As a major country in the clothing industry, China, driven by the Internet and big data, has undergone a relatively comprehensive digital transformation in the consumption and circulation links, which has further fed back into the supply chain, bringing about stronger demand for “quick response, flexible manufacturing” .
Whether it is Anta, which has firmly established itself as the number one domestic clothing brand, or Li Ning, whose stock price has tripled in a year, or Shenzhou International, a clothing manufacturer whose market value is second only to Anta, Leading players are building their own exclusive supply chains and achieving a high degree of vertical integration.
The personalized needs of consumers are forcing clothing brands to optimize their own new pace, and supply chain reform is imminent.
In an era of rapid change, the ultimate is competitiveness
Unbounded retail, omni-channel, KOL, live broadcast pit fees, commissions… There have been an endless stream of “new” products in recent years. While “noun” is reshaping business logic, it also makes people gradually lose their way. Only when the tide subsided did we realize that the essence of business still revolves around the “people and goods market”. Only by establishing core competitiveness based on one’s own capabilities and resources (such as the commodity supply capabilities of 2B companies) can one remain invincible.
Jiang Xudong, founder of Lijing Software, said: “In the era of consumption upgrading, more dispersed and personalized market demand has made the “bulk supply” model of the clothing supply chain a thing of the past. First of all, , more and more retail companies’ product supply models are shifting from independent design to a combination of “independence + purchasing”, and delivery times are getting shorter and shorter; secondly, all companies are following the C2M “pre-sale + trial sales + quick response” model to quickly organize Producing and returning orders in multiple batches, by optimizing the pace of new product launches, shortening the direct route of products to consumers.”
For 2B apparel companies such as OEM ODM and wholesale, Only by improving the efficiency of its own product supply and establishing “small orders and quick turnaround” capabilities based on digitalization and onlineization can growth be regained.
“Pre-sale + trial sale + quick response” is the supply The future of the chain
For many apparel companies, the supply chain operation is like a black hole. The front-end and back-end supply and demand information does not match, the upstream and downstream information is severely isolated, the product turnover time is long, and the market cannot be adapted to the market in a timely manner. Changes in demand ultimately lead to sales stagnation and inventory backlog.
1. Test marketing + quick response
For the problem of mismatch between front-end and back-end supply and demand information, the effective solution is: get through the The data link from the terminal to the supply chain uses real-time sales data to infer and predict market demand trends, helping brands quickly adjust supply-side planning and production strategies.
For example, the brand launches a batch of new products this season. Each style is first produced in small batches of 100 pieces, and is distributed in small quantities in some stores for testing to see what sizes are available. New products with different colors and styles are more popular in the market.
Based on the real-time product sell-out rate feedback, the headquarters accurately calculated the “slow-selling” models and quickly adjusted the factory’s production plan. The slow-selling models were immediately cut off, while the best-selling models were Then follow up orders quickly to ensure supply. For categories that are popular in the market during the current season, the next wave of planning and development can be added to increase the hit rate of hot products.
2. Pre-sale model
In order to further accelerate product sales and reduce inventory, we can also implement a “pre-sale” model.
The first is the pre-sale of products in progress. Shopping guides can reach consumers online to recommend pre-sale new styles and guide consumers to place orders online. The factory then adjusts its production capacity based on the pre-sales situation, and the final product is shipped directly from the factory to the terminal/consumer. The second is store pre-sales. After all, the products that can be displayed in each store are limited. The store pre-sales method can reduce the loss of orders caused by lack of colors and broken codes in stores, and cooperate with the unlimited display of electronic shelves to obtain more potential orders.
3. Supply chain collaboration
In fact, the Internet has not subverted anything, but only built data connection and collaboration on the original basis. and exact match. All traditional industries are worth redoing using the Internet. This is especially true for the apparel supply chain.
Horizontally connect more fabric manufacturers, designers, processing plants and logistics, quickly organize flexible production, and shorten the path of goods from the supply chain blueprint to consumers. </p
