Self-improvement Flexible Management [2][②]
Dalian Sanyo Refrigeration Company Limited (Dalian Sanyo for short) was established in September 1992 and formally put into production in 1993, with more than 400 employees. Ltd. and Nissho Iwai Co.
Dalian Sanyo was established in the fierce market competition. At that time, they faced external market pressure from domestic and foreign enterprises in the same industry; internally, they were faced with how to convert the introduction of high-tech into high-quality products, how to make the staff from various aspects of culture, values, ways of thinking, behavioral styles with huge differences in the formation of a unified business philosophy and code of conduct, to adapt to the needs of the company's development issues. Therefore, Dalian Sanyo was founded, that is, the strict management as the leading idea of enterprise management, to strengthen the sense of compliance.
However, with the development of the company and the continuous improvement of the quality of the staff, the original system, management ideas and methods, some can not adapt to the management needs of the enterprise, and some can not satisfy the staff to realize the spiritual value of the needs. More importantly, with the fierce competition in the domestic and international markets, how Dalian Sanyo can enhance its adaptability and provide users with refrigeration products with different needs has become a problem that must be solved in the process of the company's development. Therefore, the company for the gradual cultivation of staff self-management awareness, so that it gradually sublimated into a position-based self-improvement behavior, that is, self-improvement of the flexible management, thus enhancing the company's resilience in the fierce market competition.
Dalian Sanyo's business leaders in the practice of flexible management y understand that the company can not treat employees as "economic man", they are "social man" and "self-realization of the people! They are "social people" and "self-realized people". Based on this, Dalian Sanyo has formed its own unique business philosophy and corporate values, and gradually formed a flexible management of self-improvement.
Through this management and other reform methods, Dalian Sanyo not only made profits in the same year of production, but also made profits and taxes of more than 100 million yuan in five years, and the joint venture parties paid dividends for three consecutive years, and soon recovered its investment and netted two Dalian Sanyo. The following is part of Dalian Sanyo's self-improvement flexible management operation:
Employees are the main body of the improvement activities, the company from the beginning of the staff into the factory, that is, adhere to the "love my company" as the core of education, "create endless improvement" as the basis of self-improvement education, to "create endless improvement" as the basis of education, to "create endless improvement" as the basis of self-improvement. From the beginning of the employees' joining the factory, the company insists on the education with "Love our company" as the core, the self-improvement education with "Create endless improvement" as the foundation, and the crisis education with "The site is the market" as the consciousness. They absorb and study the staff's crisis awareness and improvement of the basis of the desire, summed up the self-improvement of the 10 concepts:
1. Abandon the rigidity of the fixed concepts.
2. Emphasize too much on the reason, is not enterprising performance.
3. Immediate correction of errors is the way to improve their quality.
4. The real reason, in the "why" repeatedly asked.
5. Finding ways to solve problems from the impossible.
6. If you use your brain, you can open the door to creativity.
7. The success of improvement comes from collective wisdom and effort.
8. More emphasis should be placed on improvements that do not cost a lot of money.
9. The pursuit of perfection, starting from the point of improvement.
10. Improvement is endless.
These 10 basic concepts have become the guiding ideology and conscious behavior of self-improvement of workers based on their positions in Dalian Sanyang.
The self-improvement of Dalian Sanyo's employees is formed on the basis of strict management. From the creation of the company, they have formulated a strict standardized management system, requiring employees to adapt to the system, comply with the system, and when employees strictly comply with the system as their self-safety and growth needs of conscious action, it will further enable the system can be conducive to the play of the potential of the staff, so that the system can promote the development of employees with relative flexibility.
