Golden Monkey Group Polished "Fit" ERP

"The members of our information center include: business personnel, technicians, electricians, entry personnel, and even carpenters."

Zhang Yalin, director of information center of golden monkey group, said: "our daily work is to ensure the normal operation of the entire network equipment and procedures, cooperate with the business departments to make good use of ERP, supervise, train and guide the operation of ERP, meet the IT needs of the grass-roots and leadership levels, and dig deep into the data independently."

Speaking of how to deal with the problems encountered by enterprises in the process of informatization, Zhang Yalin said: "the key is to identify the location of the IT department. We have identified the location of the information center in the whole enterprise as a service department serving all departments of the enterprise."

Founded in 1951, Weihai golden monkey Refco Group Ltd has 55 years of experience in shoes making and garment making. It is one of China's "old" shoes and garment enterprises. Now it has assets of more than 800 million yuan and has more than 5000 employees. It mainly engaged in the production and sales of leather shoes, sports shoes, shoes, leather goods, clothing and other products, and involved in many fields such as import and export trade, real estate development, commerce, hotels, logistics and so on. Its comprehensive strength ranks among the top three in China's leather products industry. It is one of the vice director general units of China Leather Industry Association, one of Shandong's key enterprises group and one of the largest industrial enterprises in the country.

In 2008, the Golden Monkey Group's goal was to produce 8 million pairs of leather shoes (including 2 million pairs of exports), to achieve sales income of 5 billion yuan; in 2009, sales revenue was 8 billion; in 2010, sales revenue was 10 billion.

To this end, accelerating the pace of information pformation has become one of the three reforms that the group is carrying out.

To overcome the difficulties of the industry, in order to adapt to the rapid change of season and style and personalized production demand, almost all the footwear industry is facing the problems of product life cycle and production cycle shortening, duplication of labor between departments, material management costs too high, batch management difficulties, and information reaction lag.

The production process of footwear industry is generally divided into sample development, business communication, procurement, warehousing, birth control, cutting, material preparation, needle truck, molding and finished product shipment.

The production capacity of a shoe factory mainly includes three aspects: production cycle, quality and cost.

As a result, the long cycle of information feedback and frequent changes in printing become the biggest pressure on shoe industry.

Discrete manufacturing, whether electronic, mechanical, clothing or textile, is almost invariably using the universal ERP.

However, each industry has its particularity. As a traditional manufacturing industry, the shoe making industry is characterized by labor intensive, low overall quality of managers, many styles of products, large numbers of codes, and small batch sizes of single shoes, making its production management a complex matter.

In the past, the shoemaking industry only used some small systems developed by itself to help manage inventory and procurement behavior. These systems were only simple imitation of manual work, and rarely improved business process improvement.

How to make the shoemaking enterprises make full use of the advanced management ideas of the mature ERP system, and to maximize the traditional business habits, become the key to the IT management of shoemaking industry.

Therefore, when choosing ERP system, we must pay attention to the production management characteristics of shoemaking industry.

"I think in the current situation, the next time to choose a good ERP product, it is better to practice internal strength to sort out the process, so that enterprises can make good use of ERP products."

Zhang Yalin thinks that although there are common faults in the footwear industry, the Golden Monkey Group has its own "pathological" characteristics.

Identifying the "sick root" as the leader of the domestic shoemaking industry, the Golden Monkey Group has a large sales terminal customer base. It has completely failed to adapt to the management needs under the new situation simply relying on the traditional information processing mode.

Information lag has brought many problems to enterprises: inventory is growing year by year; the distribution of stock products is uneven; the market with good sales is often out of stock, but the market stock backlog of bad sales does not know how to deal with it; the products sold in the market are sold back to the group, and after confirmation, production and unloading, the sales season has passed, and the number of dead households and bad debts has increased year by year.

"The fundamental reason for these problems is that enterprises can not get market information in time, sales management is backward, and sales information is lagging behind."

Zhang Yalin said.

The key to improving sales management is to speed up the feedback of daily operation information of each node on the sales network (business information includes sales volume, quantity of purchase, return quantity, price, variety specification, cost and so on).

When the market changes frequently, only by timely grasping the speed / sales ability and current inventory of the sales channel, can quickly calculate its replenishment needs, and arrange the replenishment and its related follow-up business processes at the first time, so as to ensure the maximum cargo potential of all sales channels, so as to improve sales capacity and utilization ratio while improving turnover speed.

Zhang Yalin resolutely pointed out that there were three urgent problems to solve at the time: first, the timely collection of market information, because of the wide variety of products and wide market, if we did not make use of effective network, we could not finish the work; two, the accuracy of warehouse management; the previous mode management did not reach the color, size and batch number of each product; many seasonal products delayed business opportunities because of inaccurate inventory and became the outdated products; three, the flexibility of price management, because the market spread across 32 provinces and municipalities throughout the country, unified price management is not conducive to flexible market management, and it is imminent to change the former product price management mode.

Since September 2006, the information center has reformed the original automated stereoscopic warehouse, and the distribution system supporting the automated stereoscopic warehouse is moving forward in an orderly manner. It will be completed by the end of June 2008.

"Relying on this system, we are going to build 500 self operated or joint chain stores in 2008, bringing the total number of stores to 2000.

It is estimated that after the implementation of the distribution system, the inventory of finished goods will be reduced by 40%, the market share will be increased by 5%, the cost will be reduced by 10%, and the capital turnover will be accelerated by 1 times in the whole year, resulting in a profit of more than 15 million yuan.

Zhang Yalin said.