What Should Nike ADI Do In The Supply Chain To Do The Domestic Sports Brand In The Supply Chain?

Recently, there is news that Adidas (Adidas) has been expecting 3D print shoes AlphaEDGE 4D has been sold out in China.

It is reported that this is a preheating of Adidas's 3D printing shoes.

The shoes were officially put on sale in November 17, 2018 at a price of 300 US dollars, and the domestic sale price was 2499 yuan, the global limit was 100 thousand pairs, and the Chinese market only got 10 thousand pairs.

It is worth mentioning that, as early as April 2016, Silicon Valley 3D printing company Carbon talked with Adidas about the application of the technology, but it took only a year from cooperative research and development to global sale, which is a breakthrough.

As a competitor, Nike (Nike) is also afraid to relax in its R & D, and its subversive technology Flyknit has attracted much attention since its launch.

It is worth mentioning that its last spring launched the Nike React, which started 3 years ago.

It is undeniable that as the popularity of sports shoes market accelerates, the speed of R & D of sports brands will gradually accelerate in order to adapt to market changes.

International sports brands increase supply chain investment

In April 2018, Adidas's second fully automated robot speed plant (SpeedFactory) officially opened.

The factory is located in Atlanta, USA, occupying about 6874 square meters, employing only about 150 employees.

Its first speed factory was built in 2015 in Bach, Germany, and the first product line was launched in October 2017.

Adidas's goal is to make the total annual output of two plants reach 1 million pairs by 2020.

In fact, as early as 2013, Nike developed a 3D print sports shoes called steam laser claw (VaporLaserTalon).

In April 2018, Nike launched the new ZoomVaporflyElite sports shoes, using FlyPrint shoe upper for the first time to apply 3D printing fabric technology to functional sports shoes.

For sports brand, 3D printing is not only a product label, but also a reconstruction of production mode.

Nike's public data show that the overall design of Flyprint is 16 times faster than previous production methods.

JamesCarnes, vice president of Adidas brand strategy, said that the new 3D technology allows Adidas to make products locally and shorten the pportation time, while substantially reducing the cost, because we do not need to produce a complete mold.

In recent years, fast fashion brands have entered the field of sports shoes and clothing. In addition to fighting for customers, the fast response supply chain system has brought a lot of pressure to sports brands.

According to the Wall Street journal, Morgan Stanley predicts that by 2023, nearly 20% of Nike shoe and Adidas products will be pferred to factories with higher automation to ensure efficiency and speedy delivery, and that they are more suitable for customization than traditional factories.

It is noteworthy that while the two giants of Nike and Adidas are increasing their investment in supply chain, more and more brands are now joining the wave of supply chain pformation.

A company worthy of attention is Amazon.

In August 2018, Amazon's AmazonFashionEurope launched its own sports brand Aurique. Amazon's Aurique series is designed for fashion, high quality, comfort and high performance. It is suitable for consumers to go shopping and fitness.

As early as in April 2017, Amazon had applied for personal customization patent, and then began to build customized garment factory with on-demand customization.

Its patent system contains textile 3D printing machines, cutting machines, assembly lines and cameras. As long as consumers place orders for Amazon, robots begin to weave clothes, reconfirm, package and ship.

Coincidentally, in August 2018, NetEase, also an e-commerce giant and a self owned brand, launched the flagship light sports brand Yessing.

Like Amazon's new brand, Yessing also aims at sports and leisure market.

In terms of selling prices, they also take the people's route.

The concept of domestic sports brand supply chain is weak.

Relevant experts of the China Apparel Association Industry Department told the China Daily News that the current sports brands are racking their brains and using different ways to cater for and satisfy consumers' changing shopping needs and ways of enjoyment.

"Because of the complexity of the retail market environment, enterprises are facing difficulties in the process of product development.

For example, it takes 10 to 16 months for a brand to envisage in advance and to enter a store, and this cycle is too long for rapidly changing consumer demand.

He said.

At present, customization of commodities has become a major trend in the retail market. This requires rapid response and production, but it also brings challenges to the supply chain of enterprises.

The China Commercial Daily reporter has learned that Anta, a famous sports brand, has set up a supply chain group for customization business, including marketing, sales, design, production and so on, forming a more complete system to ensure that every consumer's customized product can receive goods in the shortest time.

Lining, another famous sports brand in China, has shifted from the wholesale mode to the lean production mode of "small batch, multi frequency and short cycle", which provides green channels for quick response and quick replenishment orders to improve the flexibility of the supply chain.

In addition, Lining built an industrial park in Jingmen, Hubei, hoping to establish a logistics center that can radiate the whole country and respond efficiently and quickly in the central region.

However, the respondents admitted that most of the sports brands in China are still in the weak stage of supply chain, and most enterprises do not understand the concept of supply chain.

He said that the supply chain is based on the overall efficiency of the value chain, designing a complete workflow, breaking the fragmentation of the various departments of the enterprise, and sharing the demand and supply dynamics.

At present, the marketing, planning, manufacturing, logistics and purchasing departments of enterprises are relatively independent and isolated from each other. In the process of synergy, conflicts of interests will inevitably occur among departments.

Take the product department and the procurement department as an example, the product department will make procurement plans from the important customers and specific needs, and the purchasing department will consider purchasing the materials from the perspective of the overall budget control, so that the product oriented and customer oriented different plans will produce differences.

In addition, the respondents believe that the members of the supply chain need to strengthen cooperation, share information and trust each other.

The relationship between enterprises is no longer a hostile relationship between winning and losing, but a "win-win" cooperation and strategic alliance.