For example, they are now "five guidelines for employees" in the first "strict adherence to time" provisions of the back with this explanation, "when you due to ill health, traffic jams, family difficulties, can not be on time to the company. When you are unable to arrive at the office on time due to ill health, traffic congestion, or family difficulties, please notify the company by calling 7317375." There is no hard and fast rule of "no late arrival" or "no early departure" here, which fully reflects the "humanized" aspect of the company's rules and regulations. On the day of the company's founding, the company held a social celebration, the company invited all the staff's family members to give their condolences. On New Year's Day, the company's resident overseas marketing staff, will always receive the general manager personally penned a letter of condolence. In them, "hard-working" employees are respected. Employee rationalization proposals are adopted by the prize, not adopted will also be encouraged. Enterprises and employees **** survival, to provide employees with a comfortable working environment, and constantly improve the quality of life of the staff, the staff with great enthusiasm for the development of the company, through self-improvement based on the position of the company's development of a strong impetus.
Chapter 6: Organizational Culture (Case 2)
Huawei Basic Law [9][9]
Huawei Technologies Co., Ltd. was founded in 1988, is a high-tech, employee-owned private enterprise, mainly engaged in the research, development, production and sales of communications network technology and products, is one of the major suppliers of China's telecommunications market, and has successfully entered the global telecommunications market. In 2002, Huawei's sales amounted to RMB 22 billion, and it currently employs more than 22,000 people, 85% of whom have a university degree or higher.
Summarizing Huawei's rapid development over the past two decades, the company's unique corporate culture has contributed greatly to the company's success.
Beginning in early 1996, Huawei began drafting the Huawei Basic Law
Huawei's Basic Law (Abstract)
I. Core Values
(Pursuing)
Article 1 Huawei's pursuit is to realize the dreams of our customers in the field of electronics and information technology, and to become a world-class leading enterprise through our painstaking and persistent pursuit.
(Employees)
Article 2 Serious and responsible employees and effective management are Huawei's greatest assets. Respect for knowledge, individuality, collective endeavor, and failure to accommodate meritorious employees are intrinsic to the sustainable growth of our business.
(Technology)
Article 3 Huawei shall extensively absorb the latest research results in the field of electronic information in the world, humbly learn from outstanding enterprises both at home and abroad, and, on the basis of independence and autonomy, openly and cooperatively develop a leading core technological system, so as to stand on its own feet among the world's communications powerhouses with our outstanding products.
(Spirit)
Article 4 Love of the motherland, love of the people, love of the cause and love of life is the source of our cohesion. Sense of responsibility, spirit of innovation, dedication and unity and cooperation is the essence of our corporate culture. Seeking truth from facts is the guideline of our behavior.
(Benefits)
Article 5 Huawei advocates the formation of benefits***similarity among customers, employees and partners. We endeavor to explore the internal power mechanism of distribution according to factors of production. We will never let Lei Feng suffer, and those who give must be reasonably rewarded.
(Culture)
Article 6 Resources will be depleted, only culture will live on. All industrial products are created by human intelligence. Huawei has no natural resources that can be depended on, the only way is to dig out the big oil fields, forests and coal mines in the human mind ....... Spirit can be transformed into matter, and material civilization is conducive to consolidating spiritual civilization. We adhere to the policy of promoting material civilization by spiritual civilization.
(Social Responsibility)
Article 7 Huawei takes it as its duty to serve the country with industry and to develop the country with science and education, and to contribute to the communities in which it operates with the development of the company. We will make unremitting efforts for the prosperity of the great motherland, the revitalization of the Chinese nation, and the happiness of ourselves and our families.
Two, the basic objectives
(Quality)
Article VIII of our goal is to meet the growing needs of customers with excellent products, reliable quality, superior lifetime performance cost ratio and effective service.
(Human Capital)
Article 9 We emphasize that the goal of increasing the value of human capital takes precedence over the goal of increasing the value of financial capital.
(Core Technology)
Article 10 We aim to develop a world-leading electronic and information technology support system with independent intellectual property rights.
(Profit)
Article 11 We will set up reasonable profit margins and profit targets for each period in accordance with the requirements of sustainable growth of our business, rather than simply pursuing profit maximization.
Third, the company's growth
(Growth areas)
Article 12 Our entry into new growth areas should be conducive to the enhancement of the company's core technology level, and conducive to the utilization of the company's resources to the comprehensive advantage of the company, and conducive to driving the overall expansion of the company. Following the general trend of technological development, the general trend of market changes, and the general trend of social development will enable us to avoid major risks.
