Affected by the COVID-19 epidemic, textile and garment enterprises across my country have successively faced major problems affecting production and operations such as poor logistics, production shutdowns, and outflow of orders. They urgently need to improve management, integrate resources, develop channels, and coordinate supply chains. In order to optimize service supply and explore new growth points, we can enhance our ability to resist risks and comprehensively enhance our competitiveness. In order to help enterprises respond to changes in the situation by adjusting their business models and effectively solve blocking and difficult problems, on May 18, the ChinaTextile Industry Enterprise Management Association organized a video conference for key member units exchange meeting and invited Professor Han Yongsheng from the School of Economics and Management of the University of Chinese Academy of Sciences to share solutions.
Qiao Textile, Kangpingna, Bosideng, Hongdou, Aimu, Yichun, Anhui Huamao, Tianhong, Ordos, Fuhua Textile, Huansi Wisdom, Beijing Fangsheng, Shaoxing Feiya Printing and Dyeing, Beijing Fashion Holdings, Dayang Group, Yalu, Semir Nearly 200 people in charge from more than 50 companies, including , Elesi, Dadi Group and Yulin Woolen WoolIndustrial Cluster Key Enterprises, participated in the meeting and exchanged views. The meeting was chaired by Zhu Guoxue, vice president and secretary-general of the China Textile Enterprises Association.
During the corporate exchange session, Song Dewu, Secretary of the Party Committee and Chairman of Jilin Chemical Fiber Group Company, introduced that epidemics, wars, anti-globalization, etc. have brought great impact and uncertainty to the supply chain and industrial chain, and corporate decisions are affected by external factors. Interference affects the investment and development motivation of enterprises. The focus of Jilin Chemical Fiber’s current work is to consolidate old customers and old channels, and allocate resources around creating value for customers. The enterprise itself must strengthen its elements, optimize its equipment, put more effort and wisdom into the transformation and upgrading of traditional equipment, maximize the value of elements such as people, machines, materials, water, electricity, gas, cooling, and wind, and give full play to the efficiency of elements. At the same time, we should do a good job in cash flow management and control. Due to the lockdown of the epidemic, all subsidiaries of the Group have carried out self-production of workshops and self-management of teams, striving to improve management efficiency, keep up with the situation, and adapt to changes. In terms of business, we insist on optimizing and upgrading the stock, and the main increase is to adjust the structure. The rayon segment insists on high quality, the acrylic segment insists on differentiation on the basis of scale, bamboo fiber promotes internationalization on the basis of alliances, and carbon fiber achieves intensification on the basis of integration. change. At the same time, the most important task is the integration of industry and finance, fully integrating existing assets and capitalizing them through the two listed companies under the group to assist the development of each business sector and enhance the competitiveness of the company.
Wang Chenhua, director of the Administrative Management Center of Bosideng Down Clothing Co., Ltd., said that the first quarter of this year is the end of sales and off-season for down jacket companies. The impact of the epidemic is temporarily controllable, and sales in the first quarter have increased year-on-year. Since the company is located in Changshu, Jiangsu, close to Shanghai and Wuxi, the supply chain and logistics have been greatly affected by the epidemic, especially the risk of imported epidemics brought by international freight. Therefore, the company conducts closed-loop management of the entire raw material process, resulting in an increase in overall costs. It is expected that in the first half of this year, corporate development will face greater pressure.
In terms of adverse effects, both online, offline and foreign trade businesses are currently greatly affected. Suppliers working from home have caused 50% of raw material delivery delays, and a series of factors such as the extended timeliness of surface and auxiliary material testing institutions have led to Factory garment orders cannot be produced on time, foreign trade order delivery is delayed, and independent brand delivery is delayed; logistics and freight pressure increases, transportation costs rise sharply, and express delivery is delayed, causing the impact of factory shutdowns waiting for materials; In terms of imports, a large number of goods are blocked in Shanghai Port and cannot be cleared in time. After customs clearance is completed, they face warehouse control and cannot pick up the goods, which affects production and delivery times.
It is recommended that the government give priority to ensuring stable production of leading enterprises, delay the payment of social security fees, advocate rent reduction and exemption for commercial entities, phased reduction and exemption of value-added tax and surcharges, and call on financial institutions to provide a series of preferential policies.
Gu Weida, Party Secretary, Chairman and General Manager of Beijing Fashion Holdings Co., Ltd., said that Beijing Fashion Holdings has 24 brands and more than 500 sales channels, creating an exhibition platform for Beijing Fashion Week. In April this year, the merger of Beijing Gongmei Group brought benefits to the company’s development of the cultural and creative industries. Affected by the epidemic in Beijing, the company’s production and operation costs have increased and its burden has increased. In the face of future development, first, the company must seize the opportunity of Beijing’s business district economy and actively integrate into Beijing’s major task of building an international consumption center city. Second, improve the company’s flexible manufacturing level. Third, strengthen innovation and enhance product competitiveness. Specifically, the first is to create high value-added brand products and create a fashionable, differentiated and experiential shopping scene; the second is to explore digital development and create a digital public service platform for clothing design; the third is to give full play to the platform of fashion week role, using platforms to drive economic development; the fourth is to create new experiences for time-honored brands to stimulate market vitality; the fifth is to integrate resources, develop incrementally, and give full play to the veterans of Gongmei GroupWith the advantages of state guest gifts, creative design, innovative R&D and marketing channels, we actively carry out industry-university-research cooperation, give full play to the role of cultural and creative parks, stimulate economic development, and cultivate industrytalents . At the same time, the company must build an inclusive supply chain, a flexible supply chain, and a digital supply chain to promote the company’s further development.
Hu Dongmei, general manager of Dayang Group Co., Ltd., introduced that Dayang exports suits as its main product and business. In 2020, it experienced a cliff-like decline due to the impact of the international epidemic. The company urgently deployed the domestic market and developed its own brand, private customization and group packaging markets, and achieved certain results. From January to April this year, the year-on-year growth was 55%, reaching the pre-epidemic level. The customization business in the international market has recovered steadily, and the company’s production is currently stable. Affected by the epidemic, suppliers in the Yangtze River Delta region are unable to supply goods normally, and imported fabrics need to be sterilized and left to rest, resulting in a compression of the production cycle. In the domestic market, group decoration and customization business declined significantly year-on-year. The test of the epidemic has strengthened the company’s determination to follow the path of intelligent and digital development. Next, it will extend to more categories and optimize hanging systems and intelligent warehousing. In the face of international uncertainties, on the one hand, we must maintain an optimistic attitude and strengthen our confidence. On the other hand, we must plan ahead, be prepared to deal with uncertainties, and face challenges with confidence and unity.
At the meeting, Han Yongsheng, a professor at the School of Economics and Management of the University of Chinese Academy of Sciences, titled “Accelerating the transformation from “order-driven to direct-to-consumer DTC””, starting from “Why is it necessary to transform?” “What should be changed? What should it be changed to?” “Clothing” The four aspects of “the competitiveness of upstream enterprises” and “how to trigger transformation?” provide inspiration for enterprises to adjust their business models to cope with changes in the situation.
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