美特斯邦威发展的问题和对策.docx

美特斯邦威发展的问题和对策.docx

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美特斯邦威发展的问题和对策

1.Introduction

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2.BackgroundofMeters/bonwe

2.1BriefIntroductiononMeters/bonweanditsInventoryCrisis

ShanghaiMeters/BonweGarmentCompanyLimitedwassetupin1995,anditestablishedtwofashioncasualwearbrandsMeters/bonweandME&CITYinsuccession.Itstargetmarketistheyoungattheageof16and25yearsoldwhoareenergeticandfashionable,andtheinternationaldesignteambringsmorethan8000stylestothemarketeveryyear.Tillnow,ithasbuiltuproughly4700direct-salestoresandfranchisedoutlets.InAugustof2008,itlistedinShenzhen,Chinaexchange.Thesalesin2011exceeded10billionyuan,whichmakesitbecomeoneoftheleadingbrandsindomesticcasualwearmarket.

Unfortunately,Meters/bonwesuffersfrominventoryoverstockingtheseyearsduetothelimitationofitspoorsupplychainmanagement,andthespecificanalysisonsupplychainmanagementwillbediscussedinthenextpart.TheinventorystatusofMeters/bonwebetween2011.12and2013.12isshowedinfigure1.

Figure1.InventoryStatusofMeters/bonwebetween2011.12and2013.12

Figure2.TheCompositionofInventoryofMeters/bonwe

ThecompositionofinventoryofMeters/bonweisshowedinfigure2.Fromthesetwofigures,wecouldknowthattheinventoryrateisincreasinginrecentyears.UntilJuneof2013,theamountofinventoryreached2.9billionyuan,accountingfor83%ofitsnetasset.In2013,accountreceivableswitnessedadramaticgrowthof310%,short-termloanincreasedby106%,cashflowdecreasedby53%andoperationalcashflowwasanegative0.55billionyuan.Also,thenatureofclothingindustrydeterminesthateverysingledaytheclothesbereservedinthewarehousewilldepreciatethevalueoftheclothes.

2.2SupplyChainofMeters/bonwe

Meters/bonweadoptsthebusinessmodelof‘virtualoperating’,whichmeansMeters/bonweisacompanywhichonlyfocusonthemanagementofsupplychainandcollectionofdata,otherpartsofthebusiness（Production,LogisticsandRetail）isoutsourcedtootherdifferentkindsofcompanies.

Firstly,productionis100%outsourcedtootherfactoriesinZhejianginwhichthecostoflaborisrelativelylowandindustrialclustermakesmanufacturingprocessmoreefficientandeffective.

Secondly,asforlogistics,Meters/bonwedoesn’thaveenoughcapitaltomakedistributionitself.Instead,itoutsourceddistributiontoprofessionalthird-partylogisticserviceproviders,butthemanagementofdataiscontrolledbyitself.

Retailersaredividedintotwoparts,direct-salestoresandfranchisees,theformeronesaccountfor13%whilethelatteronesoccupy87%.AfterjoininginMeters/bonwe,theclothesareprovidedbyMeters/bonwe.25%ofthesalesoffranchiseesbelongtofranchiseeswhiletherestbelongtoMeters/bonwe.

Therefore,Meters/bonweisinthecentralpositionbecauseitisresponsibleforthecombinationofdifferentpartsofthesupplychain,andalargeamountofdataiscontrolledbyitself,whichmeansplacinghowmanyorderstosuppliers,deliveringhowmanyproductstowhichregionsareallmonitoredbyitself.SoMeters/bonwepaysmuchattentiontothedevelopmentandupgradingofinformationsystem.

ThegeneralmodelofsupplychainofMeters/bonweisshowedinfigure3.

Figure3.TheSupplyChainofMeters/bonwe

3.DriversforChange

3.1TheSystemPerspectiveappliedtoMeters/bonwe

Thesystemperspectiveviewsorganizationsascomplexmachineswhicharemadeupofawiderangeofdynamicparts.Thechangeofasinglepartwillhaveinfluenceonotherpartsorthewholeorganization.Therefore,thisperspectiveindicatesthatanorganizationshouldchangeeveryorganizationalpartinordertomakethesystemmoresophisticated.

AppliedtothecaseofMeters/bonwe,thesystemperspectiveregardsMeters/bonweasawholeandeverypartofitssupplychainwillhaveinfluenceonthewholecompany.Fromtheviewofsystemperspective,Meters/bonweshouldmakeeachsubsystemmoreefficientandeffective,andreorganizethestructureofthewholesupplychain.Therefore,thesystemperspectiveguidesMeters/bonwetochangeintermsofeachsubsystemofthesupplychain,includingsuppliers,logisticsandretailers.

3.2SpecificDriversforChange

Firstly,intermsofsuppliers,tobettermeetconsumers’needs.Usually,Meters/bonwefirstlyreleasesproductinformationonitsinternalwebsite,andthenfranchiseescanmakeordersafterlookingoverthephotosofthenewclothes.Finally,Meters/bonwecollectsallthedataandmakesorderstofactoriestomanufacture.Itcanbeshownthatwhenmakingorderstomanufacturers,Meters/bonwereliesonfranchisees’pre-ordersratherthanthesalesdatawhichindicatestherealmarketdemandatthefrontlinewhenpredictingthefutureneedsofthemarket,whichwillresulttobull-whipeffect.Weshouldknowthatfranchiseesmakeordersonlyaccordingtotheirowntaste,withnounderstandingofthemarketdemands.Bull-whipeffectleadstoalargenumberofpre-orders,andoncethere’ssomethingwrongwiththemarketprediction,theinventorywilldefinitelyincrease.

