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The Danger And Opportunity Of Epidemic Situation: Looking At The Current Trend With Normalization And Coping With The Development After The Epidemic
The repeated impact of the epidemic situation, so that many enterprises into a certain predicament. In the face of the epidemic situation and other uncertainties caused by it, how should textile enterprises deal with it? What are the enterprises doing and thinking when their business is hindered? What suggestions do operators and experts have? "Textile and clothing weekly" interviewed representatives of some enterprises and institutions to get close to the front-line situation and explore the direction for the industry, leading to thinking.
The outbreak of the new round of epidemic situation has brought ups and downs of the whole social level again. The cities forced to suspend operation not only bring great impact to local consumption, but also cause serious logistics problems. Therefore, the whole clothing industry is in trouble. March to May is the autumn and Winter Preparation season in 2022. How can garment enterprises overcome this difficulty?
Recently, the spring online survey conducted by China Garment Association on 12 garment industry clusters and 127 garment enterprises shows that during the epidemic period, among the main difficulties faced by enterprises, "rising operating costs" ranked first, followed by "insufficient orders due to declining market demand", among which the downward trend of domestic sales orders was more obvious; In terms of the scale of enterprises, the benefit decline of small and medium-sized enterprises is more prominent, the proportion of large-scale enterprises is equal, and the benefits of customized and national wind enterprises are increasing against the trend; However, as enterprises gradually adapt to the pace of epidemic prevention and control, 65.4% of the enterprises participating in the survey have a operating rate of more than 90%, and 24.4% of the enterprises have a operating rate of about 80%. The industry as a whole is steadily returning to work and production, and all enterprises are actively launching the "epidemic self rescue" action.
01、 Dayang group:
Faith and commitment of enterprises unable to be defeated by epidemic situation
Although the outbreak of the epidemic has brought a series of chain reactions, such as traffic control, logistics stoppage, express delivery, etc., Dayang people are working more conscientiously than ever in the production workshop, inspection workshop, transport fleet, and even the gate post in the factory area. They have even developed "new skills" - the transformation of gate post into temporary "transfer station" The mission of "customer first" and "customer inspection" is always the guarantee of "customer inspection".
Recently, due to the severe situation of epidemic prevention and control in Shanghai, some orders that could not be produced on schedule began to be transferred to other parts of China, and Dayang group in Dalian also received some customized orders. According to Hu Dongmei, Secretary of the Party committee and general manager of Dayang group, now the order quantity of Dayang group is saturated and the production is running at full capacity. Therefore, it is particularly important to stabilize production supply, smooth logistics transportation and ensure on-time delivery during the epidemic period.
Although the orders are saturated, the continuous epidemic in many places in China has also affected the normal production and operation of Dayang group. Hu Dongmei said that among the more than 600 flour and auxiliary materials suppliers in the world, more than 90 suppliers were affected by the epidemic in Shanghai, and more than 20 were seriously affected.
In the middle of March, the situation of epidemic prevention and control in Dalian also suddenly upgraded, which made Dayang group face the problems of traffic stoppage, logistics suspension, and some employees unable to commute. In the face of this situation, Dayang group timely arranged for employees living in the controlled areas to move into employee apartments, and organized commuter vehicles to pick up employees from work. At the same time, Dayang group also actively communicated with the local government to establish an emergency transfer station for receiving and sending goods in case of epidemic, which was transferred back and forth by the group's fleet, seamlessly linking raw material procurement with import and export cargo transportation, and ensuring the "last 100 km" material distribution.
What moved Hu Dongmei most was the cooperation of all parties in the supply chain. For example, on April 13, a Hangzhou supplier's goods were sent to Dalian after several twists and turns. "The whole process is very hard. Although the value of the raw materials of this car is less than 10000 yuan, the actual vehicle cost has exceeded 10000 yuan, and the supplier has offered to bear this part of the cost."
At the same time, Dayang group itself is also trying to guarantee the delivery date. In April, a batch of goods originally scheduled for Shanghai were successfully transferred from Dalian to Beijing, and then chartered flights were sent to foreign customers. "Dayang group has always adhered to the promise of customers for many years." Hu Dongmei said.
