How to break through the retail of clothing? It is an effective practice to quickly update and explode

ZARA has continued to lead the way in the current retail sales experience of “closed shop”. Can domestic brands take a path from the ZARA-style rapid response supply chain?

Fashion companies in the traditional mode take 6-12 months from designing a whole series, making samples, distributing samples to manufacturers, and finally arriving at retail stores. The problem with this is that when the product arrives at a physical store for sale, it may have missed the fashion trend of the season; the explosions found during the sales process will lose more than half of the supply chain due to the inability to keep up with the supply chain. single.

For brands with slow iterations and easy inventory inventory, how can the fast anti-supply chain be implemented? The practice of “transferring wisdom and making” is to quickly update the new and explode.

Chuanzhizhi has shortened the entire process from the original 6-12 months to one month, and will hold a new conference every month. Each month, there are 1000 SKU styles for brand owners to choose. For the good "explosion" sold, you can turn the order in small batches and multiple batches, and ship them in 7-14 days, and log in to the store.

To do both, the platform needs to connect upstream fabric plants, design resources, and manufacturing resources. Chuanzhizhi created the concept of shared economy with “fabric interconnection” and cooperated with fabric suppliers of fast fashion brands at home and abroad to develop finished fabrics. These factories have a large inventory of fabrics, which are designed by a team of consultants who can make the same effect on the same fabric.

There are no designers on the platform, but there are 5 designer administrators. These formerly experienced designers are more of a hub management role on the platform, bringing together designers/designers outside the platform. Each month, the company will send a designer a "fast anti-fabric fabric book", with PPT to tell these designers the style of the design, category, age-oriented and so on. Chuanzhizhi wants to use the "third eight hours" of these cooperative designers. If the design style is selected, the turnover can be obtained.

Chen Zhizhi, CEO of Chuanzhizhi, has guided the platform construction of Alibaba Amoy Factory. Based on past experience, the team helped the factory to jointly develop the fast-reverse pipeline of “lean management”. In the case of constant personnel and constant equipment, the production capacity is improved by 20%. In addition, the team made a software management system (QR-SCM) for the fast-issue supply chain to visualize the plant's production schedule. The brand side can check the order number on the mobile terminal to understand the real-time production progress of the tailoring, online (pipeline), offline, packaging, and shipping of the clothes.

Alibaba Amoy Factory is mainly for online brands. Why did you turn to serve offline brands in this venture? Chen Jianzhi told 36 that online only accounted for less than 20% of the overall retail share, and more than 80% is still offline, which is a trillion-level market. According to the National Bureau of Statistics, the total retail sales of apparel industry in China was 1,348.4 billion yuan in 2015.

Gloria, Ou Shili and other brands that already have dozens of design teams are not the main target of shuttle manufacturing. More are Senma, Metersbonwe, pure fashion brands such as pure, or turnover and brand image. The second and third line brands of the second echelon. The brand side can directly select the money on the platform, and can coordinate the development of the business case and the fast anti-fabric material library of the shuttle, or customize the development.

Chen Jianzhi said that the clothing B2B platform can be roughly divided into three types: fabric B2B (such as search, search, Baibuyi buy, chain still network), wholesale B2B (such as new, batch to go, fire together), advanced Custom B2B (red collar). For the fast-moving supply chain B2B platform, the fabric is its upstream; there are customized parts, but more are direct selection and collaborative development. As for the wholesale B2B, the new ones, the batches, and the likes are more of a small B merchant on the street, not a brand. Compared to brand companies, the new season in the wholesale market is lagging behind, not paying much attention to brand style.

The reason why you choose to be a brand is also related to the team's genes. In 2007, Chen Jianzhi established Hengqian Consulting to provide e-commerce, management and supply chain consulting services for apparel companies, and accumulated more than 8,000 brands. After accumulating a certain number of brands, designers and factory resources, the company hatched the wisdom of the company in March 2016. At present, there are 50 cooperative brands, 30+ cooperative designers and 100 garment factories.

Between order taking and billing, the shuttle manufacturing can obtain 20% of the gross profit in the middle. However, Chen Jianzhi said that in the second half of this year, the platform will be gradually changed to “semi-open”, so that the factory information will be presented on the platform. When the brand releases the demand, the factory can grab the order according to the production arrangement. In order to avoid the situation of flying orders, the part of "style development" is still done by the platform. He believes that the part of style development is a very important hand in the future to open B2B. The platform has mastered the new set of technical documents, including plate making, design drafts, details of surface materials and so on. After the platform is opened, it will charge 5 points of commission, reduce the cost of both parties, improve the matching efficiency, and then try supply chain finance.

The company currently has 50 people. CEO Chen Jianzhi graduated from the Taiwan University of Practice School with 26 years of experience in the apparel industry. He has directed Alibaba to scouring factories, quick booking, and construction of China's quality platform. Architect Zhu Jinming has 15 years of experience in the apparel industry, Ali. Baba Business School's supply chain course guest lecturer; technical director Zong Haibo has 18 years of experience in the apparel industry, has directed AD, Nike and other factory kanban systems, to coach the implementation of brand ERP system such as Pink Mary; commodity director Gao Xiaoyu used to be the Sino-Italian clothing trade Association design and guidance experts, Art Director of High Standard Design Studio Co., Ltd., British fashion brand Burberry designer.

Finally, whether the "buyers' group system" will become the mainstream supply chain in the future, Chen Jianzhi believes that buying goods is a future trend, but the problem is that it is difficult to piece together the complete brand style. For brand companies, instead of having a piece of “puzzle”, it is necessary to establish the style of the brand.

Editor in charge: Yang Bo