A Brief Description Of The World'S Garment Foundries.

First, no workshop, global collaboration: Li Feng supply chain.

5 weeks after the order was received, 10000 clothes were placed on the shelves of European customers. They looked like they were produced in the same factory.

This is it.

The core competitiveness of the supply chain: we can imagine how to improve the logistics and production processes of Li Feng.

The production mode of Li Feng is summed up in 5 words: "dispersed production".

Li Feng Group for its own

Clothing market positioning for high-end.

Taking customer's needs and ultimate consumers' feelings as the core consideration of organizing supply chain, assembling different parts of different parts and ultimately producing high-quality clothing.

Lifeng group global network

Li Feng never does production. He does not have a factory or workshop because he regards all the factories in the world as his workshop.

The so-called "decentralized production" is from raw materials to spinning, dyeing and finishing, processing.

The finished products are made by different factories. Even a garment can be completed by dozens of suppliers from all over the world. Each supplier is only one part of it.

Therefore, Li Feng is strongly promoting globalization, globalization and no trade barriers between countries, which is more conducive to the mode of Li and Feng.

"If we get 10000 orders for garments from a European retailer, it may be our practice to buy Yarn from Korea and pport it to Taiwan for textile and dyeing. At the same time, we will order zippers to factories in YKK (large zipper manufacturers in Japan) in mainland China. After that, the yarn and zipper will be pported to Thailand for production in consideration of quotas and workers' conditions.

In addition, due to customer demand for prompt delivery, we will place orders under 5 factories in Thailand, so that we can effectively tailor a value chain for our customers to meet the needs of the customers as far as possible.

Because in this mode, Li Feng company acts as a customer supplier directly, contracts directly with the customer, and goes to the supplier's office to find the products that are needed.

Li Feng outsourced production to factories that they thought could be completed.

Li Feng himself is responsible for CO ordinating and closely participating in the whole production process, and doing all the supporting work from product design, procurement, production management and control to logistics and shipping. Li Feng Yin has won the reputation of "smoke-free factory".

By decomposing every step and optimizing it and producing it all over the world, Li Feng has strong core competitiveness by focusing on its core strengths, product design and supply chain management.

Two, D2S from design to shop: Luen Thai supply chain

Lian Tai Group's business model is "D2S (Designto Store)", that is, to provide customers with a one-stop service from design to shop.

The D2S business model of Lian Tai started with the design of clothing.

The design and development of clothing products is not just a designer's work on the drawing board of the design room, but a lot of processing links, such as dyeing, washing, shrinking, additional techniques such as embroidery, water washing, printing and dyeing.

The main steps of fashion design include: style and concept design, development and selection of fabric and accessories, sample design to mass production.

The upper reaches of Lian Tai are garment fabrics and accessories suppliers, and downstream brands and retailers. Luen Tai positioned itself in the middle of the supply chain.

It is characterized by the full utilization of resources at both ends, and also enables customers to get "one-stop service".

Luen Tai has adopted the strategy of "providing services according to customer needs" according to the requirements of customers.

It does not rely too much on one or more customers to reduce market risk. At the same time, it simplification of single product production into sports, leisure, men and women, and other varieties to meet customers' multi product line strategy in order to adapt to the market.

Lian Tai's strategy of multi customer and multi product reflects the strategy of supply chain management according to different types of customers, and the mode from design to store is more flexible.

According to the world clothing and shoe net, many supply chains do not mean that every customer has a separate supply chain, but according to the needs of customers and operation mode, the enterprises with relatively close characteristics are put together for management.

Luen Tai increases flexibility through the strategy of "supply chain management based on different types of customers" to adapt to changing customer needs.

As it can be seen, the practice of Lian Tai is quite different from that of leafeng group. He is more similar to the TOYOTA supply chain model, so his requirement is that all the suppliers have to build a factory within 50 kilometers around it.

Three, from seed cotton to clothing, vertical integration: overflow supply chain

The difference between the supply chain mode of Yida group and many enterprises in the industry is that it has adopted a vertical chain mode, which is generally called "vertical integration".

Because Yida has extended its tentacles to the most important source of clothing industry -- cotton cultivation.

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As early as in 1998, Yida group developed a cotton production base in Xinjiang to produce "green" cotton for enterprises in the group.

The business covers cotton spinning, weaving, knitting, dyeing, finishing and clothing, sales and other links, and constructs a vertical integration mode.

Yida group has invested in various parts of mainland China, covering a wide range, almost involving the entire textile industry chain.

Yida is the largest multinational manufacturer of pure cotton shirts in the world.

Summary of three supply chain models

1: Li Feng has gone on a completely opposite road, all processes are outsourced, only to do their core business.

2: Luen Thai chose the intermediate mode, which was produced by other manufacturers and assembled by itself.

3: Yida will control the industrial chain in its own hands and reduce the cost of logistics.

The above three models have been successful, one is to explain the importance of the core competitiveness of the supply chain, the two is the "goal carved in the steel plate, the method is written in the sand" this truth.

There are many ways to solve the industry downturn, but only if you can make good use of them.

If you are in the rivers and lakes, can you adjust the supply chain structure adapting to the trend in 2016 with "overcapacity" and "artificial inflation"?

More interesting reports, please pay attention to the world clothing shoes and hats net.