Fast Fashion Is Being Scrambled For By "Super Fast Fashion".

6-12 months, 5 weeks, 14 days, 7 days.

Production cycle continues to shorten, fast fashion, is being "super"

They scrambled to compete.

After the super fast fashion, maybe the next "super fast fashion" will appear. Fashion seems to be placed on the accelerating conveyor belt.

But can the supply chain survive? Reporters have observed that if there is no efficient supply chain system, there will be no fast fashion soil.

From the actual situation, the nodes in the apparel industry chain are not well connected.

But changes are taking place. Many companies are accumulating power and making changes, trying to form a closed-loop supply chain.

The "flexibility" of supply chain means that the change of demand will be more agile.

Around the establishment of the supply chain platform, this article will try to answer the following questions: what is the supply chain? The demand drives the change. How does a supply chain platform meet the needs of the people? How can the supply chain platform be set up at the specific operational level? Who has the most advantage of building the platform?

Series connection

The supply chain is a loop from

Procurement, processing, manufacturing, inspection and testing, logistics delivery, and ultimately to the hands of consumers.

The reason why all links are not well connected is embodied in the following aspects: each node in the brand side and the supply chain is a "single link" and needs to find its own procurement, processing factories, inspection and testing, logistics and distribution.

In the ideal situation, the supply chain should be "netted" instead of "chain like". The brand side only needs to supply the platform, and the platform should cooperate and connect in series.

Docking all links, compared to docking a "S" platform, is the efficiency of specialization.

Back to the clothing link itself, at the beginning of the article, I mentioned a set of figures about the design cycle: 6-12 months, 5 weeks, 14 days, 7 days.

According to the world clothing and shoe net, 6-12 months, the traditional fashion companies from design and design a whole series, to make sample clothing, distribute the sample to the manufacturer, and the time needed for the final product to arrive at the retail store.

This is too long for consumers who are losing patience.

There are many uncertainties in fashion, fashion and explosion. If half year or a year ago, the design plan is inaccurate, it is likely to run counter to the popular market.

It is all sensible to predict that the immovable goods can not be liquidated in the warehouse, and can only be ended in discounts or promotions.

From 6-12 months to 5 weeks, fashion is coming.

While most designers are still forecasting the trend of fashion in the coming year, ZARA has refurbished several rounds.

In the first quarter of 2017, Inditex group (ZARA parent company) reported that sales of Inditex group rose by 14% to 5 billion 600 million euros in the three months ending April 30th, and net profit rose 18%.

For 5 weeks, it is already coming to dazzle. There is no quickest but quicker.

The "ultra fast fashion" brand represented by Boohoo.com, ASOS and Missguided has shortened the supply chain cycle to 14 days or even 7 days.

Boohoo.com's supply chain cycle is two weeks, with 100 new products per week; the Missguided supply chain cycle is only one week, with 1000 new items per month; ASOS takes 2-8 weeks from design to shelf life, but the new weekly volume reaches 4500.

Is the supply chain really ready when fast fashion evolves to ultra fast fashion?

Accumulation

Everything is still accumulating and brewing.

But this does not prevent us from thinking about the value that a mature supply chain system can create.

For the brand side, with a specialized supply chain platform, it can re possess its "smile curve" - re research and development, heavy marketing and light production.

Yuan Wei, general manager of Alibaba's Amoy factory business department, said that in the past, a clothing brand only needed to shop online, but today's net red has to interact with consumers on micro-blog, live platforms, Taobao and various social media platforms, and the complexity of scene operation is greatly increasing.

Therefore, it is difficult for a personalized brand to rely on one's own strength to achieve deep operation depth, diversification of scenarios and multi class supply chain management and control capabilities.

"It is becoming more and more difficult for a clothing brand to catch up with consumers, and more specialized input in marketing and consumer interaction is needed to stimulate the demand for specialized supply chain service platforms."

Yuan Wei said.

For consumers, the demand for clothing is constantly improving, not only the quality of clothing, but also the higher requirements for the uniqueness of design and the speed of supply chain reaction.

There is a saying that there will be polarization in the future consumer demand, one is the ultimate single product (like UNIQLO), the two is the pursuit of personalization (such as independent designer brand).

Chi founder Chen Jianzhi believes that there should be three kinds: Big Logo, brand oriented traditional marketing methods will not change; two is Designer Brand, domestic designer brand is striving to occupy a place; three is Hot-Sale Product, the ultimate single product is an important trend of development, consumers know more about their own style than before, and can choose their own single products.

In the supply chain, where diversified products come from and how to produce them on demand, new opportunities for supply chain platforms are also brought forward.

For factories, the key to improving the efficiency of business is to improve efficiency and productivity.

The information pformation of the factory and the upgrading of the infrastructure have a direct impact on the response speed of the fast and counter supply chain.

On the one hand, China has the world's largest volume of mature apparel industry chain resources (including garment processing plants, and accessories, printing, embroidery and other supporting resources), with the formation of an efficient and synergistic industrial base; on the other hand, as human costs rise year by year, clothing orders began to drain outwards.

For factories, their information pformation and capacity upgrading, or joining the supply chain platform, may be an opportunity to enhance efficiency.

Dr. Xia Jiantao, founder of intelligent technology, believes that pformation and upgrading is not a upgrading of a single factory, but requires an integration of the industrial chain.

