How does the clothing industry in the new retail market “go to stock response”? See how the shuttle is made

On July 21, the kick-off meeting of the Experts Forum was held in Shanghai. The event was hosted by China Garment Network and Chuan Zhizhi. China Fashion Network COO Yang Bo, China Clothing Network New Media Director Liu Yonghui, Chuansuozhi CEO Chen Jianzhi, Chuanzhizhi COO Ye Yanjing, Hengqian Consulting·Chief Supply Chain Consultant Zhu Jinming and dozens of brand leaders in the apparel field attended the kick-off meeting.

At the kick-off meeting, China Garment Network and Shuttle Zhizhi jointly launched the “Fast and Anti-Expert Forum”, which is the “Quick Anti-Expert Forum” on the Chinese clothing online video zone, which can be used for free learning. On the same day, as a senior industry expert, Zhu Zhizhi, CEO of Chuanzhizhi, and Zhu Jinming, the chief supply chain consultant of Hengqian Consulting, gave keynote speeches to discuss the fast anti-supply chain.

Domestic apparel supply chain system is facing changes

In recent years, in the global recession of the retail market, the development of the domestic textile and apparel industry has also faced tremendous pressure. The collapse of the apparel industry and the wave of closing stores are also one after another, and they are out of control. According to the data of 2015, domestic clothing brands will be close to nearly 10,000 stores. There are thousands of companies like Bosideng and Li Ning, and hundreds of Anta and Belle. The traditional clothing brands have been hit hard.

In sharp contrast, ZARA, Uniqlo, KM, etc., represent the fast-fashion brands of foreign countries, but they have shown a prosperous scene and continued to expand in China. Comparing the data of 2015, the total number of top ten fast fashion giant brands under the UNIQLO, H&M, ZARA, and GAP lines exceeded 1,200, an increase of 25.9% compared with the same period in 2014.

"The domestic textile and apparel supply chain system is facing a major change. Simply put, it is also four words: to sell the goods, it is to feedback the supply chain with the actual performance of the sales, and force production." Chen Jianzhi believes that the foreign fast fashion brand based on the self-operated SPA model is the “pain point” of the traditional clothing physical retail industry.

Chen Jianzhi said that in the domestic clothing supply and marketing system, the long-term adoption of the agency distribution model, "almost accounted for more than 70%." Therefore, in this chain, there are many levels of interest, it is impossible to decide independently, "can not be in three months From design development to sales and production, it forms a rapid response to the supply chain closed loop, and the quick response is to quickly update and return quickly."

In addition, in the external view, in the textile and apparel industry market, the overall demand is weak but the new trend of consumption is highlighted, high inventory has always been an important factor plaguing apparel companies. A large amount of inventory directly affects the flow of funds of the enterprise, and even leads to the break of the capital chain of the enterprise, and ultimately the fate of the collapse. How to break the bottleneck of the apparel industry is an urgent problem to be solved.

New retail and new wisdom are generally considered to be “new engines”. Chen Jianzhi believes that this is consistent with the “sales by sales” system. “Online and offline integration is the future trend. 'Offline experience + online platform' is new At the core of retail, how to meet new retail, that is, under the premise of efficiency, it is natural to be 'fast', that is, fast ordering, fast anti-supply chain, fast logistics, and fast feedback."

Chen Jianzhi mentioned that destocking must be done quickly, and sales should be fixed. Take ZARA, a fast-fashion brand abroad, as an example. “ZARA is a self-operated model. With a strong rapid response supply chain, it can speed up the new frequency of new products every month. In order to continuously stimulate consumers' desire to purchase, we should reduce the inventory of goods as much as possible."

In the fast fashion brand, ZARA is considered to be a “standard”. In fact, China cannot produce ZARA. According to the status quo of the agency distribution system of more than 70% of domestic clothing brands, “we also demonstrate a model together, is there a kind? Possibly, by third parties to serve domestic apparel brand companies, to achieve rapid response." Chen Jianzhi said.

A series of B2B platforms have begun to emerge in the domestic textile and apparel supply chain. In 2016, Chuanzhizhi was officially launched. As the first domestic B2B trading platform to integrate the full-chain clothing fast-reverse supply chain, Chen Jianzhi said that Chuanzhizhi is based on three interconnections, namely fabric interconnection, design interconnection and capacity interconnection. Make a 'detour' based on three interconnections, assisted by third parties, that is, these brands delegate their fast-reverse styles, quick response requirements, etc. to third-party platforms."