(Traction of Growth)
Article 13 Opportunity, talent, technology and product are the main traction forces for company growth. There is an interaction between these four forces. Opportunity pulls talent, talent pulls technology, technology pulls product, product pulls more and more opportunity. Increasing the traction of these four forces and promoting a virtuous cycle between them will accelerate the company's growth.
(Speed of Growth)
Article 14 We pursue the maximization of growth at a certain level of profitability. We must achieve and maintain a growth rate that is higher than the industry average and that of our major competitors in the industry in order to enhance the vitality of the Company, attract the best talent, and achieve the optimal allocation of the Company's various operating resources. In the electronic information industry, there is no third way to become a leader or to be eliminated.
(Growth Management)
Article 15 We do not simply seek to expand in size, but to become better. Therefore, senior leaders must be alert to the vulnerabilities and hidden shortcomings that prolonged, rapid growth can potentially create in a company's organization, and growth must be managed effectively. While facilitating the company's rapid emergence as a large-scale enterprise, it must be accompanied by greater managerial efforts to drive the company to become more nimble and more effective. The harmonization of building momentum and making things happen must always be maintained.
Fourth, Distribution of Value
(Value Creation)
Article 16 We believe that labor, knowledge, entrepreneurs, and capital create all of the Company's value.
(Capitalization of Knowledge)
Article 17 We implement an employee shareholding system. On the one hand, P&P identifies with Huawei's exemplary employees, forming a ****synthesis of the interests and destinies of the company and its employees. On the other hand, we will continue to bring the most committed and talented people into the center of the company.
(Forms of Value Distribution)
Article 18 Huawei's distributable values are mainly organizational power and economic benefits; they are distributed in the following forms: opportunities, authority, salaries, bonuses, security pensions, medical care, shareholdings, dividends, and other personnel benefits. We have a combination of work-based and capital-based distribution.
(Principles of Value Distribution)
Article 19: Efficiency is prioritized, equity is taken into account, and sustainable development is our basic principle of value distribution.
Distribution according to labor is based on: ability, responsibility, contribution and work attitude. Distribution according to labor should be sufficient to widen the gap, and the distribution curve should be kept continuous and without inflection point. Equity allocation is based on: sustainable contribution, outstanding talent, character and risk taken. Equity distribution should be tilted to the core and middle layers, and the equity structure should be kept dynamic and reasonable. The ratio of distribution according to labor and distribution according to capital should be appropriate, and the increase or decrease of distribution quantity and distribution ratio should be based on the principle of sustainable development of the company.
(Reasonableness of Value Allocation)
Article 20 We follow the law of value, adhere to the principle of seeking truth from facts, introduce external market pressure and a fair competition mechanism within the Company, and establish a fair and objective value evaluation system and continuously improve it in order to make the value allocation system basically reasonable. The ultimate standard for measuring the reasonableness of value distribution is the competitiveness and achievement of the company, as well as the morale of all employees and their sense of belonging to the company.
Chapter 19 Controls and Control Processes (Cases)
Schweppes Company's Internal Control System①
I. Objectives of the Internal Control System
Firstly, to protect the safety of assets. Secondly, to accurately reflect the financial situation of the enterprise and provide reliable guarantee for decision-making. Third, to ensure compliance with policies, rules and regulations. Fourth, to improve management efficiency. Accordingly, Schweppes designed the following internal control structure:
Basic principles of internal control
1, the principle of separation of incompatible positions. The so-called incompatible positions are those that, if held by a single person, are both likely to be falsified and able to cover up their wrongdoing. Separation of incompatible positions is the requirement that incompatible positions be held by different people. The company's internal control system is through the authorization, issuance, approval, implementation and record of the five links of reasonable division of labor to achieve the separation of incompatible functions, to ensure the role of internal control.
2, reasonable authorization system. Authorization system refers to the enterprise in dealing with economic operations, after authorization approval for control, that is, the approval procedures for each type of economic operations, in order to handle the approval process, to avoid the occurrence of overstep approval and violation of the approval process.
