Analysis Of "Three Big Mountains" Impeding The Revival Of Garment Market

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< p > as a "never declining industry", the development prospect of < a href= "http://sjfzxm.com/news/index_s.asp" > clothing > /a > is very tempting.

Thousands of years ago, our ancestors set foot on the Silk Road, sending out silk garments that made the world go all the way.

Up to now, China has produced tens of billions of garments annually, and is a "big country of clothing".

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"P > domestic prices continue to rise, and when the labor cost advantage is gradually lost, how to innovate in management mode and information application has become a problem before us.

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< p > but because of the bottleneck of the domestic clothing enterprises in the application of information technology and the talent and technology, the popularization rate of the informatization of clothing enterprises in China is still very low. According to the survey, in the software application, China's garment enterprises are mainly relying on the financial system, the purchase and sale system or the wage accounting system, and the enterprise ERP system has been less than 10%.

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< p > < strong > the first big mountain: the bottleneck of cognition is < /strong > /p >

The characteristics of < p > a href= "http://sjfzxm.com/news/index_s.asp" > garment industry < /a > decide that the informatization of garment enterprises is not simply the application of software, it also involves the adjustment of enterprise management structure, the reorganization of business processes and so on.

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< p > advanced information management system provides an overall enterprise operation module, which contains advanced business philosophy, scientific management process and agile IT technology. It will guide enterprises into standardized management and operation mode.

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< p > therefore, in order to effectively implement information technology, enterprises should start with the management structure of the target enterprises, understand how the management level is set up, what functional departments, how many subsidiaries or franchisees, and then understand the logistics structure of enterprises, such as checking the rationality of each link and the information flow needed.

Only by starting from these fundamental management structures and changing their irrationality can the informatization be implemented smoothly and effectively.

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< p > but in fact, most of the executives of garment enterprises do not know enough about informatization. They even simply think that informatization is just a behavior of purchasing software instead of considering business consciousness and enterprise strategy.

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< p > so when choosing the information system, clothing enterprises often focus on whether the price is cheap or whether the function is comprehensive or not, without considering the key aspects, such as how to integrate the enterprise's information system with its own business, and whether the information system is in line with the future development strategy of the enterprise and so on.

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< p > in the industry, the ERP project is often compared to the "leader" project, that is to say, information must be solved not only a IT problem, but also must be mentioned in the height of strategic decision.

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< p >, therefore, for the garment enterprises that are going to carry out the informatization construction, we must do a good job of strategic planning for their own enterprises. Only when they are clear about their own development strategy can we know what kind of information solutions are more suitable for their own development needs.

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< p > if the enterprise is merely informationalized and informationalized, it is doubtless a terrible shortsightedness, and it is not surprising that its informatization project has failed or failed.

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< p > < strong > second big mountains: talent bottleneck < /strong > /p >

< p > in the process of enterprise informatization, compound talents are often needed.

They not only need to be proficient in information technology, but also proficient in the business process and management knowledge of enterprises.

However, at present, many IT departments of garment enterprises are either proficient in information technology or only have a knowledge of business processes, which causes the contradiction between the business needs of garment enterprises and the ineffective docking of information systems.

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< p > > once a href= "http://sjfzxm.com/news/index_s.asp" > informatization < /a > system, all kinds of problems will follow, and the personnel in IT Department of the enterprise will be unable to solve practical problems if they are too tired to rush to work. In the long run, the lack of trust in the information system will eventually lead to the failure of the system implementation.

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< p > the main reason is the problem of cognition. Many garment enterprises do not pay attention to the training and storage of talents in IT departments when they do not carry out information projects. The roles of IT staff are equivalent to network administrators. After carrying out the information project, IT departments are often regarded as a technical Logistics Department, and have not been fully incorporated into the whole business process design of enterprises.

The business process design is divorced from the information system, and it is difficult for the information project to realize its value.

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< p > < strong > the third largest mountain: technical bottleneck < /strong > /p >

< p > for many garment management software enterprises, production process management has always been a restricted area.

The reason is that the style and process of garment factories are complicated and changeable, and the two-dimensional information such as color and size is more difficult to manage.

Under such circumstances, if the real-time production data can not be collected, the information management in the workshop can not be mentioned.

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< p > for example, in the aspect of workers' wages, up to today, most garment enterprises are still using the "flying boy" invented decades ago to manage production schedule and piecework wage. The management software combined with the traditional "flying boy" method is only mechanically copying data manually into computer input without substantial progress.

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There is no doubt that there are many problems in the traditional "flying boy" counting method. The production schedule can not be quickly and accurately reported, and it takes time to calculate workers' wages and so on. P

It was not until the advent of RFID technology that the accuracy and speed of data acquisition were greatly improved. It also made it possible for garment factories to collect production data in real time, thereby completely eliminating the traditional "flying boy" management mode.

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