"Industrial chain coordination can lead to symbiosis and co prosperity." Hu Dongmei said that enterprises should make more reserves in the supply chain, especially diversified development of key flour and auxiliary materials. "For example, before the epidemic, a customer had been using the products of Germany's kodebol, but the company was one of the earliest enterprises that were affected by the epidemic situation in Shanghai. At that time, we had to find alternative products temporarily, proofing, testing and confirmation, and the cycle was very long, which could easily affect normal production. In the future, we also need to reflect on ourselves and make alternative supply plans in advance for such situations."
02、 Winner fashion group:
Enterprises should strengthen crisis rehearsal
"Clothing product development pays attention to seasonality and timeliness. However, due to the implementation of sealing management in Jiangsu, Zhejiang, Shanghai and other places, suppliers stop working and stop working. As a result, the supply cycle of raw materials becomes longer, and designers are unable to select and print materials as scheduled, which delays the existing design progress and affects the new normal operation rhythm of garment production. At the same time, the rise of raw material prices caused by transportation obstruction also affects enterprises Cost control brings obvious pressure. " When talking about the impact of the epidemic on the company, Yuan Qiong, vice president of winner fashion group, said.
At present, the group is striving to catch up with the production time of new products and fashion products.
In the uncertain present, in addition to ensuring production, winner fashion group is also boldly promoting the construction of a supply chain management system with intensive procurement, quick order turnover and efficient logistics, so as to continuously improve the collaborative ability of the upstream and downstream of the group's supply chain. At present, the group's world's first high-end women's fully intelligent supply chain platform has reached more than 5 million pieces, with an annual growth rate of more than 20%.
In view of the impact of the epidemic on the clothing industry, Wu Qingye, executive vice president of winner fashion group, believes that under the epidemic situation, the market consumption intention is only contained by stages, and enterprises should still be full of confidence in the future; The period of being trapped in the epidemic situation can be used as an opportunity for enterprises to find out and make up for deficiencies in many aspects, such as commodity power, channel format, and optimization of management.
"In terms of commodity power, enterprises should flexibly adjust the commodity matrix. For example, when public activities are reduced under the epidemic situation, they should pay more attention to daily series when distributing goods; as for channel business, offline physical stores are hindered, which is a good opportunity for systematic training and promotion of shopping guides, so that shop assistants can be motivated and worry less; in terms of optimized management, the rising cost makes brands more important Coke core commodities, through the self-examination of problems, improve the comprehensive economic benefits of enterprises. " That's what winner fashion group does. "Over the years, the clothing industry has often rehearsed how to deal with the crisis, and everyone is shouting" wolf is coming ". However, when the" wolf "really comes, many enterprises find that they are still not ready. The enterprises with more serious business obstacles in this closure should reflect on whether there are their own reasons." Wu said.
The market has changed, consumers have changed, consumption habits have changed, and channels have changed. The changes brought about by the epidemic have also broken the path dependence of garment enterprises on past success, "It is impossible for a brand to kill the market. The past time when local enterprises set a good direction for three or five years and they can make profits naturally is gone. The road to success in the future is changing to explore the uncertainty in the future. I believe whether an enterprise has conducted in-depth research on the market and customers will certainly have a profound impact on its future." Wu said.
03、 CHENFENG group:
Closer supply chain relationships are the focus for the future
In this round of epidemic, CHENFENG Group Co., Ltd.'s clothing factories in Jintan, Kunshan, Suqian and other Yangtze River Delta regions and two Shanghai companies were involved in epidemic prevention and control, which increased the pressure on enterprises. "In the most serious cases, the factory is basically in a shutdown state, the surface and auxiliary materials can not be imported, the logistics can not be sent out, and the products can only be overstocked in the warehouse." Yin Guoxin, senior consultant of CHENFENG group, said that in this case, some customers have considered transferring orders to Southeast Asia.
CHENFENG group has incubated several clothing brands in the past few years, which has achieved initial results, but this time it has also been affected by the epidemic. Some time ago, a brand autumn and winter clothing ordering meeting was held. Yin Guoxin said: "in the past, the autumn and winter ordering meeting held at this time accounted for about 60% of the whole year's brand sales, but now it has to be transferred to the online market. The uncertain environment makes buyers place orders very cautious, only 20% - 30% of the orders in the previous years."
Although it has suffered from some epidemics, the operation of CHENFENG group has basically returned to normal. Yin Guoxin still has firm faith in CHENFENG group and China's garment industry, However, as long as the closure of the clothing chain is lifted, the long-term impact will be great, especially for the garment manufacturers With the gradual recovery of subsequent market demand, enterprises with supply chain advantages will seize more opportunities in the market.