3, appropriate information records. Record information on important aspects of internal control. Information records can be divided into management documents and accounting records.
4, reliable asset security. Its main elements are: restriction of proximity, ordering inventory, record protection, property insurance, property records monitoring.
5, sound internal audit.
Three, internal control process design
1, revenue cycle.
1) Order processing. The company in the development of new customers, the company has adopted a very strict assessment system, such as the requirement of new customers with complete licenses, but also other comprehensive examination. In addition, the order must be sequentially numbered, if there is a missing number, the reason must be identified.
(2) Credit and return control. The company establishes credit standards based on its actual operating conditions, the intensity of market competition and the creditworthiness of its customers, and grants a certain amount of credit to its customers in accordance with regulations. In addition, the company strictly controls the quality of sales in order to minimize return losses.
3) Invoicing and shipping. The invoicing and shipping functions are separated. Invoicing is based on the relevant bills, such as the customer's purchase order, shipping notices and so on. Shipping notice to be numbered to ensure that all issued goods are invoiced. Invoices and dispatch notes are subject to approval by the relevant authorities and personnel.
(4) Accounts receivable management. Regularly check the balance of accounts receivable ledger and conduct ageing analysis. Regularly reconcile with customers to collect and recover funds in a timely manner. Ensure that payments received are accounted for on time and written off in the order of events.
2. Production cycle.
1) Separation of duties in the production cycle. The preparation of the production plan is separated from the review and approval; the acceptance of finished goods is separated from the manufacture of products, and the approval, issuance, and storage of inventory is separated from the bookkeeping, etc.
(2) Inventory custody responsibility and physical security control. The company has established a strict inventory custody system to ensure the safety of physical property. At the same time, it stipulates reasonable storage quotas for inventories, conducts regular assessments, and actively handles overstocked and backlogged inventories to accelerate capital turnover.
(3) Regular inventory of inventory, to achieve the account, account card, account table, account in line with the account, and purchase a full amount of insurance.
3, payment cycle.
(1) purchasing, raw materials requisitioning, purchasing, acceptance, payment, bookkeeping must be a different person. Purchasers can only make purchases within the approved procurement plan on the name, specifications and quantity of goods, and may not change the purchase price and content.
(2) Acceptance. Payment approval procedures (except for prepayment) can only be carried out after inspection of the goods, which is designed to ensure that the price, quality, and specifications of the goods meet the standards. The acceptance department then strictly accepts the goods in accordance with the varieties, quantities and qualities specified in the contract.
(3) Payment. Invoice price, transportation costs, taxes, etc. must be reviewed with the contract, the vouchers are complete before settlement, payment of goods, and goods must be transferred through the bank. Regularly reconcile the accounts payable ledger with the general ledger.
4, information management
(1) vouchers consecutive number. The use of vouchers must be used in accordance with the numbering sequence. The receipt of blank vouchers must be registered for the record.
(2) the establishment of a regular review system, regular review of the voucher filling, bookkeeping, over the accounts and preparation of statements.
(3) Establishment of a system for reconciling the general ledger and the detailed ledger, and the general ledger and the journal.
(4) The business operator must sign and stamp after handling the relevant business in order to trace the responsibility in the future.
(5) The establishment of a sound voucher transmission procedures.
(6) Implement a regular system of analyzing accounting information in order to detect information errors in a timely manner.
In the process of internal control, attention should be paid to: first, the requirement of cost-benefit analysis. The second is to pay attention to the exception control. Third, to prevent malfeasance of internal control executives. Fourth, to prevent management abuse of authorization.
Aucma Electric Company
The first step is to develop new products by adopting new technologies and processes. The direct cause of business losses is the product stagnation. Enterprises in order to survive must produce market-recognized products. To this end, the company's general manager sold the car, retained the technical backbone, began research and development of new products. After efforts, finally studied the first generation of products in 1990, 150L household freezers, products on the market, loved by users, the year the enterprise turned a loss into a profit.
