Supply Chain Procurement, Brand Transfer And Market Distribution Strategy

□ International clothing Harry van Dorsen, President of the Alliance

At present, the center of the global manufacturing industry is shifting and facing repositioning. The industry makes more investment in the value chain and supply chain and strengthens R&D. Although the labor cost in China is rising, the competitiveness can be compensated through technology improvement, and the industry can be helped to establish a more solid foundation through reform.

□ Hong Tianzhu, Chairman and President of Tianhong Group

For China, the deployment of accelerating the transfer and upgrading of the industrial chain is particularly important at present: that is, from simple production and export oriented to high-level service transfer. To speed up the layout of overseas industries, it is the best choice to build a production center in Vietnam, which can serve international buyers. Labor is only a part of production cost, and efficiency is the most critical factor affecting cost. Investment in plant construction must use advanced technology and equipment to make up for the pressure brought by the increase in labor costs, and investment in technical equipment must be based on 15 years.

□ Daniel Harari, CEO of Lectra, France

From the perspective of supply chain, retailers focus on profit margin and hope to control the whole supply chain; Manufacturers focus on cost, delivery time, terminal building, extension and expansion of supply chain. For the company, the key to strategy is the development direction and future vision. The business model must conform to the company's own DNA and build the management's belief in the company. We should focus on the needs of customers and continue to improve business processes.

□ American clothing and shoes Kevin Burke, President of Industry Association/CEO

Due to the changes in the prices of raw materials and labor in China, the procurement of the United States in Vietnam and Bangladesh has increased. However, a series of safety accidents in Bangladesh have had an impact on the order placement of the purchaser. What is the purchasing trend of the market in the future? If Vietnam, Indonesia, Bangladesh and other countries are compared with China as competitors, the problems encountered by the United States in their procurement in these countries are the same as those encountered in China 25 years ago: insufficient capacity and infrastructure. At present, China has perfected all these. The next step is still in China.

Supply chain procurement and transfer

□ Dr. Achim Berg, partner of McKinsey Consulting

According to McKinsey's research, 75% of supply directors believe that the price and cost of products will rise in the future, which will have a serious impact on the company. In the future, 72% of procurement directors will diversify their procurement locations rather than concentrate on one place. In order to find new value depressions, 24% of procurement directors believe that sub Saharan Africa will become a source of procurement with great potential in the next five years. Bangladesh, Vietnam and India will become the three hot procurement places in the future.

□ African cotton and spin Rajeev Arora, Executive Director of Industry Alliance

Africa produces high quality cotton. Under the framework of the African Growth and Opportunity Act (AGOA), cotton produced in Africa can enjoy zero tariff preference after being locally processed into textiles and clothing and then exported to the United States. Therefore, investing in cotton, textile and clothing manufacturing in Africa has great advantages. At the same time, the regions south of the Sahara Desert have the advantage of fast shipping speed, and the governments of these regions also particularly hope to increase investment in the textile industry.

□ Xu Weimin, Chairman of Shanghai Silk Group

Compared with Bangladesh, China's manufacturing advantage is still there. At present, the problems to be solved are as follows: First, cultivate core competitiveness, and upgrade from OEM to ODM and OBM. The second is to change passivity into initiative and extend the value chain according to customer requirements.

Brand and market distribution strategy

□ Gao Miaoqin, representative of Gao Dekang, CEO of Bosiden

In the future, various factors in the market will flow more quickly, and the domestic and foreign markets are gradually integrating. There are many local brands in China who are not acclimatized to "going global", and there is no good experience to learn from. In the future, Bosiden brand should embody oriental characteristics in style design, and integrate European local style in design. Through a strong international design team, reflect and enhance the deep connotation of the brand.

□ Piergiorgio del Santo, President of Italian luxury brand PGSD

In the current Chinese market, the consumption preferences and tastes of the young middle class who have a strong ability to consume luxury goods are diversified. Hermes' success in China is a good example, and we must have a deeper understanding of this market.

□ Stefan Lange, sales director of Brax, Germany

Brax now has 45 stores in 26 cities in China. In the current market environment, the biggest challenge for us to introduce international brands into China is how to determine the best store location and realize the harmony of time, place and people when the supply of shopping malls exceeds the demand and there is a lack of excellent store managers.