World apparel shoe and hat net special industry observer

At the beginning of the year, the quality problem has become the focus of attention again.

In December 29, 2018, the "daily economic news" published in the "supply chain relies on the risk of foundries often exist." the article on the issue of quality problems in the children's clothing of Carmen shares has just been launched, causing an uproar in the industry.

Especially in January 2, 2019, on the first day of the new year's work, the global economic hotspots, China finance and economics, China clothing circle, Shenzhen hotline, China apparel network, textile China online and other media have been reproduced, which has aroused the keen concern of all sectors of society.

This momentum is a blow to the Carmen stock that is now sprinting to IPO.

It's not a fatal blow. It's also a difficult way to stop.

Quality is the foundation of the development of an enterprise. It is related to the image of an enterprise. Quality is the life of an enterprise and the foundation of its brand.

At the same time, the brand is the undertaking and the pass of the enterprise.

Especially in promoting the development of high quality today, quality and brand are the concentrated reflection of the comprehensive strength of enterprises and the standard of the core competitiveness of enterprises.

Therefore, at this moment, when the "pass" meets the "road block", it can be described as a rolling stone down the mountain.

We believe that in this world, any person and organization are in the wind, or at a critical moment, no one wants to have a "half way to kill a gold medal" accident, but often can not escape the curse of Murphy's law.

Once there is no agreement, it seems inevitable that it is inevitable.

At this point, what is most needed is to find out the root of the problem through the joint action of various elements and resources inside and outside, and actively formulate a solution that integrates systematic, long-term, preventive and targeted solutions, rather than thinking, irresponsible and headaches.

However, the article frequently presents quality problems to the children's garments of Carmen, and it simply comes down to the fact that the production is totally outsourcing, and the representative factories are mostly small and medium-sized garment processing enterprises.

At the same time, it is pointed out that there is little long-term stable cooperative relationship. Some garment factories are also marked by the business sector for "abnormal operation".

The reason why Carman's quality control measures were repeatedly out of control did not show any attitude or deep excavation.

Only in the beginning of the article, I put it lightly: to control production and product quality has become a problem that the company needs to pay more attention to.

As for today's Carmen stock, who caused it is the role of external factors, or the absence of internal management.

　　因而，如果就這么簡(jiǎn)單地將責(zé)任歸集并告一段落，那么對(duì)媒體來(lái)講，就是在制造一出“鬧劇”，或者說(shuō)是扮演一個(gè)放火燒人的“強(qiáng)盜”:一是不能堅(jiān)守文以載道的理念，二是沒有堅(jiān)持實(shí)事求是的原則，三是缺乏追真相探究竟的精神，四是丟棄揚(yáng)正氣樹新風(fēng)的本色;對(duì)企業(yè)來(lái)講，就是在接受一次“譴責(zé)”，或者說(shuō)是書寫一篇自慚形穢的“檢討”：一是不利于嘉曼股份自我剖析、自我革命，二是不利于消除曹勝奎董事長(zhǎng)的管理盲點(diǎn)，三是不利于想根除但又無(wú)從下手的管理頑疾，進(jìn)而推動(dòng)企業(yè)完成蛻變;對(duì)行業(yè)來(lái)講，就是在惋惜一下“先驅(qū)”，或者說(shuō)是提出一組質(zhì)量提升的“方案”：一是不利于行業(yè)發(fā)展生態(tài)的自我凈化，二是不利于供應(yīng)鏈效能與價(jià)值的疊加與放大。

In a nutshell, the article is too busy to see the essence of the problem through the phenomenon.

At the same time, there is neither a clear analysis nor convincing answers.

It should be noted that if all responsibilities are pferred to the processing party, it will be unfair to let all the factories become the biggest ones. If the quality control measures are not enough, it will not only be able to hold water, but will also involve irresponsible departments and personnel.

So, where is the root of the problem? We may try to find a new one from the relevant information in the article.

From

In terms of quantity and scale, the number is small, the scale is small, and the choice scope is limited.

According to normal logical reasoning, how does a major brand enterprise that has developed nearly 30 years have 25 main cooperative factories, and most of them are local small and medium-sized garment processing enterprises.

At the same time, registered capital of 500 thousand yuan accounted for more than 6 of the total, registered capital of 10 thousand yuan of enterprises also ranked among them, it sounds incredible.

Second, from its time of cooperation, it is unstable, short duration and high quality resources shortage.

Manufacturing enterprises can cooperate with well-known brand enterprises, and more often than not, they can not be met.

However, only 6 of the 25 main foundries in the company have more than 5 years of cooperation, and more than half of them are less than 3 years.

This figure, needless to say, is a very serious mismatch in a famous brand enterprise of 30 years, which is used in a 30 year old ordinary person.

From this we can judge the problem of Carman shares.

It is also not in the quality control measures, and in the supply and demand docking process, the departments and personnel who distribute and weave complex interest network chains, with a high profile of the company's platform and resources, are courteously taking advantage of the rich interests and the capital they enjoy.

Is it not a loss of interest to hold the greed creed of personal interests to the highest?

At this point, there are corresponding answers to the problems of limited resource allocation efficiency and high cost of supply and demand.

First, using the opaque information of the paction, squeezing profits from the cooperative manufacturers and maximizing their personal interests, under this premise, the factory can not lose money in order to survive, but can only cut corners and shoddy products, resulting in failure of quality control measures. Secondly, it promotes the networking of human relationships, resists the intervention of new members and realizes the fixation of interest delivery, resulting in the existing cooperative enterprises, not the best ally of the Carmen stock company, but the most intimate grave digger of the company.

In garment industry, outsourcing of order production is not surprising, especially for enterprises, there is a serious internal interest chain segmentation and corruption.

It has been quietly carved out by executives of business executives in the face of interests, and not necessarily the chairman can understand the mystery.

Today, for Carmen shares, it is just one of tens of thousands of families. The problem is not only one of the Carmen shares, but the difference between the time nodes.

For the quality incident of Carmen shares, there is no need to "laugh at fifty steps" and do not need to point fingers.

In fact, all enterprises and units in the supply and demand link if the interest network is not decisively broken and the interests chain is not immediately cut off, I do not know that at some point in the next moment, it will become a copy or even an upgraded version of the Carman share, and the outcome will be worse than that of Carman stock.

Then, is there a mechanism, mode and system to help the chairman of countless garment enterprises to finish the self purification of the internal ecology of enterprises, to realize the subversion of the traditional interests of supply and demand, and the establishment of a new ecosystem of supply and demand services?

We look forward to -