How Should Fashion Enterprises Construct The Mode Of Explosive Payment?

"When clothes brand Today, if we want to break through, we must reduce inventory, reduce costs, increase efficiency and respond quickly. Chairman and director of Henderson consulting clothing Fast reverse supply chain executive Chen Jianzhi said. He believes that there are two ways to do this. First, keep on updating, so that consumers will always be fresh, like ZARA can do the new 12 days. The two is to make explosive payments. A brand of mercerized cotton exploded clothing has made 110 thousand orders and earned 120 million yuan. Why can it be done? It also comes from the supply chain system under big data.

Lean Supply Chain

The business process of clothing includes product development, manufacturing, logistics and distribution, as well as direct selling of franchised stores. The extension of manufacturing links is a process. Fabric The whole process of dyeing, finishing, sewing, packaging, labeling, packing and warehousing. In each stage and process, there is a time cost, the longer the time spent and the higher the time cost, the higher the total cost is relative to the whole. Therefore, the lean supply chain is particularly important.

Mao Anbang, director of customer management in Asia Pacific, TBM management consulting group, points out that lean supply chain is nothing more than high quality, low cost and fast delivery time. It is reflected in the whole production environment, and is even safe and efficient, with high efficiency and morale. In lean management, we must also focus on quality, cost and delivery. Lean supply chain also helps to make the production and operation more transparent. Relatively speaking, waste reduction and cost will be reduced.

Mao Anbang believes that lean supply chain has two main aspects, one is JIT, and the other is "constraint theory", which is usually called TOC, that is, from product design and development to the final mass production and purchase, as long as a product causes difficulties in a bottleneck, it will affect the final output. One of the most important concepts in the theory of constraint is bottleneck management. As long as we improve the bottleneck in a certain link, we can optimize the result and constantly break through and improve the bottleneck, so that we can maximize the benefit. Mao Anbang explained.

As far as ZARA is concerned, the brand has built a huge logistics distribution system at headquarters, which is actually modeled on TOYOTA. The headquarters has 20 highly automated dyeing and cutting centers, and also has its own information management system. The production base of ZARA has a 400 thousand square foot distributor library. It can connect information to all stores in the world, including marketing points around the country. Mao Anbang said that relying on quick response, ZARA will deliver products to the store two times a week, especially those that sell well, which partly reduces the actual inventory.

According to the world clothing shoes and hat net, ZARA will classify according to different products. It has two 8 characteristics. First, the finished products will be released within 8 hours; two, the distribution capacity can reach 80 thousand per hour, 1200 employees do the packing and shipping actions, and the distribution is adjusted according to the actual demand. In addition to the European headquarters, it can also achieve rapid response in South America and Asia. Especially in Europe, it can be delivered to stores within 24 hours, and it needs 48 hours in the US, and in Asia, especially in Japan, it can be achieved within 72 hours.

From design to clothing shelves, ZARA can be in the first two weeks, but other general clothing enterprises even go to 3 months to half a year. This also makes the net profit of ZARA achieve nearly two digit growth every year, which is why they are called the fastest growing retailer.

ZARA's experience tells us that low inventory contributes to rapid response in the market, which is just two to three weeks' quick reaction just now. They will clear things up. Their own backlog can account for only 10% of the total inventory, compared with 17% to 20% of other brands.

In addition, Italy brand Benetton also has its own strategy in improving the apparel supply chain, especially the knitting process, from dyeing, cutting, sewing, testing, packaging and distribution. The manufacturing steps of Benetton are tailoring, sewing, dyeing, finishing, testing, packaging and distribution. This can reduce the adjustment process and reduce uncertainties, which is of guiding significance for the knitted sweater industry.

Explosive payment mode

There are three types of fashion: one is the high fashion, the traditional brand enterprise, such as Hermes and Burberry; two is fast fashion; the three is the monomer customization, that is, to meet the personalized needs. But no matter which of them is, the new mode is the best policy. Sun Jun, senior business consultant of Rick company, believes that the new mode of rapid growth is embodied in four aspects: product predictability, that is, to make small batch and multi wave supplement according to the market reaction; to maintain consistency of style and module, that is to maintain the consistency of the brand series mode and to have a keen fashion catching ability in the value chain; to have digital asset precipitation and modular design, such as ZARA, is a brand that is good at using digital assets to precipitate and modularized design; and has a strong supply chain reaction speed.