Chen Jianzhi said that unlike foreign countries, the current fast-reverse system strengthens an operational model, “accelerating from the omnichannel, allowing more brands to open more than 'Tmall' and 'Vianpin'. The whole channel lies in On the mobile side, even in stores, many digital stores can operate."

Going to the stock to respond quickly, how to make the shuttle?

According to reports, the shuttle technology platform integrates resources such as designers, fabric accessories, processing plants, and third-party quality inspections. "We are currently assembling more than 30 fabric factories, integrating resources, data docking, and inventory depth to a certain extent. The fabric factories directly connect them to the fast-reverse fabric library, and this future can help them to quickly and quickly turn over the orders." Chen Jianzhi said.

Moreover, “design interconnection” is regarded as an important link. “At present, our commodity experts lead 50 outside designers, and there are many designer administrators on the platform to operate this program. In that year, we are actually More than 5,000 models, even to serve dozens of brand companies."

Chen Jianzhi said that these experts have a depth of industry for nearly 30 years to assist more than a thousand quality clothing customers to experience the breadth of four industry changes. "In the process of the whole process, 'fabric interconnection' and 'design interconnection' The most important quality control, in the end, must be emotional, controlled by a panel of five experts."

With these foundations, for brands that are slow in style and easy to generate inventory backlog, how to put the fast anti-supply chain into practice? The practice of “transferring wisdom and making” is to quickly update the new and explode.

In the comparison of the traditional supply chain cycle and the fast-reverse supply chain cycle, the traditional supply chain cycle originally takes 6-12 months from the completion of the design to the generation of the order, the completion of the order, the complete set of materials, the completion of the manufacturing, and the entire process of the store. However, the fast reverse supply chain cycle takes only one month, and all orders only take 10-15 days.

In addition, an effective way to avoid inventory is the fast return mode. Chen Jianzhi mentioned that in traditional orders, agent orders always exceed consumer demand, resulting in inventory. “If you will deliver the goods to a certain value for the first time, then according to the needs of consumers, carry out small batches, multi-batch returns, and replenishment when stocks out, which can reduce costs and increase profits.”

Moreover, Chen Jianzhi is more concerned about "C2B", "Feedback from consumers to force the supply chain," Chen Jianzhi believes that the supply chain must extend its services to smart stores, that is, to make explosives The consumption forecast of the same material (turning the same bill or the same paragraph), not only from the perspective of consumption results, but also the consumer behavior data during the shopping process.

According to reports, the transformation of the shuttle in the smart store involves adding RFID tags to the clothing, placing sensors on the props and layers of the clothes, and identifying the faces and objects in the camera to obtain the offline entity. Consumption behavior data of the store environment, and these data include "attention rate", "join rate", "trial conversion rate" and so on.

Chen Jianzhi explained: "The number of times a person mentions a piece of clothing is equivalent to the click rate of an online store, indicating its degree of attention. In addition, the number of times a piece of clothing and a piece of trousers are matched is not a single order. The possibility of trying on multiple clothes, how likely is it that the next group of customers can buy it, from which the data can be judged whether it is necessary to send a single."

According to reports, the target customers of the company are Senma, Metersbonwe, pure fashion brands such as pure, and the second and third-line brands in the second echelon of turnover and brand image. At present, there are 50 cooperative brands and about 100 garment factories. Soon after, Chuanzhizhi has won tens of millions of RMB angels + financing.

So, what kind of help can the quick-reverse help? It is understood that Chen Zhizhi, CEO of Chuanzhizhi, has guided the platform construction of the Alibaba Amoy factory. Based on past experience, the team helped the factory to jointly develop the “lean management” fast-reverse pipeline. In the case of constant personnel and constant equipment, the production capacity is improved by 20%.

Zhu Jinming, chief supply chain consultant of Hengqian Consulting, pointed out that in traditional brand brands, it faces a large number of first orders, long ordering period, unstable factory quality /delivery, overstocking, explosion of broken links/turning orders, and speed. Not so fast enough to wait for many challenges, through the rapid reaction chain, the current reaction cycle can be reduced by 65%, inventory can be reduced by 15%, and profit increased by 100%.