Excuse Me, How To Solve The Employment Problem Of 170 Million People In Spinning And Weaving Industry?

Dear, can not do not pay attention to the entertainment circle of the father dry daughters all day, and do not only look at the big guy "tear force", today do not talk about the Internet finance, nor the mobile Internet and O2O, we talk about the 170 million people in the textile service business.

According to statistics, investment in fixed assets of 100 million yuan can absorb 932 people on average, while textile and clothing can absorb 1876 people and 4464 people.

In 2005, the proportion of textile enterprises above Designated Size accounted for 14.2% of all industrial enterprises above designated size.

Textile raw materials directly affect the livelihood of the 100 million farmers.

According to the National Bureau of statistics, the increase of 1 units in the textile industry has an impact coefficient of 1.223 on the national economy, an average of 25%, and a sixth place in the 41 major categories of economic pull.

There is no need to say much about the importance of the spinning and weaving industry.

In April 20, 2015, Lining and XTEP's core suppliers, the Ya Lun garment capital chain broke, the boss disappeared, and more than 2000 employees lost their jobs.

In May 1, 2015, the boss of Dongguan Hou Hong garment factory ran, and thousands of workers went to the streets to ask for two months' wages and financial compensation. The local government dispatched 1500 policemen to maintain order.

In May 18, 2015, Shaoxing printing and dyeing giant five ocean printing and dyeing went bankrupt. The company had 7 subsidiaries, with 2000 employees, ranking 500 in the private sector.

In May 22, 2015, Viske's women's wear boss rolled off the road, 5000 employees were unemployed, Viske was invested by Lenovo investment, hired Fan Bingbing endorsement, and had more than 500 image stores.

At the beginning of July 2015, Malin and Haydn costumes lost contact with the owner. The amount owed to hundreds of suppliers was about 30000000 yuan, and two hundred or three hundred franchisees were swept away by affiliate fees and about 30000000 yuan, and the wages owed to employees were more than 200 yuan.

In July 2, 2015, de cotton shares lost more than 20 billion, and nearly 2000 workers went to the streets to defend their rights.

In July 31, 2015, East China textile giant Bao Li Jia went bankrupt, owed 3 months' wages to employees, and Bao Li Jia's sales amounted to 1 billion 300 million yuan in 2011.

In August 2015, the first plant of Ji'nan national cotton factory was bankrupt and its assets were publicly auctioned for 100 years.

In August 22, 2015, Zhejiang Red Sword Group Co., Ltd. officially shut down production. More than 1000 employees went to the streets to ask for arrears of wages for three months.

It was the 500 largest private enterprise in China and the top 50 chemical fiber enterprises.

In September 6, 2015, Wenzhou Chuang Ji Group formally declared bankruptcy, or produced about 30000000000 bank bad debts, and more than 5000 employees were unemployed.

Those listed above are only part of the large and medium-sized spinning and clothing enterprises, and the small and medium-sized enterprises that fail are more difficult to count.

The cost is high, and brand operators shift their orders to Southeast Asia, causing the overcapacity of the spinning and weaving industry to be in crisis.

You can't find the new continent with old maps.

In the early days, the product strategy of the traditional clothing manufacturers took the product strategy of "large quantity and small amount", and the competition ability was to compete. Whoever had more channels should have more market share.

Traditional upstream production supporting enterprises are implementing strategies of mass production, scale production and minimum marginal production cost.

Before and after 2008, fast fashion brands entered the domestic market, killing the Quartet with "more money, less quantity and faster sales". Then, the traditional clothing manufacturers encountered the "dimension reduction attack" of the e-commerce platform price war.

Traditional clothing manufacturers began to realize that they could not simply pursue scale, but abandon the diversification and rapid iteration of products.

Large volume and large scale can not compete with fast fashion and the fast and light play of the electronic business platform. The traditional industry also needs to upgrade the brain.

Flexible supply chain is the direction of industrial pformation.

In the middle and lower reaches of the supply chain, the garment industry has changed from the extensive management of the wholesale mode to the refinement of management, the flattening of channels, and the turnover of single products.

In the upstream of supply chain, the links and cooperation of various links in garment industry are more closely linked, and the response speed is faster, and the pition to flexible supply chain and lean production is faster.

It should not only satisfy the "multi band and quick replenishment" of futures trading, but also meet the "small batch and short delivery period" of spot trading, which can flexibly deal with the uncertain factors of the market and increase the enterprise's ability to resist risks.

The Internet of supply and demand is an important link in building a flexible supply chain.

The Internet of fabrics began with the comprehensive B2B platform such as Alibaba fabric trading platform, China manufacturing network and China Textile City. After that, some fabric traders and fabric manufacturers built vertical B2B platform in the fabric field.

However, at that time, these platforms stayed at the information display level of enterprises and products, which was not essentially different from the list of exhibitors in the early years of industry yellow pages or fabric fairs, and obviously could not meet the requirements of flexible supply chain's tight coordination and flexible supply.

Recently, there are many online fabric trading platforms, such as search cloth.