The second step is to transform the introduction of innate deficiencies in the production line, improve the degree of mechanical automation, labor productivity increased exponentially. Aucma put only the funds invested in the original production line on the transformation, through small changes, fill in the blanks, so that the rapid expansion of enterprise production, production capacity from 8409 units in 1990 to 20,000 units in 1993, 1994, 230,000 units in 1995, 656,000 units, doubling year after year.
The third step is to speed up the pace of new product development, products to multi-species, multi-specification systematic development. Market demand for freezers is multi-level, Aucma constantly develop and research new products, every year there are dozens of new products.
The fourth step is to seize the favorable opportunity to expand market demand, bold decision-making, the development of economies of scale. In order to expand the scale of enterprises, reduce costs, Aucma company in the original 10,000 square meters of plant on the basis of making full use of every bit of space, by increasing the production area, expanding production capacity, so that 10,000 square meters of plant with 1 million units/year freezer production capacity.
Aucma's self-tapping transformation road has the following five characteristics:
First, eyes inward, self-tapping transformation
Over the past few years, Aucma overcame the tendency to wait, rely on, want, eyes inward, put the foothold on the enterprise itself, tapping the enterprise's own potential and rolling technological transformation. Do not covet "foreign", do not seek "full", adhere to the "small steps, rolling transformation". In addition to some key test instruments, the main equipment are domestically produced, only 1.2 million yuan investment in the trigger gold production line, can process seven different specifications of the freezer box, its performance is better than similar foreign products, but the price is less than 1/7 of foreign products. in order to solve the lack of plant area, determined to build a two-storey platform within the existing standard plant, the construction team discounted price of 1 million yuan and the requirement of must be discontinued, the Aucma people themselves! Hands, only spend 20 million yuan to complete this transformation task, and did not affect production at all.
Second, the market demand as the driving force, speed up the product structure adjustment
1990, Aucma company aimed at small household freezer and refrigerator market, quickly developed to 80L, 120L, 150L as a representative of the series, the product put on the market, by the majority of consumers to accept. 1993, with the rise of frozen, cold food, large commercial display cabinets Demand increased, Aucma company and seized this favorable opportunity to form the production capacity of commercial display cabinets, and quickly occupied the market. Into 1995, a number of large-scale cold drink food enterprises at home and abroad in order to expand the market share of their products, have launched a counter sales. In order to adapt to the group consumption, Aucma company set up a frozen refrigerated supporting branch, responsible for cold drink enterprises, the army, social groups to provide group consumption. At present, the company has established a long-term cooperative relationship with the United States Nestle, and the road snow company, Maideng high company, the Monkey King, the new continent and other cold drinks and food companies.
Three, in the technical reform to continuously improve the technological content of products
In 1995, the company in order to realize as early as possible China's international commitment to environmental protection, on the basis of the original equipment, remodeling and additional equipment, production and development of non-fluorine freezer, refrigerator. From the product structure design, technology, equipment and other aspects, increase the technical content, improve the system circulation and insulation performance, the use of new non-fluorocarbon compressor and refrigeration machine, improve the refrigeration efficiency, to achieve the purpose of energy saving.
Fourth, the development of economies of scale through technological transformation, the combination of technological transformation and with the development of economies of scale
Fifth, the overall planning, step-by-step implementation, the realization of the virtuous cycle of technological transformation
1. Establishment of the project decision-making advisory committee. The company has established a plan headed by the president, business management, technology, external supply, sales chips to participate in the decision-making advisory committee, while also inviting universities and colleges, scientific research institutions, business units, information departments and other social authorities to participate in the regular meetings held every six months, research the market, analyze the enterprise's own technical level, products, processes and other aspects of the problem, to determine the technical reform project.
2. Formulate technological transformation planning, the implementation of dynamic management of technological transformation.
3. The establishment of the project responsibility system. The development of Aucma technical reform project responsibility system implementation measures, the implementation of technical reform project matrix management, each employee can participate in the technical reform project. In the case of not changing the current work affiliation, directly to the project leader review. The project leader is recommended by the workers and competitive bidding.
