Men's YOUNGOR Supply Chain Reform To Get Rid Of Inventory Backlog

"The future competition will be the whole. Supply chain The competition "YOUNGOR Group Chairman Li Rucheng is the clothing industry early praise and implementation of the" supply chain competition "concept, he said: in the public regard the entire Chinese garment industry as a backward productivity representative today, YOUNGOR Clothing Co., Ltd. is through a series of supply chain reform, in the general supply exceeds demand situation difficult to get rid of the problem of backlog of goods.

During the 9 years, the stock turnover days were reduced to 1/10. YOUNGOR's inventory management experience is actually a "vitrification" change that makes market data more transparent.

Master real data

YOUNGOR is actually carrying out supply chain reform under the circumstances. Before and after 2001, the clothing market has changed from a seller's market to a buyer's market, resulting in a thin profit. At the same time, the clothing industry is also facing a series of challenges: the original mode of production scheduling according to order can not meet the needs of the market in time. Garment factory Overcapacity, inventory backlog and other problems. In addition, the pressure of inventory and logistics costs is prominent, and enterprises generally lack the insight and quick response ability to market demand.

　　 Youngor The same problem is also encountered. In 2001, YOUNGOR had a large backlog of funds for only one shirt. Chen Zhigao, deputy general manager of YOUNGOR, told China business reporter that in 2001, before YOUNGOR realized that supply chain management had to be done, various new problems had emerged. One of the most outstanding is not only the backlog of inventory but also the number of days of inventory turnover reaching 360 days, which is equivalent to a turnover of only one year.

Everyone knows: timely replacement of distribution strategy according to the needs of the market is an effective way to solve the backlog of inventory, but how can we timely reflect the information of sales channels to production and distribution links? Chen Zhigao said that YOUNGOR started with the real data of mastering sales terminals.

It is not that YOUNGOR did not grasp the sales data of each business point before that, but the data in various regions were scattered throughout the country, and it was not focused on headquarters management. In the case of the authenticity of these data, it was very difficult for YOUNGOR group to analyze these data, let alone take these data to guide production and distribution.

Chen Zhigao regrets the difficulty of YOUNGOR's unified data management. It is easy to think of the resistance that is the incompatibility of sales networks. Everyone knows that information opaque means more loopholes. So at the very beginning, YOUNGOR chose the pilot implementation. The IT department first built a data warehouse system for regional services in Anhui, Henan and other regions. At the same time, it also ensured that the sales situation from the front line could be understood by the head office in time.

On the premise of mastering the front-line data, YOUNGOR immediately launched the DRP (distribution demand planning) system, which manages the distribution network of enterprises, enabling suppliers and distributors to submit orders in real time, inquire about product supply and inventory status, and obtain market, sales information and customer support.