And so on, these platforms are trying to improve the supply efficiency of fabric manufacturers to garment manufacturers. Through experience, the author finds that these products are indeed more advanced than the "Yellow Pages" mode in the past, providing imagination for the construction of the flexible supply chain of garment industry.

Go to the middle tier and build an efficient connection.

In the past, fabrics were mainly sold in two forms through fabric exhibition and fabric salesmen.

Fabric purchasing of large garment enterprises must contact dozens of fabric salesmen of hundreds of manufacturers, each manufacturer has dozens of fabrics, and the efficiency of procurement is low.

Moreover, the phenomenon of commercial corruption can not be overlooked, or the conspiracy of buyers and designers to form commercial corruption, or the disagreement between designers and procurement opinions, compromise with each other, and ultimately affect the listing effect of finished products, which are not the best choice.

Fabric suppliers and garment manufacturers will also encounter supply and demand mismatch.

From the point of view of the division of labor in the industrial chain, fabric designers and garment designers are out of touch. Fabric manufacturers have produced a lot of fabric designers' self righteous fabrics, which are not in line with the fashion trend, resulting in a backlog of fabric stocks.

However, the works designed by fashion designers can not match the satisfactory materials, which leads to the waste of design resources.

Now, in order to adapt to the rhythm of the market, clothing manufacturers try to pform every designer's design draft into samples as quickly as possible and push them to the market quickly, trying to make mistakes in the middle of consumers.

Taking an online fabric trading platform as an example, the platform has solved the designer's "short and fast" demand through matching clothing styles and fabrics.

For example, a designer designed a pullover or a coat, with different materials and fabrics of different patterns, will produce different popular elements and derive different styles.

In the product logic of the platform, the designer is the source of the flexible supply chain, because the flexible supply chain is to respond quickly to the market changes, and the designer is the key in rapid response.

Through the photo recognition fabric panel, the product can quickly meet the real needs of the fabric, and use video to display fabric texture, and realize remote viewing, which greatly improves the efficiency of the designer.

This kind of matching is beneficial to both sides. For fabric manufacturers, it is also hoped that every fabric will have the corresponding fashion style works, so that each fabric will become a popular and popular fabric.

This is similar to the pattern of rapid matching of drivers and passengers by dripping trips. The higher the frequency of contact between the demand side and the resource side, the higher the overall efficiency of the market.

Someone once asked me why the entity is not virtual, but it can do all the taxi companies.

I answer: in the rich material era, resource owners are not as good as resource scheduler.

In fact, it is also necessary to add that there is another reason why entities can not be virtual.

Compared with the "yellow page mode", "designer matching fabric supplier", while compressing the procurement process, directly brings the designer (or designer assistant) to the front end, so that the process of product commissioning is more controllable. In addition, the possibility of corruption in the intermediate links is reduced, and the fabric purchasing mode is completely reconstructed.

In the process of business evolution, it must be efficient business mode to eliminate inefficient business models, and fabric purchase is no exception.

The challenge of building flexible supply chain

In the traditional clothing industry, due to the lack of real-time docking between the various links of the supply chain, the product information can not be timely feedback, it is easy to cause insufficient inventory of hot products, and inventory backlog of unsalable goods.

The longer the period of ready-made clothing is, the greater the risk. Brand dealers need rapid development style, a small number of trial and error, and fabric traders are accustomed to large quantities and order production, following the industrial thinking of "futures".

There is a contradiction between the small quantity and the large scale purchase itself. The reconciling point of contradiction is to improve the digestion speed of commodities and solve the problem of unsalable sales, which is more like the customized thinking of "spot". The value of flexible supply chain lies in the pparency of information in all links, avoiding the operation of black box and linking up layer by layer, so as to avoid the backlog of inventory while ensuring a higher sales rate.

However, although the future looks beautiful, challenges remain: traditional industries can create disruptive changes to the industry through the Internet.

The Internet of fabric industry is initially realized by digitalization of the information of the manufacturer, digitalization of the products and digitalization of the matching of the styles and fabrics. However, in the middle and later stages, the process of reconstruction will be most likely to dissolve most of the fabric specialized market, so that most of the fabric middlemen will disappear, and the production and marketing system of the fabric industry will be completely changed.

The difficulty lies in how to allocate the existing benefits and future distribution in the process of building a flexible supply chain, how to coordinate the distribution of interests between online sales and offline agents.

These are the challenges that these Internet matching platforms will face in the future.

In addition, the construction of flexible supply chain needs to consider lean production and flexible preparation.

Lean production tests the raw material procurement, tailoring, processing and logistics in the production process, and all links must have clear controllability, including time controllability and cost controllability.

The test of elastic production capacity is to cope with unexpected demand, and make flexible preparation for production material preparation, human resources, machine equipment and other links, so as to rapidly increase production capacity.

It is obviously not enough to build a flexible supply chain with the Internet. It also needs the precipitation of industry experience and the analysis of big data, as well as the coordination of upstream interest groups.

In the first half of 2015, the domestic textile and clothing industry had a negative growth for the first time. The short supply chain was slow and slow, and 170 million of the employed population had been forced to leave the industry.

Then, can the flexible supply chain built on the Internet help save this traditional and important industry?