4. The establishment of technical reform project review and acceptance system. The purpose is to test the quality of the technical reform project, the establishment of a system of indicators for evaluating technical reform projects to ensure the degree of contribution of science and technology to economic growth.
Chapter 23: Organizational Innovation (Cases)
Meitersbonwe: Wenzhou's Virtual Enterprise1
In Kenneth Preece, Roger Negel, and other U.S. scholars were the first to put forward the concept of "virtual enterprise" in 1991, only seven years later, Meitersbonwe used the "virtual business" approach. The road of "virtual business" has successfully broken the "Wenzhou destiny" of family-owned private enterprises in Wenzhou, which usually develops to about 500 million yuan in annual business scale.
On August 23, 2002, a group of experts came to Metersbonwe Group to investigate the application of e-commerce. Here has not seen a sewing machine, initially with the concept of virtual brand operator Metersbonwe Group, even their own research and development, including ERP, all information systems! The expert group believes that, among the current domestic enterprises, Metersbonwe has been in a leading position in the use of information technology, and has really successfully applied information technology to all aspects of production, management, circulation and sales.
In this, a young man in his early 20s who was still chopping wood in the mountain village of Qiandao Lake played an important role, and this person is Wang Quangeng, the deputy general manager of the group who created the IT department of Metersbonwe from scratch. Starting from the bottom of the company, Wang spent eight years interpreting the new definition of CIO (Communication, Integration, Organization) with Chinese characteristics.
I. Communication (Communication)
Limited funds, limited attention from the boss, limited support from the business sector. These three points are almost the fatal constraints of private enterprise information technology. The first priority of the information revolution to change the traditional mode of operation is inevitably communication. From the small profits of small business start-up private enterprises, the value of IT can not see and touch the bosses usually do not have a high degree of education to say clearly, but also a very challenging and strategic task. Wang Chueng firmly believe that "the most important thing to do this job is to have a strong confidence, you must believe that what you do is valuable to the enterprise, do not succeed just because the method is not in place."
In 1995, three years in Wenzhou, while reading the night college while doing tutoring Wang Quangeng shortly after graduation was recruited to just started the business Metersbonwe company, as a marketing department statistician. After three days of work, Wang submitted a market research report to the boss, the enlightened boss immediately set up a market information department, let him be responsible for, the main work is to collect all kinds of information about the company's sales department and the clothing market. The grassroots in the Metersbonwe to flourish, not very comfortable in their own work, Wang Quangeng always think of using their spare time to learn computer knowledge. One of the basic concepts of computer language lies in standardization, and Wang used his spare time to make up bar codes without saying a word, which allowed Metersbonwe to return to simplicity and standardization of its ever-changing and dramatically increasing number of product varieties in financial, warehousing, transportation and sales reports. In the end, "there is no additional investment, in addition to the cost of its own supplies," the bar code, not only so that Metersbonwe purchased the first computer, and since 1996, the company has required the outgoing and incoming all the use of bar code technology.
"First of all, do not mention how much money invested, dry results to say, do not do a good job, do not say" mode of communication, the most common loud and clear enterprise information technology to promote the model is a real challenge. Influenced several generations of private enterprise Mao Zedong's thought, can be seen everywhere in this "win win fight, fight not win run" realism, in front of the management of such enterprises, talk about what IT technology trends, the future of the new economy vision of the pale language can only be self-defeating.
Second, integration (Integration)
--- "Our information technology is by no means in the rush, are generally encountered in the management of the problem, with the traditional approach can not be resolved before going to implementation. Clothing this kind of traditional industry in China's relatively well-developed, the main focus of competition in the first place is the cost, information technology undoubtedly triggered the chase to reduce operating costs; the second is the speed of the apparel industry is often not allowed to predict the results often result in either backlogs, or out of stock, information technology on this problem also has a very good solution to the ability to solve it." A small test of the success of the Wang Quangeng still do not dare to forget "with the least amount of money to do more things" in the private sector to do things, however, the application of the bar code to his attention to the entire supply chain.
