Everyone has a question, that is, the garment factory seems to have gone to the last one, or is it moving in or out?
To answer this question, we must first examine the conditions for the operation of the enterprise itself. If the current stage is engaged in the production of domestic trade clothing, it is of course appropriate to stay in domestic production. Has adapted to a small number of current marketing models. Although the order is small, but the competitors of the competition are all the same conditions, the cost is almost the same, I hope that the situation can last for three to four years! Is this the case? So let's explore the following points:
Domestic large-scale garment enterprises (referring to garment production factories) mostly rely on foreign trade, such as Shenzhou, Guotai, Jingwan, Lianya, Huanya, Esquel, Hangsi fashion and so on. Although there are too many foreign competitors, they rely on the concept of a grand world view, operate on a more economic scale, and operate as a feature.
Either have a strong design team, either develop fabrics on their own, or control a good supply chain, or improve production performance, or streamline human resources, reduce costs, and have a special feature, which is to continuously research and improve garment technology. , more perfect preparation for prenatal work. Annual process performance improvement is at least 5% or more.
In recent years, it has been extended to third parties to issue bills, understand local laws and regulations, set up factories after cost analysis, expand, and continue to test orders in other countries to achieve today's achievements. In particular, clothing companies in Asia's four little dragons are almost always following this model. (Domestic manufacturers are the same concept) But more thinking now is to advocate IE, network, smart manufacturing, smart production, R&D templates, and automation facilities.
So what about SMEs? Does not have an economic scale. Poor manpower (direct labor: sewing workers should account for 69% of the entire factory), the unit price is too high (the correct ratio is one-third of the processing fee) Many companies also understand this situation I just don't want to think about it. I believe that as long as the price of the order is good and the mechanics are not lost, the attitude is good.
For the majority of people who are moving out of production, they are still afraid. Unless the group visits abroad to hear more successful cases, what they hear and see in many groups are mostly negative reports. I have worked in 17 countries abroad for more than 30 years, and each country has its advantages and disadvantages.
If you want to move in, you must first have a good management team instead of a veteran cadre with only 20 or 30 years of service (only loyal but aging cadres) must be:
Excellent leaders with innovative thinking and reform can be led by the new team with new thinking and new ideas. With the creation of the second spring, they will face new challenges.
Improve IE team and template development capabilities.
💰 The backbone of the process and the cost consciousness are willing to follow the leader to expand the territory.
🔗 Business and procurement can be matched in time to make the team careless. If you can expand the local processing business, family foundry thinking, and expand the professional foundry company, (specially cutting foundry, inspection center, packaging center) can more streamline a lot of production costs. Enhancing the competitiveness of enterprises is also a good step by step.
For a small scale and very foreign trade operators. I believe that my peers have gone abroad for the first time. After many years of observation, my heart has become clear, and I have compared and analyzed. I know the production of clothing. The products of the less developed countries are from Japan, from the Asian Tigers to China. Go to a country with cheaper labor to produce. To integrate resources, leave the most competitive module in China to improve design capabilities, train more outstanding middle cadres, improve the I E team, and set standard working hours.
To achieve comprehensive technical support (economic scale principle) and not scattered in each branch, (excellent local technology is reflected to the headquarters in a timely manner, not only to give incentives, but also to give the branches to share the summary, form the big data of the process system) A model of a big business. Lay a good foundation and focus on training the talent pool of the factory director. It is the only way for talents to be deeply cultivated by enterprises.
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