From June 19 to June 20, the 2012 Global Textile and Garment Supply Chain Conference was held in Ningbo. This conference is co-sponsored by the China National Textile and Apparel Council and the Ningbo Municipal People's Government. The China Textile Information Center, Ningbo Municipal People's Government Conference and Exhibition Office and the Ningbo Economic and Information Commission jointly sponsored the China Garment Association and the Xiqiao Textile and Textile Committee. Co-organize. Wang Tiankai, President of China Textile Industry Federation, attended the opening ceremony. Sun Ruizhe, Vice Chairman of China Textile Industry Federation; Liu Haiquan, Standing Committee member and deputy mayor of Ningbo Municipal Committee; Prado Business Association, Italy; Alessandro Benelli, famous Italian textile expert attended the opening ceremony. Speech. Sun Ruizhe, vice president of the China Textile Industry Federation, interpreted the five Chinese letters from the perspective of the textile and apparel industry, revealing five important components of the textile and apparel industry: change, hope, innovation, environmental protection and new expectations. He stressed that textile and apparel supply chains, in addition to maximizing the benefits of companies, brands, and suppliers at all levels, should pay attention to whether the company's own industrial chain is healthy, orderly, and courageous to take social responsibility.

The conference provides highly efficient communication and cooperation platforms for companies and organizations in the textile and clothing supply chain through keynote speeches, special forums, guest dialogues, on-site interactions, round tables, product demonstrations, and on-site matchmaking. The global textile and garment supply chain conference will be held in Humen.

The theme of the conference is the brand business model and supply chain innovation, focusing on how China's textile and apparel companies have relied on the business model design to rethink and judge the “business direction” of the company after undergoing two stages of production factor-driven and investment-driven. Reconfigure the company's supply chain structure, balance supply chain relations, and use the synergies of the supply chain to maximize value.

The industry needs to be calm and the down supply chain is making power. At the time of the 2012 global textile and clothing supply chain conference, the textile and clothing supply chain alliance feather branch was formally established. The alliance will be based on the cooperation of supply chain management, organize and implement a series of projects and cooperation based on core members, clusters and outstanding enterprises of the alliance to realize the knowledge sharing, information sharing, experience inheritance, resource integration, industry kanban establishment, and Explore the business model and achieve the final strategic cooperation, so as to achieve the "win-win" or "win-win" purpose of the supply chain cooperation model. Wu Guangwei, deputy director of the China Textile Information Center, expressed great confidence in the establishment of the alliance and hoped to use this as an opportunity to break the bullwhip effect and unspoken rules of the industry, establish positive interactions among alliance members, and provide suggestions for the development of the entire industry. Provide suggestions, meet the transformation and upgrading of the textile industry chain, and establish a more competitive down supply chain.

Coordinating Nodes and Playing a Competitive Force Together, Deputy Director-General of the China Textile Information Center, Mr. Fu Guangwei, stated at the conference that after entering 2008, the US subprime mortgage crisis and European sovereign debt crisis have brought major challenges to our country’s textile supply chain. . We have found that some of the past ways of thinking have been changing in a subtle manner. If we continue to use traditional methods, the industry will become increasingly difficult to develop. Rising labor costs and costs, continued appreciation of the U.S. dollar exchange rate, rising domestic land use prices, and rising prices of raw materials have all brought great challenges to the textile industry. The textile and apparel supply chain has emerged from the fiber to the clothing, even to the sales and waste links. Each node of the supply chain is the magic weapon for maintaining competitiveness.

In the "China Fashionable Fabrics Joint Tag Roundtable Conference" held at the same time, the general manager of Shanghai Chenjin Clothing Information Co., Ltd. Zhang Hao mentioned that in the clothing industry, the competition focuses on unit costs and channels, because large quantities of production must be large With a large-scale sales system, it is difficult to ensure that large-scale production can be profitable without large-scale channels.

What factors are affecting the supply chain? Zhuo Hanjian, Managing Director of American Wireline Asia Pacific, mentioned: “Five years ago, the company commissioned a consultancy company to visit some brands, hoping to understand what these brands are in the face of fierce market competition and market turmoil. The results of the survey showed that they were the first to care about the brand recognition, the superiority of the procurement products and the performance of the entire supply chain, including logistics.The second point is to pay attention to the time, because the current product requires the entire supply chain. The operation is quick and the shorter the time, the more favorable to the company's business, and the shorter the time the consumer gets the product."

Huang Gang, a manager of Hanson Century Supply Chain Management Consulting Co., Ltd., who has been in the logistics supply chain for more than a decade, after analyzing the supply chains of various industries, came to the conclusion that there are four main factors affecting the collaborative supply chain interaction: First, the brand's harsh pricing pressure on upstream suppliers, and second, the brand's own inventory is relatively high. Third, the transfer of upstream and downstream risks leads to the loss of the brand's ability to control risks. Fourth, rapid expansion and backward management methods. Only when the end is done well, can we wear the line and the line can be formed. The supply chain can be greatly improved.