Secondly,intermsoflogistics,toboosttheefficiencyofdistribution.Becausethecharacteristicsofclothingindustrylogisticsaresmallamount,multistylesandhavestrictseasonalrequirement,thehighefficiencyofdistributioniswhatclothingcompaniespursue.Meters/bonweoutsourcedthelogisticstoprofessionallogisticcompanies.However,thedevelopmentofthedomesticthird-partylogisticserviceprovidersisimperfectbecauseoflackofadvancedmanagementconcepts,lowqualityofhumanresourcesandpoorhardwarefacilities.Thesedisadvantagesoftenleadtountimelydeliveryandproductloss,andeventuallyresultstoalargeamountofinventorybereservedinthewarehouse.

Thirdly,intermsofretailers,toeliminatethepoorrelationshipbetweenMeters/bonweandfranchisees.TherelationshipbetweenMeters/bonweandfranchiseesisverypoorbecauseMeters/bonwewantstopursuemoreprofitsattheexpenseofthebenefitsoffranchisees,whichwilleventuallytransferthecosttoconsumersandreduceitsownmarketcompetitiveness.Meters/bonwedominatesthepricegameoverfranchisees.Whenbargaining,Meters/bonwerealizedthatitmaybekidnappedbyfranchisees,soitopeneddirect-salestoresandwantedtotakecontroloverthesaleschannel.Franchiseespurchaseclothesona57%discount,butafteraddingdelivery,shoprentandhumancost,thenumbersurgesto85%.Therefore,thefranchiseescanonlygivean85%discountforconsumers,whichmeanstheprofitmarginforfranchiseesisextremelysmall.However,direct-salesstoresownedbyMeters/bonweusuallyprovidea50%or60%discountforconsumers,sodirect-salesstoreshaveabsolutepriceadvantageoverfranchisees.Thisoftenleadstotworesults.Firstly,consumersaremorelikelytogotodirect-salesstoresratherthanfranchisees.Secondly,franchiseescanonlygainlittleprofitswhichwillmakethemfeeldifficulttocontinuetooperatethebusiness,sofranchiseesarenolongerwillingtobetheagencyofMeters/bonwe.ItistheshortsightedegoismofMeters/bonwewhogainsprofitsattheexpenseoffranchisees’benefits.WhatMeters/bonweshouldknowisthat83%ofitsretailersarefranchisees.Iftheycontinuouslyquit,theinventoryofMeters/bonwecannolongersellout.

Fourthly,tohelpthesupplychainachieveQR（quickresponse）.Ittakes70daysofMeters/bonwetofinishaproductfromdesigntodistributingtoretailers.However,itonlytakes15daysofZaraandH&M.Thismainlyresultedfromthelackofinformationexchangeandslowrateofinformationresponse.Suppliers,Meters/bonwe,logisticcompaniesandretailerssharelittleinformationwitheachother.Therefore,onlybypreservingalargeamountofinventory,candifferentdepartmentofthesupplychainensurethedailyoperation,sotheamountofinventoryislarge.

4.ChangeStrategy

4.1BriefIntroductionaboutFourToolsUsed

FourchangetoolsareusedinimprovingthesupplychainmanagementofMeters/bonwe.Oneisaprocesstool----KurtLewin’sclassicalmodel,andotherthreeonesarecontenttools----leanproduction,bestpracticeandpartnershipandtheorganizationdevelopmentschool.

TheonlyprocesstoolisKurtLewinclassicalmodel.KurtLewin（1951）putforwardaplannedchangetoolthatincludesunfreezing,movingandrefreezing.Thesethreestepsviewchangeasabreaktoexistingorganizationalequilibriumandcreatinganewequilibriumstatus.Firstly,unfreezing,whichfocusesoncreatingthemotivationforchange.Theleadershipcanunfoldtheproblemsofthecompanytomakeemployeesbeawareoftheneedforchange,andhelpthemtounfreezeexistingattitudesandbehaviors.Secondly,moving,whichfocusesontheestablishmentofnewbusinessmode,developmentdirectionandbehaviornorms.Thirdly,refreezing,whichfocusesonutilizingreinforcementapproaches,likecorporateculture,tostabilizethestatusofthechangedcompany.

Thefirstcontenttoolisleanproduction.Thistoolisgenerallyutilizedbymanufacturing-typeenterprises,likeToyota,whopursuezerodefects,zeroinventoryandzerowaste.Themostfamousconductisjust-in-timesupplychainmanagement.Just-in-timemeans‘pull’productionwhichmeansthemanufacturermakeproductsonlyaccordingtowhatdownstreamconsumerswant.Also,withtheassistanceofanelectronicsystemMRPⅡ,thisinventorymanagementapproachcanbemorereliableandaccurate.

Thesecondcontenttoolisbestpracticeandpartnership.ThistoolisoriginatedinmanufacturinginUS,andMITCommission’sresearchersfoundsixsimilaritiesamongsomecompanieswithbestperformance.Thesesixprinciplesofmanagementare:

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