Analysis of Development Bottleneck in Garment Industry

With the continuous rise in domestic prices, when the labor cost advantage is gradually lost, how to innovate in the management mode and application of information becomes a problem before us.

However, due to the bottleneck in the knowledge of the application of information technology as well as talents and technology, domestic garment enterprises have caused the current application rate of information technology in China's garment enterprises to be very low. According to related investigations, in the software application, China At present, garment companies still mainly rely on financial systems, invoicing systems, or payroll accounting systems. Enterprise ERP systems have achieved less than 10%.

The First Mountain: Recognizing the Bottleneck The characteristics of the garment industry determine that the informationization of garment enterprises is by no means a simple application of software. It also involves the adjustment of the corporate management framework, the reorganization of business processes, and so on.

The advanced information management system provides an overall enterprise operation module. It contains advanced business concepts, scientific management processes, and agile IT technology. It will guide enterprises into a standardized management operation mode.

Therefore, enterprises must effectively implement informatization. As a supplier, they should first start with the management structure of the target enterprise, understand how its management level is set, what functional departments, how many subsidiaries or franchisees, and then understand the enterprise. The logistics structure, such as checking the rationality of each link and the required information flow. Only by starting with these fundamental management frameworks and changing its irrationality can information be implemented smoothly and effectively.

However, in fact, most clothing company CEOs do not fully understand informationization. They even simply think that informationization is only a behavior of purchasing software, and they do not consider business consciousness and corporate strategy.

Therefore, when selecting an information system, clothing companies often focus on whether the price is cheap and whether the function is comprehensive, and do not consider the key aspects, such as how to make the enterprise's information system integrated with its own business, and whether the information system is In line with the company's future development strategy and so on.

In the industry, ERP projects are often compared to "one-to-one" projects. In other words, informatization must not only be an IT issue, it must also be considered highly strategically.

Therefore, for garment enterprises that are about to carry out informatization construction, they must do a good job of strategic planning for their own companies. Only by clarifying their own development strategies can they know what kind of information solutions are more in line with their own development needs.

If an enterprise is only informatized and informatized, it is undoubtedly a terrible short-sightedness. It is not surprising that its informationization project eventually failed or had no practical effect.

The second big mountain: The talent bottleneck In the informationization process of the enterprise, complex talents are often required. They not only need to be proficient in information technology, but also proficient in business processes and management knowledge. However, at present, many IT staff of clothing companies are either proficient in information technology or they only understand the business process, which results in the conflict between the business needs of the clothing companies and the difficulty in linking the information systems.

Once the informatization system goes online, various problems come one after another, and the enterprise IT department personnel are struggling to solve practical problems. In the long run, the business personnel lacked confidence in the information system and eventually led to the failure of the system implementation.

The reason is mainly to understand the problem. Many apparel companies do not pay attention to the training and reserve of talents in IT departments when they do not carry out IT projects. The role of IT staff is equivalent to that of network administrators; After the project, the IT department is often only viewed as a technical logistics department and is not fully incorporated into the entire business process design of the company. The business process design is out of touch with the information system, and the information project will naturally be difficult to realize its value.

The Third Mountain: Technological Bottleneck For many garment management software companies, production process management has always been a restricted area. The reason is that the style and process of garment factories are complex and changeable. The two-dimensional information such as color and size involved also makes management more difficult. In this case, if real-time production data cannot be collected, the information management of the production workshop will not be able to talk about it.

For example, in terms of wages for workers, the vast majority of garment enterprises still use the "flying bob" that was invented decades ago to manage the production schedule, piece-rate wages, etc.; in combination with traditional "flying-catcher" methods, management software It is only mechanically turning manual transcription data into computer input and there is no substantial progress.

There are undoubtedly many problems in this traditional “flying-up” piece counting method. The production schedule cannot be reported quickly and accurately, and it takes time to calculate the wages of workers. Until then, the emergence of RFID technology greatly improved the accuracy and speed of data collection. It also made it possible for garment factories to collect production data in real time, thus completely eliminating the traditional "flying-on" management method.