What Will Men's Clothes Do When They Encounter Bottlenecks?

In the mind of Ruan Songhua, chief information officer of Fujian talent group, there has been such a "big picture": if you want to, the boss can see the purchase of every inch of raw materials in his office, the production and sale of every garment, the sales situation of every store and the distribution of each batch of garments.

In order to achieve the goal, starting from Jin Po Po, CIO, the first generation of garment industry in China, has been struggling for 10 years in the clothing industry. At last, this year, he will see a gratifying scene -- the talent company will integrate into the "winter orders" meeting in April this year, and integrate all the business processes from purchasing to manufacturing for the first time.

Encounter bottlenecks

Generally speaking, clothing enterprises are essentially based on the business operation of the product season, specifically, with the season as the main line, driven by the planning system, and implemented by the conference system. Seasonal rhythm drives the change of supply chain, which is undoubtedly challenging for management.

In particular, the cross listing of several seasonal products and the overlapping of several links, from the current situation, can easily lead to various problems: the internal work is chaotic, the overall coordination operation ability of the enterprises is weakened, and the collaboration ability between the upstream and downstream departments of the supply chain is poor.

Fabric procurement is a prominent epitome of the clothing industry's bottleneck. Ruan Songhua still remembers the past. In the past, when purchasing, planning and conference system management were backward, the "supplement" was often unable to purchase fabrics. "Although customers can get timely feedback on their bestsellers, production can also be arranged, and accessories can also be changed, but purchasing without this fabric is the most distressing, but it is also a common problem in the clothing industry".

From the bitter experience, Ruan Songhua realized that to solve this problem, we must make every link of the supply chain complement each other, combine the four links of clothing design, production and processing, logistics distribution and store sales, and achieve fast speed in garment processing, production, sales and service. In short, it is the integration of information flow, logistics, capital flow and value flow in the supply chain.

Connection strategy

Ruan Songhua believes that fundamentally, the IT strategy must proceed from the overall development strategy of the enterprise and start from the overall perspective and the business process. In fact, it was in the 2004 when he came to the gifted scholar that the internal management mode of the gifted fellow was also undergoing a radical transformation.

In 2004, gifted costumes brought an executive general manager from Taiwan. At the same time, they brought the detailed management system construction and process combing. "We did not have a written process in the past," and in 2005, all business processes were all written. "Simple to every step of the materials and materials, how to do it, are determined in the whole business management plan".

At the beginning of construction, Ruan Songhua first started to solve the problem of information flow and capital flow in the office process. Within two months, he opened up the internal workflow, including the most basic personnel, administration, office, business trip, meeting and reimbursement, and realized the integration of information flow and capital flow.

Apart from the supporting part, Ruan Songhua is more concerned about how to use IT to support the company's key businesses.

For clothing enterprises, how to get accurate sales information and inventory information is critical. However, to achieve this, we need to go out and integrate nearly 2000 stores' supply chains, and extend the information to every store.

At that time, in the stores of 1000 talented men, some of them had already launched IT management tools independently because of strengthening management. The integration of marketing management is bound to face a difficult interest game. At the same time, a variety of architectures and data have greatly enhanced the complexity and scope of IT integration.

However, with the determination of the boss to integrate the national data and platform as a strong backing, Ruan Songhua led the team to step by step to realize the supply chain integration of the sales side. Since July 2006, the new management tool has been launched. After 4 months, it has been promoted to 1100 agents in the whole country, and others, because it is in the mall, there is no way to install the POS system separately. Ruan Songhua has also adopted the management method of backstage data filling, and the integrated store has reached 1500. With the "nerve" system distributed to the end, the accuracy and accuracy of sales and inventory data of talented people are greatly improved, and the data analysis on this basis is more accurate, which provides data basis for marketing decisions and market information control.

In addition to the back-end integration, Ruan Songhua in the export-oriented supply chain construction, how to solve the integration of front-end suppliers is also in the process of intense preparation. Through the platform of service platform, the next step will be the supplier's supply chain management. Specifically, it is to achieve the docking of the two platforms, through the introduction of accounts to each supplier in ERP, to strengthen the progress tracking and fabric integration. Suppliers across the country can fill in the data of production schedule, report and shipment on this platform, and headquarters can see the flow direction of fabrics, semi-finished products and finished products.

If the outgoing integration is to expand the tentacles, the integration of content is to open up the internal channels and enhance the all-round ability of enterprises. In this regard, in the introduction of management tools, Ruan Songhua patiently to convince the boss to work, indicating that the introduction of tools, what benefits the enterprise has finally got the boss's support. Next, Ruan Songhua organized various business departments, including finance, marketing, logistics and R & D, together to make a comprehensive assessment of the products, and finally successfully applied in September 2009.

A month later, the effect was fully reflected in the spring and summer order meeting in 2010. Now, what kinds of materials are there for each garment, such as buttons, zippers, fabrics and other basic data, automatically input and generate orders, generate a logistics plan, and generate procurement plan on this basis.

"Our road has come down," Ruan Songhua said. At present, the development, ordering, delivery, procurement, logistics control and supply chain have basically been formed. If we add the "work tickets" that will be launched in April this year, we will further cover the production process.

Smashing the ceiling

Now, the efficient IT system based collaborative supply chain operation system, timely and accurate feedback and adjustment of sales information, drives the collaborative and fast operation of all aspects of the talent supply chain, thus improving the whole supply chain's reaction speed.

Take the talent store in the whole country as an example, whether in Hainan or northeast, it has a direct information system that is directly linked to the headquarters. Through daily sales and market information exchange, the headquarters can control the situation of each store quickly and accurately, and every store orders directly to headquarters every day.

Specifically, every store sells a piece of clothing and the data will immediately enter the data center of the headquarters. The marketing department is no longer busy every day and receives inaccurate fax from the store. Once a day, the person in charge of the marketing will turn on the computer to get the data and analyze it. On this basis, every week will make a single point supplement, and integrate the data of the whole country to arrange the transfer of goods or purchase and production. With the rapid supply chain, the situation of the original fabric constrained is greatly alleviated.

In the important order management, gifted in 2008 launched the industry's first OCR order scanning system, scientific and technological data processing, on-site early warning order fulfillment, achieved a single store based task management mode, increasing customer orders 30 million yuan per year.

In the eyes of Ruan Songhua, in the near future, the high tech logistics distribution of talented people will send goods to the national stores at the rate of millions of pieces per week. The JIT production system can customize the production process and cater to the market demand. Designers, buyers and market commissioners who distribute in the whole country and the Asia Pacific region will collect fashion information for the company in time, integrate the collected information with the company's product style, and send sales information and market information from the terminal every day. It can be used for headquarters to analyze the styles, colors and sizes of products that are salable or unsalable, and at the same time, it can be used as a reference for the design of new products. At the same time, his leading e-business has begun to make profits.