"The close coupling of the brand end and the manufacturing end can produce minimal waste."

Synergy

What is interesting is that the reporter observed that in the upstream and downstream of the industrial chain, there are possibilities for building a supply chain platform among different stakeholders, namely, the brand side, the fabric supplier, the factory and the third party platform.

Despite different perspectives, the ultimate goal is to achieve the same goal.

For example, from the perspective of the third party platform, re comb the whole chain.

Take Chi as an example, link up the upstream fabric factory, design resources and manufacturing resources, shorten the design production cycle to 1 months, and make a small amount of explosive sales in 7-14 days.

For the third party platform, effective "connection" is very important.

At the end of the fabric, the fabric supply factory of the fast fashion brand at home and abroad will cooperate to develop the finished cloth. At the same time, we will use the embryo cloth inventory of the factory to develop the semi-finished cloth and embryo cloth inventory for the two time.

At the design end, the structure is composed of 1 design experts group, the +8 bit designer, the +50 external designer, sends out a quick hair album to the designer every month, and carries on the style design on this basis.

At the plant side, we will assist the factory to pform the fast production line and develop the software management system (QR-SCM) of the fast reverse supply chain, which will visualize the production schedule of the factory.

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For example, we should control the quality of raw materials from fabrics.

Take chain as an example, the founder of Zhao Junhao's idea is "not only every link must be done, but every link should be done by the product manager's thinking."

The end of fabric and inspection end are the two entry points for platform selection. Under the questioning of "where the problem lies", quality control is carried out at both ends of raw material and processing.

In his view, by controlling the two ends, we can establish a standard by testing and testing, instead of reconstructing a supply chain system. Instead, we can integrate a supply chain system according to the established standards.

For example, based on the thirteen lines of Guangzhou and Hangzhou Sijiqing, the rapid reaction production capacity has been formed.

Take a fire as an example, the purchase behavior of small B businesses cut into a large number of order flows, reverse the standardization of wholesale market supply, and build S2B one-stop supply chain platform.

It is worth mentioning that when the "S" platform was established, the B end customers of the service began to expand -- apart from the small B merchants on the street, it also extended to the main customers such as cross-border electricity providers, micro businesses, and net red.

That is to say, whether there is a supply chain base (such as a brand name) or a supply chain basis (such as traffic flow), a standardized "S" platform can bring value to varying degrees.

The brand side can develop its own "fast reverse payment" or establish "fast reverse sub brand" by means of the fast reverse supply chain platform.

Traffic main / electronic business platform / small B business, can rely on the fast reverse supply chain platform, select, purchase and deliver goods, and achieve the front end traffic + the back-end supply chain platform closed loop.

Remodeling

Fast fashion and super fast fashion constantly compress the garment design and production cycle. But is it really that fast?

Compared with the "fast reverse supply chain", perhaps the "flexible" two words are more appropriate.

The capability of a mature supply chain platform should not be limited to small batch production or turnover.

In the interview with reporters, "Sinba Da", the apparel supply chain platform, said that for flexible supply chains, the order quantity can be large or small.

"No matter ten thousand, twenty thousand, or one hundred orders, there should be no difference."

Perhaps we do not need to go deep into "is it the fastest"? But it is worth pondering what is the variable between "fast fashion" and "super fast fashion"?

"Digitalization" is one of the answers.

Digitalization is the prerequisite for the realization of "ultra fast fashion", shortening the time of information integration and decision-making.

Digitalization also allows the supply chain to respond more quickly, to achieve rapid matching between inventory supply and changing demand, and to strictly control inventory.

Of course, besides the technological innovations brought by digitalization, the ultra fast fashion brands also have some ingenious ways of doing things: for example, setting up the production area near the company's headquarters and the main consumer market for quick adjustment; for example, the small batch production will be tested on the market, and then the mass production will be decided according to the consumers' feedback.

Above technology, synergy is more important.

Raw material, manufacturing, brand and third party platforms are likely to build a supply chain platform.

But whoever takes the lead will eventually need the synergy of other links to rebuild the commercial interest relationship.

"How can we make the disordered demand become a certain plan through the power of data, reduce the backside's surprise?" how to rebuild the business interests of different roles in different links, so that we can be responsible for the common outcome goals instead of just being responsible for our own stage targets? How to improve the synergy efficiency of different roles through product tools? When the problem arises, all relevant roles can adjust the work content for the first time, which is the three question we ponder.

Yuan Wei, general manager of Ali's Amoy factory, said.

Together with Wang Zheng, the founder of fire, it seems that there are three kinds of abilities in the uncertain industries, which are upstream and downstream of supply and demand, and goods themselves: closed loop capability, data capability and universal ability.

From the traditional "experience driven" to "data driven" is the core, business efficiency and matching efficiency is a bridge.

"The most important purpose of flexible supply chain is production and marketing synergy". Zhong Wei, founder of Bao hung clothing, believes that the core of business mode is changing from B2C to C2B.

In terms of trend judgment, he believes that the future of supply chain is a "network synergy" value network, an end to end Internet as a whole, and AI will play an important role in every aspect of supply chain.

Whether it is data driven, business interests remolding, tool application, infrastructure upgrading, AI participation, change is taking place. Maybe it is not far away, let us watch it.

More interesting reports, please pay attention to the world clothing shoes and hats net.