Experts Analyze The Operation Mode And Inventory Of Footwear And Clothing Industry

　　 shoes The clothing industry mainly has two operation modes: ordering system and distribution system. We find that the inventory crisis is more significant in the sports, leisure and formal clothing categories dominated by ordering system, while the severity of fast fashion and women's clothing is relatively weak. The futures ordering system has played an important role in the development of footwear and clothing enterprises in recent years. Its advantages and disadvantages lie in inventory. The mode is not fixed. An in-depth analysis of the inventory caused by the order system mode adopted by footwear and clothing enterprises will help the brand out of the predicament by improving and optimizing and making up for the deficiencies.

　　 The accuracy of the forward sales forecast of the ordering system is low, and the inventory is caused by the disconnection between production and sales

In the order system mode, the time span of long-term forecast can reach more than half a year. For example, when the order meeting for the next autumn products is held in winter, the lead time is long, the rigid non flexible production plan, one-time mass production, and the number of products produced will be sold. For a period of half a year, although it is convenient for enterprises to schedule production and organize production, the transmission response to market supply and demand is lagging behind, and they are not sure about the trend and can not be well market-oriented.

The work of footwear and clothing enterprises in a year mostly revolves around two to four large futures order meetings and multiple supplementary order meetings in a year. The success of the order meeting is the success of sales throughout the year, so the core task of the order meeting is to complete the indicators. The core work of each order meeting of footwear and clothing brands is the formulation and decomposition of futures order indicators. Enterprises quickly expand the panel for the purpose of racing horses. Often the sales forecast is too radical, and agents are pressed to complete their tasks. The main reason why Zhou Chengjian of Meiteji Bonway used to explain its inventory was that the abnormal climate disrupted the production and sales plans, and the labor shortage caused spring and summer clothing Delivery is delayed until April to May; In fact, the main reason is that the sales increase is not as good as expected due to the increase in the cost of opening stores and the slowdown in opening stores.

The ordering index is calculated on the basis of the agent's previous purchase data multiplied by a percentage, or according to the number of stores (existing and new). The agent executes the sales forecast plan of the headquarters to buy out a large number of goods in advance. Once the opening of the store slows down, the opening cost increases, and the opening of the store slows down, the sales increase is not ideal, the average efficiency of the store is too low, or the store is affected by the climate All these can lead to lower sales than expected and a large backlog of inventory. The business report of an enterprise is recognized as sales when it is delivered to the dealer's warehouse, so the revenue in the financial report actually includes some inventory. The false impression of good sales will lead to overstock of inventory, and the unsold inventory will affect the subsequent order quantity, resulting in a vicious circle. The distribution system reduces the existence of inventory in the production and marketing planning phase. It adopts small batches and develops, produces and distributes according to the key time cycle.

　　 Inventory caused by serious deviation of delivery date of ordering futures

Can orders generated after the order meeting be placed according to the actual situation? Can we deliver on time? A big question mark is also needed.

The production process of footwear and clothing products is very tedious: after the order meeting, the order is placed to the production department, the production department places the bill of materials to the purchase department, the purchase department places the purchase order with the surface auxiliary material supplier, the surface auxiliary material supplier sends the material to the production department, and the production department sends the surface auxiliary material for inspection. After the inspection, the production starts to distribute production, and after the production, the product is inspected, and then enters the warehouse after the quality inspection. There have been many big links and small details. It often occurs that the regional big goods delivery plan is out of line with the big goods production plan, the big goods production plan is out of line with the outsourcing factory production plan, the big goods production plan is out of line with the raw and auxiliary materials purchase plan, the raw and auxiliary materials purchase plan is out of line with the fund arrival plan, the finished goods warehousing plan is out of line with the goods distribution plan, and the goods distribution plan is out of line with the regional agent payment collection plan. It is precisely because of the disconnection of the above operation links that the delayed delivery and insufficient delivery are caused.

Garment enterprises mostly rely on outsourcing for production, and need high-quality and highly cooperative OEM suppliers. Labor shortage is increasing, and high-quality supplier resources are in demand. Close cooperation with suppliers and strategic partnership through investment or shareholding are formed.

　　 Inventory caused by unreasonable ordering, selection and grouping

The participation of enterprises, agents and franchisees in the three-level goods assembly seems to be a combination of public opinions, but it is actually unscientific. The customer's choice of goods for ordering is extensive, and the on-site labeling decisions are not rigorous and scientific based on their feelings. The so-called order meeting is almost a "collective puzzle meeting", but the agents can not directly reflect the needs of consumers, which also leads to the failure to implement the overall product planning of the product style. The screening meeting held one month before the order meeting is often screened out more than half, and then almost redeveloped

The ordering system has high requirements on the ability of agents to assemble goods. A franchised store has strict requirements on the number of SKUs (units of inventory in and out measurement) of shoes and clothing. In terms of width, it requires sufficient category support, and can be delivered in succession according to seasonal bands. For example, winter products include T-shirts, long T-shirts, sweaters, outerwear and other major categories. How can we do a good job in matching these clothes, so that franchised stores can sell goods in series, which requires reasonable and optimal product structure. In the order meeting, the products will be divided into several series to support a franchise store. Once the agents place orders based on their own market experience, they often place more orders in this series, resulting in uneven orders. After returning to the franchise store, the products will be completely changed and become a group of loose goods, which will not sell at all. Shoes and clothing enterprises should help agents strengthen their ability to control goods, promote the matching manual of certain styles and seasonal products, highlight the matching manual of certain styles and matching styles, and promote them to the ordering personnel before ordering, rather than simply holding one or two product theme meetings at the ordering meeting.

In recent years, sports, leisure and formal clothing enterprises have realized the "Great Leap Forward" style horse racing enclosure through the futures model. In this process, speed is more important than management, while inventory is generated from the management process. Shoes and clothing enterprises need to further strengthen the management in the process, not just the post sales data analysis. There are examples of selling, supplementing and joining in zero inventory operation in women's clothing category. Each category has its own mode. There are fewer changes in sports and formal clothing styles compared with women's clothing, large quantities of goods, large number of stores, large-scale distribution, and complete distribution system is not feasible, but it can be used for reference and optimization. For example, sellers participate in research and development, speed up each link of the supply chain, and optimize the operation of the order meeting, For example, strengthen the order review process (for ordering and payment selection), reduce the futures ratio and increase the replenishment ratio (the supply chain must be optimized accordingly).