"But what needs to be vigilant is that international brands worry about the increasing risk of China's clothing supply chain." Yin Guoxin reminded that "China's clothing export will rise in 2020-2021, but the" cold in the last spring "in 2022 will make domestic control more strict. On the contrary, Southeast Asia will open up, which will not only lead to the return of orders, but also the loss of some orders originally belonging to China."
Under the background of shrinking foreign trade orders, the local clothing supply chain needs to consider how to form a closer strategic cooperation relationship. Yin Guoxin also said: "Along the way, we have been thinking about how to interact with customers and really understand what the brand companies want to achieve. First, how fast to provide market needs is not the faster the better, but to be accurate; second, flexible supply, focusing on mutual understanding and effective communication with the brand, and the industrial chain cooperation can never take the attitude of" one hammer deal. "
04、 D.SIGN：
Take out an "endoscope" during the epidemic
"In fact, compared with some other industries in this round of epidemic, the clothing industry is relatively lucky and has not fallen into the predicament of complete suspension. Although there are many difficulties, most of them are within the scope of control." D. Deng Feng, founder of sign brand, said, "this epidemic is a touchstone for the operation of enterprises themselves."
It is reported that Nanjing Yigai Clothing Co., Ltd., founded in 2013, currently has three brands of d.sign, Yigai and freeze, with nearly 200 stores. Among them, D. sign brand positioning in the personality, independent, the pursuit of rich spiritual taste of young groups, committed to the development of unique cutting and new design elements.
"In 2020, we have basically no change, but by 2021, we have begun to rebuild our financial model, in-depth discussion on how to reduce costs and increase efficiency, what can be reduced and where to increase. This measure has a great impact on the future of the company." Deng Feng said that the epidemic has urged enterprises to realize internal reform. Internal adjustments that were not so bold and urgent in the past have been implemented under the pressure of the epidemic, laying a more solid institutional foundation for the future development of enterprises. Therefore, although the d.sign brand did not enjoy much growth under the epidemic situation, it did not shrink.
"Especially in adversity, the role of corporate culture is particularly great. Adversity is the best opportunity to test corporate culture, many hidden inconsistent ideas will emerge in it, and you can even see the true attitude and ideas of each employee more clearly. Therefore, I suggest that garment enterprises should not discuss the external environment too much in the meeting, but should examine their own problems more." Deng Feng suggested.
05、 Yaqi clothing:
Learn to walk with multiple legs
We are working overtime in Dongguan. We are busy with the production of clothes. We are busy with the production of two pieces of clothing.
"Strict control in the early stage of the epidemic has had a certain impact on the company's production and business development. We should strive to complete the backlog of orders in the first quarter within one month." Liu Jianbo, general manager of Dongguan Yaqi Clothing Co., Ltd., said that the company's primary task at this stage is to get the order back.
At the same time, Yaqi clothing also made a breakthrough in online channel development. The epidemic has indeed affected the offline sales, but the live broadcasting business has made the sales volume of enterprises grow against the trend. "Live broadcasting allows the factory to sink directly to the C end, reducing intermediate links, reducing costs and higher efficiency." Liu Jianbo said that next, the company will expand to the live supply chain and cooperate with the head MCN organization. The epidemic has become the company's "electric shock" a push.
At present, Yaqi clothing has been adjusted to mainly focus on E-commerce supply chain business, which is divided into three business sectors. The development, production and sales of independent brands account for 30%; ODM OEM processing of domestic Internet brands and offline women's clothing brands accounted for 50%; Export business accounted for 20%.
"In the future, we plan to increase the proportion of foreign trade to 30% - 40%, operate in multiple sectors, and improve the ability to resist risks." Liu Jianbo said that in the past, it relied too much on a single market and was very passive in receiving orders. Next, enterprises should expand the supply chain services of cross-border e-commerce platforms, "while ensuring domestic orders, strive to increase the volume of foreign trade orders."
In the clothing industry for more than ten years, Liu Jianbo knows the importance of "playing a good first hand chess". In Liu Jianbo's view, after each crisis, there is a wave of market reshuffle. Consumers will be more rational and have higher requirements for service. Only by providing more competitive products and services can they seize the opportunity.
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