Self-improving flexible management [2] [2]
Dalian Sanyo Refrigeration Co., Ltd. (hereinafter referred to as Dalian Sanyo) was established in1September 1992 and officially put into operation in1June 1993, with more than 400 employees. It is a joint venture between Japan Sanyo Electric Co., Ltd., China Dalian Refrigerator Co., Ltd. and Japan Iwai Co., Ltd..
Dalian Sanyo was established in the fierce market competition. At that time, they were faced with market pressure from domestic and foreign enterprises in the same industry; Internally, we are faced with how to transform the imported high-tech into high-quality products, and how to make employees from all walks of life with great differences in education, values, ways of thinking and behavior form a unified business philosophy and code of conduct to meet the needs of the company's development. Therefore, at the beginning of its establishment, Dalian Sanyo took strict management as the leading idea of enterprise management and strengthened the consciousness of observing discipline and rules.
However, with the development of the company and the continuous improvement of the quality of employees, some original systems, management ideas and methods can no longer meet the management needs of enterprises, and some can no longer meet the needs of employees to realize spiritual values. More importantly, with the fierce market competition at home and abroad, how Dalian Sanyo can enhance its adaptability and provide users with refrigerator products with different needs has become a problem that must be solved in the company's development. Therefore, the company's awareness of employees' self-management has gradually sublimated into post-based self-improvement behavior, that is, self-improvement flexible management, thus enhancing the company's adaptability in the fierce market competition.
In the practice of flexible management, the management leaders of Dalian Sanyo deeply realized that the company should not treat employees as "economic people" but as "social people" and "self-actualizers". Based on this, Dalian Sanyo has formed its own unique business philosophy and corporate values, and gradually formed flexible management for employees' self-improvement.
Through this management and other reform measures, Dalian Sanyo not only made a profit in the year when it was put into production, but also made profits and taxes exceeding 100 million yuan in five years. The parties to the joint venture paid dividends for three consecutive years, and quickly recovered their investment, making the two Dalian Sanyos realize net profit. The following are some contents of Dalian Sanyo's self-improvement and flexible management and operation:
Employees are the main body of improvement activities. Since employees entered the factory, the company has adhered to the education centered on "loving my company", self-improvement education based on "creating endless improvement" and crisis education with the consciousness of "the scene is the market". On the basis of absorbing and studying employees' crisis consciousness and desire for improvement, they summarized 10 self-improvement ideas:
1. Abandon the rigid and fixed concept.
2. Too much emphasis on the reasons is a sign of lack of progress.
Correcting mistakes immediately is the only way to improve one's quality.
The real reason comes from the repeated questioning of "why".
5. Find a solution to the problem from the impossible.
6. As long as you use your head, you can open the door to creativity.
7. The success of improvement comes from the collective wisdom and efforts.
8. Pay more attention to improvement without spending a lot of money.
9. The pursuit of perfection begins with the improvement of integral.
10. Improvement is endless.
These basic ideas of 10 have now become the guiding ideology and conscious behavior of Dalian Sanyo employees to stand on their posts and strive for self-improvement.
The self-improvement of Dalian Sanyo employees is gradually formed on the basis of strict management. Since the establishment of the company, they have formulated a strict and standardized management system, requiring employees to adapt to the system and abide by it. When employees take strict compliance with the system as a conscious action of self-protection and growth, it will further make the system play the potential of employees, make it relatively flexible and promote the development of employees.
For example, the first item of "punctuality" in their current "Five Guidelines for Employees" is accompanied by this explanation: "When you can't arrive at the company on time due to physical discomfort, traffic jam or family difficulties, please call the company at 73 17375." There are no hard and fast rules such as "Don't be late" and "Don't leave early", which fully embodies the humanization of the company's rules and regulations. The company held a social celebration on the day of its establishment, and all employees' families were invited to offer their condolences. On holidays, the company's resident marketing staff in other places will always receive a letter of condolences written by the general manager himself. In their place, "hard-working" employees are respected. Workers' rationalization suggestions are rewarded if they are adopted, and encouraged if they are not adopted. The existence of enterprises and employees provides employees with a comfortable working environment and constantly improves their quality of life. Employees care about the company's development with great enthusiasm, and self-improvement based on their posts has become a powerful driving force for the company's development.
Chapter VI Organizational Culture (Case 2)
Huawei Basic Law [9] [9]
Huawei Technologies Co., Ltd., founded in 1988, is a high-tech private enterprise with employees holding shares. Mainly engaged in the research, development, production and sales of communication network technology and products. It is one of the major suppliers in China telecom market and has successfully entered the global telecom market. In 2002, Huawei's sales amounted to 22 billion yuan, and currently there are more than 22,000 employees, 85% of whom have college education or above.
Summarizing the rapid development of Huawei for more than 20 years, its unique corporate culture has contributed. 1At the beginning of 996, Huawei began to draft the basic law of Huawei.
Basic Law of Huawei Company (Abstract)
I. Core values
(pursuit)
First, Huawei's pursuit is to realize customers' dreams in the field of electronic information and become a world-class leading enterprise by relying on bit by bit efforts.
(employee)
Article 2 Serious, responsible and efficient employees are Huawei's greatest wealth. Respect for knowledge, respect for individuality, collective struggle and not accommodating meritorious employees are the inherent requirements for the sustainable growth of our cause.