"Finding a suitable point to break through is very necessary. Metersbonwe is a real breakthrough from the warehouse management. Warehouse management has become a management bottleneck for private enterprises because once a company develops to the extent that it faces a nationwide market, the problems implied in warehouse management will be very concentrated and representative. These issues are not only and financial, sales are closely related, and the threat to the enterprise is also the biggest. However, if the information director is a financial origin, information technology construction is best to start from the financial system, because the financial after all, condensed the operation of the entire enterprise. Metersbonwe only started real financial computerization in 1998, and I regret that I didn't come from a finance background."
In 1996, the stand-alone version of Metersbonwe's warehouse management system came out again without anyone else's knowledge, and this system was soon upgraded to a network version, whereby the IT department and the business could no longer be separated, and Wang Chuangeng finally integrated himself and Metersbonwe's core competencies tightly together. This set of IT system, which was later called "chain information management system", as usual, cost little, but basically solved the chronic problems of untimely and inaccurate manual statistical sales reports faxed by chain stores and branches around the world, and finally enabled Metersbonwe to get rid of the biggest headache of Chinese chain enterprises. The stubborn problem of "even but not lock". So far, Zhou Chengjian much criticized "karate" style "virtual business" ideas in the sale of two of their own factories, experienced the most painful exploration period from 1995 to 1997, the thrill of a smooth landing.
Three, the organization (Organization)
"Clothing is just a kind of information industry attributes, I believe that these new management ideas from the IT industry can reshape the clothing industry's new competitive model." Today, Mr. Wang is well versed in President Zhou Chengjian's IT-based "virtual management" approach. Rapid fashion and organizational change, production and trade are closely integrated, these are the two main characteristics of the global textile and apparel industry, which requires improved forecasting, stocking, production and other aspects of the efficiency, especially to reduce the amount of inventory, reduce inventory costs.
In today's Metersbonwe IT system, each franchised store is projected in this system including e-commerce system, store management system, point-of-sale system, including the system, together with the ERP through the OEM manufacturers, only 300 people in the head office of the Metersbonwe in the support of more than 40 people in the computer center, from the control of more than 1,000 stores and more than 100 far away in Jiangsu and Guangdong. More than 100 OEM factories in Jiangsu and Guangdong. For the whole supply chain, stores can check the physical photos of new goods online to place orders quickly, and the headquarters of Metersbonwe can assess the sales performance of each store in real time (even down to the weather conditions and consumer conditions when each piece of clothing is sold), and analyze the data of the whole supply chain in terms of import, export and inventory, so as to make timely business decisions on promotions, allocation and transfer of goods.
With an annual production capacity of up to 7 billion pieces of domestic apparel industry, the traditional way of operation still dominates the mainstream, and usually the garments produced by the factories are sent to the company's logistics center, and then distributed to various distribution centers or branches across the country, with a large turnover of inventory, and often with a huge risk of inventory backlog. But now Metersbonwe not only uses "virtual inventory" to help the upstream and downstream of the supply chain to solve the inventory risk, but also starts to improve the capital utilization efficiency of the whole supply chain to magnify the leverage effect of its own capital, a very convincing phenomenon is that Metersbonwe's sales of 870 million yuan in 2001 increased by 74% compared with the sales of 500 million yuan in 2000, and the sales of the company increased by 74% compared with the sales of 500 million yuan in 2000. A very convincing phenomenon is that Metersbonwe's sales of 870 million yuan in 2001 rose by 74% from 500 million yuan in 2000, but the proportion of own funds utilized declined instead.
At present, Metersbonwe, which is positioned in the "distribution industry", is building its own logistics and distribution center in Shanghai Kangqiao Development Zone, which is another new internationalization move of Zhou Chengjian, who is only 38 years old and known as "a new generation of businessman in Wenzhou". Action. Believe that "the method is more important than the thing itself", Wang Quangeng must have a new breakthrough, in order to make the IT system to support Metersbonwe in 2005 to achieve the goal of 4 billion yuan business scale.