickly, and at the same time, it can not cause a large number of stocks. This needs to be re designed from product design to the management of the entire supply chain.

If a company can truly manage the buffet management, it must integrate the entire supplier and the supply chain from top to bottom, and this integration is not entirely made for itself. It is more important to establish a strategic cooperative relationship with the supplier and have a global vision.

Which company and which supplier do the best quality and speed at the same time, establish a strategic partnership with him.

He can help to store raw materials, lock in time, and promise to supply.

This is a two-way cooperation, risk sharing and benefit sharing strategic partnership.

Size is not the best thing. What we pursue is efficiency.

Because, in fact, there are many, many problems that emerge in an endless stream of clothing.

Supply chain management, we also hope that his size is the most appropriate.

But the most appropriate scale is to get the global sourcing chain, which is conflict, but it can also be coordinated.

We have a worldwide procurement network, and have a strong design team. There are many foreign designers in our team, a supply chain management, from product provision to service delivery, from procurement to garments, fashion accessories, and related furniture supplies.

Through the optimization of the industrial chain and the improvement of the organization, the leading industries of the company are more prominent, the resources allocation is more reasonable, and the operation of various industries is more flexible. The company has formed a cluster of industries dominated by combed yarn, high-grade dyed fabric, high-grade dyed fabrics and high-grade shirts.

And become a high-end supplier of famous international brands such as Armani, all of which are inseparable from the perfect industrial chain structure of the company.

So we are talking about product design and industrialization.

After ten years of walking down to the department store today, the differentiation of products is getting smaller and smaller.

The new competitiveness should come from the new supply chain. The rapid upgrading of the supply chain is a new competitive power. When the speed is up, new value can be generated.