Manufacturing is a labor-intensive industry. It is difficult to recruit people. It is difficult to manage people.

It seems that people don't look too young after 80. But after 80, they are 35 years old, or 36 years old. They have already set up our main force.

85, after 90, their way of thinking and behavior, it seems that not only so-called money, not simple money driven before can be satisfied, so for manufacturing management, is a very big challenge.

In addition, the market is that we need to serve our terminal customers. The key is whether we can provide competitive products. If there is no way to provide competitive products to the end customers, then our end customers will surely fall into a red sea competition. He will replace us at any time, just because of a price, even if our service is good, there is no use at all.

And the deterioration of the big environment, China's manufacturing experienced a considerable period of prosperity, the prosperity is mainly derived from the dividend of the population, the dividend of the policy, and even the profit of the environment at the expense of the environment. When this bonus is slowly subsiding, can everyone see our cost advantage? Our cost advantage is in fact gradually fading away, when our cost advantages are no longer available, our core technology is basically the pronoun of low price, low quality and low added value, and the real core technology is not much.

We do not have the advantages, we do not have the core technology. In this economic tide, we have to think about whether we want to return and return to anything. We must return to the origin of the market and the needs of our customers, and really build our core competitiveness around the needs of our customers. It is not simply that you can increase efficiency and reduce costs and you can survive, so this is the first pain point for the manufacturing industry.

Let's take a look at the pain in our garment industry. What makes the garment industry so much inventory?

From the perspective of supply chain, the operation rules of ready-made clothes industry are like this. The R & D designers, whether they are buyers or designers, will be in advance one year, and now in spring, and in the designer's mode, we should develop products next spring according to the principle of the designer. At home, combined with the trend of spring next year and the sales data in the past year, we will start researching and developing products. After developing several products, we will look for fabrics, accessories manufacturers, a product, they will tell you that the fabric factory and excipient factory say that no eight hundred meters will not give you production, which means that you have to order at least 800 meters of fabric, and at least give him three months to deliver. One

When you finish the fabric and accessories, you will find the ready-made garment manufacturer, and the ready-made clothes manufacturer will tell you that the same clothes will not be produced for you in less than eight hundred pieces, that is, when we launch a look at the products to the storefront, we should at least satisfy these two minimum orders, and the production time is two to three months. The production process has already been in the past six months. How can we sell it? Because the R & D personnel are not immortals, and do not research and develop for the needs of every consumer.

　　二是研發(fā)系統(tǒng)，服裝界是一個(gè)很苦的行業(yè)，但是又是一個(gè)創(chuàng)造奇跡的行業(yè)，2004年，西班牙的ZARA異軍突起，當(dāng)時(shí)建立起來，2004年建立，隨后幾年異軍突起，然后ZARA的創(chuàng)始人曾經(jīng)一度變成世界首富，很多中國(guó)企業(yè)看到了，他在研發(fā)系統(tǒng)方面進(jìn)行了改變，改變了原來的研發(fā)系統(tǒng)是設(shè)計(jì)師的體系，待在家里結(jié)合流行趨勢(shì)，結(jié)合銷售數(shù)據(jù)自己想象和研發(fā)，他變成了買手，他以前沒有設(shè)計(jì)師了，在全世界各大品牌店，逛各大賣場(chǎng)，看到哪件衣服賣得最好，立刻稍微一改，就進(jìn)行抄襲、下單，十個(gè)工作日就可以上他的店面里面去，在這種情況之下，最著名的一個(gè)案例，我記得是麥當(dāng)娜在西班牙進(jìn)行演唱會(huì)的時(shí)候，她在舞臺(tái)上穿的那一身衣服，演唱會(huì)還沒有結(jié)束，西班牙的大街上已經(jīng)穿滿了麥當(dāng)娜的衣服，那就是ZARA的作品。

This is the reason for the surface research and development mode.

Coming to China, China is a very good country to learn. It should be said that our colleagues are not only diligent, but also seriously study, and begin to learn the ZARA buyer's economy, but we think there is no relationship with the buyer economy. What is the core of it? In its supply chain, it can be loaded on the ten day of the season.

Any product can be quickly reflected in it. I remember a very large industry leader in the industry (supply chain) turned into 40 days. As a result, the brand has not been done. In fact, there is a qualitative gap between 40 days and 10 days.

Pain point three: inventory, channels and customized industries let prices rise steadily.

There is also the price. Now the clothing is becoming more and more expensive, and the price is rising every year. The first reason is the stock. You find the cost of the shirt of one hundred yuan, when five hundred yuan is sold, five hundred has already been given the stock.

In addition, the second reason is the channel, the shopping mall, this is the channel, the channel is not only on the ground, but also on the ground, I heard that Tmall spent a dollar, then 50 Fen to Tmall, I suddenly discovered that there is not much difference from the traditional underground sales channels.

The remaining half, if we give the channel again, our marketing costs, the cost of our management, equally spread out, businesses do not make money, everything is passed on to consumers, so this is a very important pain point in the traditional garment industry, the price is rising steadily, and the businessmen do not make any money, so the consumers pay for it.

Third, the customization industry has several characteristics, one is strong dependence on experience, including volume and plate.

Two, it takes a long time and costs a lot.