Youngor Dances in Industry "Supply Chain Competition"

A notable trend is that the individual-to-individual competition of Chinese apparel brands has given way to competition between the industry chain and the industry chain. Around the “system competition”, including product production, design, research and development, sales, logistics and distribution, information management, and channel construction, the division and collaboration of specialized division of labor has brought the collective competition of Chinese textile and apparel brands to a new level. High position.

System Competition Value in the Chain Age

In the global economy of China's textile and garment enterprises, an emerging consensus is that the “individual competitive era” of singles has come to an end, and “systemic competition” between supply chains has become a Chinese textile and apparel company. Another question in front of you.

This is due to the fact that although the advantages of labor costs in China's coastal areas are weakening, some well-known multinational procurement companies are still “continuing to add orders” in coastal areas. One big reason is that coastal areas still have "technical capabilities". The technical ability can determine a supplier's quality, delivery time, price, and other major factors. These factors are precisely the preconditions for them to find supply chain partners.

This idea is forming a force. If we base ourselves on the context of China's domestic sales market, we can also find that the awareness of "supply chain competition" among Chinese local apparel brand companies is also continuously strengthened.

"Future competition will be the competition of the whole supply chain." Chairman of the Youngor Group, Li Rucheng, is the helmsman of the apparel industry who earlier advocated the concept of "supply chain competition". He has been implementing "integrated value chain management" and "integrated brand marketing". Concept. The upstream and downstream industrial chains that Youngor currently owns, including fabrics, production, and sales terminals, have indeed become the “foundation” of which they are proud. In the collaborative network of this industry chain, Youngor's own suppliers, manufacturers, distributors and customers can dynamically share information and collaborate closely to form a flexible, continuous management, and develop towards common goals and reach the industrial chain. Maximize value.

Since the establishment of the multi-brand strategy three months ago, Youngor has rapidly established a small vertical industry chain between brand studios and fabric suppliers, manufacturing companies, and commodity logistics departments, relying on its industrial chain to start group operations. Youngor Japan Textile, Wool Spinning and Dressing Factory, Shirt Factory, Fashion Company, Knitting Factory, etc. have drawn R&D personnel and set up a technical department that is connected with the brand and cooperates with the work of each brand studio to strive for faster and better Meet the various brands of garment design and production requirements.

Revolving around "consumer demand"

Recently, Jiang Hengjie, executive vice president of the China Garment Association, put forward this proposal at the annual meeting of the China Garment Association Professional Committee for Men's Wear, Women's Wear, Children's Wear, and Garment Accessories: “In the value orientation of market demand, industrial change The pace of development will become more firm. Under demand-oriented conditions, a truly viable industrial economy can be formed. Enterprises must have sufficient knowledge of consumer entities."

Sun Ruizhe, vice president of the China National Textile and Apparel Association, also believes that the “industrial head” that used to be purely inclined to industrial technology and production has changed. In the era of supply chain competition, brand owners and manufacturers should be more inclined to cost control, focus on the actual needs of consumers, open up the circulation, in order to pursue the conversion of products to the final consumer goods. According to Sun Ruizhe, “demand-oriented” is becoming the core value guide that runs through the supply chain system. Only the accurate consumption of pulse needs can make industrial resources work in the right direction.

It can be seen that in the era when more and more competitors and consumer resources are becoming more precious, the actual needs of consumers constitute a reference system for the “revolution” of corporate supply chains.

The appearance of Youngor's “P” series not only led the new trend of shirts, but also filled the gap in domestic garment-free ironing technology and won many honors such as “National New Products” and “National Key New Products”. “In recent years, consumer demand has changed more and more quickly, and it has become increasingly personalized. Our work cannot of course stop. We will also develop DP series products such as TNDP, VNDP, and functionality according to the needs of the market. DP easy net products, hygroscopic and quick-drying products, etc. and will use the unique industrial chain advantages to develop 120, 150 DP shirts with the high-quality high-yarn yarns of Youngor Japan Spinning Co., Ltd., in the finished product, feel and wearing comfort. There will definitely be higher improvements.” Xu Yayan also proudly disclosed that the garment company has recently performed some DP processing on some hemp fabrics and has made some ready-to-wear garments. Once the technology is mature, it will launch a brand new Han. Hemp DP shirt.

It is worth mentioning that, in the sales terminal, Youngor's research and analysis of consumer demand has also become more active. Many branch companies have begun to "expell" managers and staff from the office to get in touch with consumers from zero distances and gradually become a way of working. The winter of 2009 was particularly early. The vast northeastern land was cold and cold. Changchun regional director Hu Haibo drove more than two hours early in the morning to arrive at a remote specialty store in Changchun. His purpose was to stop at the store. Listen to what consumers feel about the product. Perhaps at the same time in Shenzhen, Li Chunbao, the regional director of the South Company, is shuttled to the big men's specialty stores, trying out the latest clothes and looking for the distance between Youngor's products and theirs. It will take a long time for supervisors to feedback the collected consumer opinions or trend information to the company's design department in order to improve and improve Youngor's products.

Rapid response "law of efficiency"

As a leader in the Chinese apparel industry, Youngor recently established a multi-brand studio system, trying to change the previous development process and build a brand taxi rapid response system.

The first appearance of GY in Suzhou on August 28, 2009 gave the best illustration of this “law of efficiency”. After a period of sales in several stores, GY found that product styles were more popular, shopping malls were more agreeable, and many customers tried on them. However, the size of the products was too small. Immediately after the escape, a quick response was made. On the one hand, it contacted Youngor's own production base shirt factory, added some large-size shirts, and some sweaters and knit products immediately contacted external processing manufacturers to increase the size. On the other hand, the salesperson records the contact information of the customer, and the improved product is contacted in time after being in the cabinet. After a short period of one month, GY's new cabinets on National Day have been adjusted to specifications and layouts, and have been recognized by the market to meet the needs of consumers.

The GY brand room responsible for Shenyang said that with the establishment of the five major brand studios of Youngor and the introduction of MD product planning, their work has also been adjusted accordingly. Prior to the operation of the product planning, the focus is on the collection and integration of new trends and determination. The determination of new trends in popular colors, styles, fabrics, etc. in one season has only a preliminary setting for the number of developments. After MD, the product's upper cargo band is subdivided into a series of single products by combining the product's mix and match. At the same time, it analyzes the sales of goods and analyzes it from all angles and regions, and the number of specific products in each band. The statistical work is determined after the actual development is completed, combined with sales, and completed before the order is placed. This avoids the blindness of merchandise delivery, and enables rapid response to the next season's products.