How do we build such a model? Sun Jun thinks that to achieve rapid and new development, there must be three stages: explosive, explosive and explosive. Explosions are naturally sold well and must be made up in time. In addition, we should also look for opportunities to create explosive funds, and the net red economy is actually the explosive charge. The burst speed is fast. After the Spring Festival Gala this year, the fastest 2 hours of TFboys will be available. For complex explosions, every brand must be reviewed and enough done after the explosion. This is a process of continuous accumulation.

Sun Jun also reminded that the explosive materials should be labelled and digitalized. A fast fashion director, speaking of how to grasp the popular explosions, said: "I have thousands of photos of the great show on my hands, and I label them every time, such as marking the fabric and color characteristics, and then arranging them into a ranking list. If we pick out some elements at the same time on the list, these are definitely the trend of the year. Therefore, through digitalization and quantification, with some good concepts plus technical means, it is possible to predict popular explosions."

Of course, design planning should also be flexible. Sun Jun said to ensure that the new system should be able to seamlessly connect to the original system, ensure brand stability and have their own characteristics. Explosive money must also be acceptable to most consumers. Too personalized, too emotional designer products, will not become a burst. In addition, the explosive payment should be arranged as much as possible with the original plan so as to improve the joint selling rate and the unit price. At the same time, the best way to explode money is to display and shop staff sales training. If the concept of attraction is not even new, it should be changed frequently.

In the link of the burst chain, there should be rapid design. To put it simply, in the rapid design, we should emphasize three steps: modularization, database and platform. The design of ZARA is actually a modular design. The module is stored for easy search and storage. It not only has fabric library, color library, but also forms a platform and three levels, that is, management level, operation level and support level, so as to communicate with each other. " Sun Jun therefore said that the future design work is not the creation of a designer, a computer or a pen, but an orderly, purposeful creation, especially fast fashion, that can be reused by the whole company. During this period, enterprises can also use some technical means to emphasize the simulation of design effect and reduce the cost of early trial and error.

Efficient practitioner

Speaking of the supply chain construction, Li Jinzhu, vice president of cool special intelligence, said proudly that the red collar C2M is a revolutionary change in traditional production and operation. It supports the DIY design of global customers, forms an intelligent R & D system, realizes personalized flexible manufacturing, and achieves a real-time response supply chain system. It is reported that the red collar mode has four core values: first, data-driven large flow production to make personalized products, and make customized products by means of pipelining; second, a thorough solution to the upgrading and transformation of SDE's traditional industries, which is also suitable for all industries; the third is the C2M business ecology of integration of industry and commerce; fourth is the organization system of origin, and the internal organizational structure and management mode of enterprises will not change.

"For customized flexible manufacturing, our orders come from different regions and races. There are different requirements for body shape, style, technology and delivery date. Such complicated and disordered orders can not be realized by artificial organization. Intelligent system can realize flexible matching of different fabrics, specifications and elements on the pipeline, and effectively solve the problems of uncertainty, complexity and diversity caused by customization. It can be seen from our assembly line that every set of garments is different, but we can deliver the goods within seven days. Through the automation of data flow, the resources of all elements are optimized and the best efficiency is implemented, and the personalized products are produced by the mode of pipeline production. Li Jinzhu said.

The real-time response supply chain system under the red collar mode, real-time response to the data of consumer demand, drives the rapid integration of internal resources, and puts consumers, producers, suppliers and service providers on the same platform. Li Jinzhu said, "we have 1 million 200 thousand orders per year, 200 thousand categories of raw materials, nearly 3000 express daily, this is the set of systems. The whole factory is like a big 3D printer. After personalized customer data input, a group of customer data completes all customization, service process, and realizes the human-machine integration organic interaction. According to him, at present, cool special intelligence is being coaching and reforming enterprises. There are more than 20 industries and more than 60 enterprises, including clothing, shoes and hats (men's wear, women's wear, fashion, sweaters, jeans, Qipao, etc.).

The supply chain is also inseparable from high technology. Chen Lijun, founder and CEO of Polytron Technologies Inc, an innovation and love house in Beijing, said: "we now provide one-stop system solutions for garment enterprises, such as helping enterprises to develop intelligent solutions. Through big data, we can help build the server APP well, and the content will be built directly. Graphene material has also been made into a standardized module. As long as it can be used in clothes, it can be used in the cervical vertebra and the large vertebrae acupoint. After a week, it can finish the proofing quickly. It is very cold in the north. There is a pressure sensor on the tablecloth, which can keep the dishes at room temperature. Besides, it also has a series of protective clothing, underwear series and so on. At present, AI Shang family has also become a new high-tech company with three new boards.

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