Bosideng'S Strategy Behind The Four Seasons Strategy

As China's largest brand

After more than 30 years of development, the seller, Bosideng group, has become a group enterprise that covers research, design, development, raw material procurement, outsourcing production, marketing and sales, and has 8344 retail outlets nationwide.

In order to further optimize the combination and enhance profitability, Bosideng gradually began to implement the four seasons strategy. From 2010 to 2012, the four seasons fashion brands including Bosteng men's wear items, women's wear, casual wear and senior men's wear were developed through acquisition, merger or cooperation.

Among them,

The most rapid development.

With the implementation of the strategy of four seasons, Bosideng

With the rapid increase in the number of brands, the wider scope of industrial chains and the rapid expansion of the scale of enterprise management, the original multi brand management mode that has been centralized operation has been difficult to meet the needs of enterprise development, so the following problems gradually emerge: 1. in the supply chain management, how to make the organic linkage between sales and production procurement, reduce procurement costs and inventory costs? How to make timely and accurate procurement plan according to the progress of sales, procurement on demand, how to make scientific, timely and accurate assessment of suppliers, improve the accuracy of delivery of suppliers, and how to achieve quick replenishment in the selling season.

Since the beginning of 2012, Bosideng has moved to a multi brand independent operation stage, and each brand has set up an operation system independently.

Because the sales scale, consumer groups and channels of each brand are different, how to make each brand operate independently and enable the group management to effectively control the operation of each brand can not only greatly increase the cost, but also maintain efficient operation. Please look at this case.

1 Sourcing: resource sharing + purchase by order

After the operation of sub brands, design, purchase, production, quality management, sales and so on are all classified into a leader's supervisor, and the communication between each link is more sufficient.

Bosideng's main business has seven brands.

Under centralized operation mode, Bosideng's procurement business has always pursued the principle of "resource sharing and purchase by order".

Unlike the four seasons brand, the sales volume is relatively average in each season. The down jacket goes into the busy season after October, and orders are in place one after another.

In order to ensure the quality of raw materials,

The suppliers of raw materials will be evaluated on-site, including the production capacity, scale and reputation. This is also the content of Bosideng quality management system, and the final elimination of suppliers.

As a brand operator, strict control of product quality is the foundation of enterprise management, and the quality control of raw materials in procurement is the first step in quality management.

Bosideng carried out quality management in the enterprise, especially set up the first raw material inspection center in the industry to conduct quality inspection on raw materials and finished products, while most garment enterprises commissioned third party testing.

The inspection standard is not only up to the national standard, but also some standards are higher than the national standard. For example, the formaldehyde content of down garments is less than 75mg/kg, and Bosideng has not detected formaldehyde content.

In order to reduce the human factors in quality inspection and ensure the fairness and impartiality of detection, Bosideng is trying to standardize and automate the detection process, so that the detection process and test results are pparent.

The original detection work is mainly based on the experience of every inspector, and there are unavoidable negligence or risk, such as unscientific sampling.

Starting from 2009, Bosideng first sort out all the raw materials inspection standards, such as what kind of raw materials should be detected, and then input into the computer system for standardization. Then, standardize the testing process, all the testing process from sampling, sampling to testing, data entry, finally, the test report is standardized.

Now, when testing a raw material, the inspector does not need to know which supplier it is. It only needs to voluntarily submit according to the testing standards of certain materials, what contents the system will automatically detect and take corresponding processes, so that it can be fair, impartial and scientific.

The quality director and quality manager can see the quality of each batch of goods per supplier in real time, and timely feedback to suppliers, and suppliers can quickly correct the existing quality deviations.

In addition to the price and quality of raw materials, an important indicator of procurement is delivery.

In order to ensure delivery, Bosideng introduced the UFIDA ERP system, realized the financial, sales, order and other large concentration, the order data can be real-time statistics to the group headquarters, provide accurate support for the procurement business, so as to achieve the order purchase, ensure that the raw materials can meet the production needs, avoid a large number of inventory backlog, and avoid shortages and other risks.

In the process of multi brand centralized operation, the design, procurement, production, quality management, sales and so on are independent, and the links between various business links are relatively close. For example, the purchasing department is only responsible for purchasing raw materials, not knowing the production links, nor considering the actual situation of too many production links, so that the communication between various links is not smooth enough, and problems inevitably arise in connection.

After sub brand operation, design, purchase, production, quality management, sales and so on are all classified into a leading supervisor, and the communication between each link is more sufficient. Every day, people can get together to hold meetings, for example, the purchasing department can fully communicate with production and sales departments.

In short, there are differences between the two sides.

Pan Jianping, director of Bosideng supply chain management center, said.

2 production: order production + production and marketing integration

With the help of ERP system, Bosideng stores in the whole country can send the order information of the market demand to the group headquarters one day, and the headquarters can quickly arrange production orders.

Down garment enterprises and garment enterprises are different. Many garment enterprises will get orders through open orders. After a order, the order for goods will basically come down in the coming year, then the clothing enterprises will arrange production again and finally get the market to sell.

Under this business mode, the goods produced by enterprises often differ from the real demand of the market for half a year or a year.

Bosideng and other down garment enterprises will also issue annual orders, but for Bosideng, the order volume will only be part of the whole order.

Then, the new products will be listed on trial sale stage by stage, so as to find out the market reaction and know which products will be the best seller this year.

Then, the remaining orders can be filled through trial marketing.

The business mode of ordering and trial marketing ensures that Boston can react quickly to the demand of goods and customers in the market, and the company has more room to adjust its production capacity, so as to avoid risks such as backlog of products not sold well.

This business mode requires Bosideng to predict market demand quickly and accurately, and arrange production quickly and accurately, especially in the peak season of sales, and also be able to achieve quick replenishment according to market demand.

With the help of ERP system, Bosideng stores in the whole country (including Bosideng electronic commerce website) can send the order information of the market demand to the group headquarters one day, and the headquarters can quickly arrange production orders.

According to Gui Yilong, director of Bosideng Information Center, Bosideng can quickly respond to the market by centrally processing orders and providing production orders quickly.

In order to strictly control the quality of products, Bosideng conducts quality inspection of ready-made garments through self built testing centers.

In the same way as raw material inspection, Bosideng set up a standardized and automated process for garment inspection in order to avoid mistakes or unscientific in human operation, so as to ensure fairness, impartiality and pparency.

For example, a batch of

After sending two hundred boxes to the testing center, fifteen boxes should be drawn according to the standard. The inspection department will make random sampling so as to ensure the reasonable sampling samples.

After sending it out to the quality inspection section, the inspectors only input all the sizes of all styles of clothing, including the actual measurement results of sleeve length, collar, chest circumference and clothing length, into the system. The system automatically determines whether the difference between the upper and the inferior is within the required standard, and the inspector does not need to manually judge whether the garment is qualified.

3 Logistics: from two level logistics to multi-level logistics

From the two level logistics to a CDC+RDC+FDC three level logistics system.

RDC not only assumes the storage of the vast majority of goods sold in the regional branches, but also selects and delivers the key customers. It can also realize the integration and distribution of goods in larger areas, improve the flow rate and sales rate of goods, thereby reducing inventory.

Different brands and different channel management modes decide that the logistics systems of different brands are different.

In the past, Bosideng's logistics system has always adopted the mode of resource sharing, through the CDC (Headquarters logistics center) +FDC (Express Center) two level logistics distribution, CDC is mainly the national goods turnover center and quality inspection center, FDC realizes the turnover of goods and the distribution of the surrounding stores, and the integration of goods within the branch.

All goods are concentrated in the integrated warehouse. The main warehouse will collect the goods and then distribute the goods according to the order information. After the goods are matched, the goods will be pported by a single line, and the goods will be pported to the warehouse of the sales company. The sales company will replenish the goods according to the terminal sales status.

In order to improve the efficiency of logistics and make the supply more timely, Bosideng has established a more than 70 thousand square meter CDC (Headquarters logistics center) to cope with the growth of group business in the next 3~5 years. At the same time, it has already started to set up RDC (regional distribution center) in the whole country, and gradually reduce the pressure of FDC delivery, pforming from the two level logistics to a CDC+RDC+FDC three level logistics system.

RDC not only assumes the storage of the vast majority of goods sold in the regional branches, but also selects and delivers the key customers. It can also realize the integration and distribution of goods in larger areas, improve the flow rate and sales rate of goods, thereby reducing inventory.

In order to reduce the cost and improve the efficiency, the Boston down service adopts the "single, monochrome, mixed code" whole box distribution mode, that is, according to the regional demand, the different matching is placed in a box to carry out the whole box, and most clothing enterprises are allocated by single color single code and zero sorting.

In order to improve efficiency, Bosideng adopts the principle of "proper automation of logistics equipment" and "highly informationalized" to carry out the construction of logistics equipment.

"Logistics equipment is properly automated", that is, first use people to solve, then use area (site) to solve, and finally use equipment to solve.

"Highly informationalized" means fully integrating information technology to integrate logistics business processes, effectively controlling personnel, inventory and each operation process node.