(technology)
Article 3 We should extensively absorb the latest research results in the field of electronic information in the world, learn from excellent enterprises at home and abroad with an open mind, develop leading core technology systems in an open and cooperative way on the basis of independence, and stand on our own feet among the world's communication powers with excellent products.
(spirit)
Fourth, loving the motherland, people, career and life is the source of our cohesion. Responsibility, innovation, professionalism and unity and cooperation are the essence of our corporate culture. Seeking truth from facts is our code of conduct.
(benefits)
Article 5 Huawei advocates the integration of interests among customers, employees and partners. Strive to explore the internal dynamic mechanism of distribution according to production factors. We will never let Lei Feng suffer, and the devotees will get a reasonable return.
(culture)
Article 6 Resources will be exhausted, and only culture will be endless. All industrial products are created by human wisdom. Huawei has no natural resources to rely on. It can only dig out big oil fields, big forests and big coal mines in people's minds. Spirit can be transformed into matter, and material civilization is conducive to consolidating spiritual civilization. We adhere to the policy of promoting material civilization with spiritual civilization.
(social responsibility)
Article 7 Huawei takes industry as its own responsibility, serves the country, rejuvenating the country through science and education, and makes contributions to society with the development of the company. Make unremitting efforts for the prosperity of the great motherland, the rejuvenation of the Chinese nation, and the happiness of yourself and your family.
Second, the basic objectives
(quality)
Article 8 Our goal is to meet the growing needs of customers with excellent products, reliable quality, excellent lifetime cost-effectiveness ratio and effective service.
(Human capital)
Article 9 We emphasize that the goal of human capital appreciation takes precedence over the goal of financial capital appreciation.
(Core technology)
Article 10 Our goal is to develop a world-leading electronic information technology support system with independent intellectual property rights.
(profit)
Article 11 We will set a reasonable profit rate and profit targets for each period according to the requirements of sustainable development of the cause, instead of simply pursuing profit maximization.
Third, the growth of the company.
(growth area)
Article 12 When we enter a new growth field, it should be conducive to improving the core technical level of the company, giving full play to the comprehensive advantages of the company's resources and promoting the overall expansion of the company. Only by conforming to the general trend of technological development, market changes and social development can we avoid big risks.
(increased traction)
Thirteenth opportunities, talents, technology and products are the main traction for the company's growth. These four forces interact with each other. Opportunities attract talents, talents attract technology, technology attracts products, and products attract more and greater opportunities. Increasing the traction of these four forces and promoting a virtuous circle between them will accelerate the growth of the company.
(growth rate)
Article 14 We seek to maximize the growth at a certain profit rate level. We must achieve and maintain the growth rate higher than the industry average and the growth rate of the main competitors in the industry, so as to enhance the vitality of the company, attract the best talents and realize the optimal allocation of various business resources of the company. In the electronic information industry, there is no third way, either to become a leader or to be eliminated.
(growth management)
Fifthly, we should not only pursue scale expansion, but make ourselves better. Therefore, senior leaders must be alert to the fragile and hidden shortcomings that long-term high-speed growth may cause to the company organization, and must effectively manage the growth. While promoting the company to become a large-scale enterprise quickly, we must make greater efforts in management to make the company more flexible and effective. Always maintain the coordinated development of momentum and hard work.
Fourth, value distribution.
(value creation)
Article 16 We believe that labor, knowledge, entrepreneurs and capital have created the full value of the company.
(knowledge capitalization)
Article 17 We implement the employee stock ownership system. On the one hand, Pratt & Whitney agrees with Huawei's model employees and forms the same interests and destiny of the company and employees. On the other hand, we will continue to let the most responsible and talented people enter the backbone of the company.
(form of value distribution)
Article 18 The distributable value of Huawei is mainly organizational strength and economic benefits; Its distribution forms are: opportunity, authority, salary, bonus, safe pension, medical security, equity, bonus and other personnel treatment. We implement the distribution mode of combining distribution according to work and distribution according to capital.
(principle of value distribution)
Nineteenth efficiency first, fairness and sustainable development are the basic principles of our value distribution.
Distribution according to work is based on ability, responsibility, contribution and work attitude. Distribution according to work should fully widen the gap, and the distribution curve should be continuous without inflection points. The basis of equity distribution is: sustainable contribution, outstanding talent, moral quality and risks taken. The distribution of equity should be inclined to the core and backbone, and the equity structure should be kept dynamic and reasonable. The proportion of distribution according to work and capital should be appropriate, and the increase and decrease of distribution quantity and proportion should be based on the principle of sustainable development of the company.
(Rationality of value distribution)
Article 20 We follow the law of value, persist in seeking truth from facts, introduce external market pressure and fair competition mechanism into the company, establish a fair and objective value evaluation system and constantly improve it to make the value distribution system basically reasonable. The ultimate standard to measure the rationality of value distribution is the competitiveness and performance of the company, as well as the morale of all employees and the sense of belonging to the company.
Chapter 19 Control and Control Process (Case)
Squibb's internal control system ①
I. Objectives of the internal control system
First, protect the safety of assets. Second, accurately reflect the financial situation of enterprises and provide reliable guarantee for decision-making. Third, ensure that policies, rules and regulations are observed. Fourth, improve management efficiency. Therefore, Squibb has designed the following internal control structure:
Second, the basic principles of internal control
1, principle of separation of incompatible posts. The so-called incompatible positions refer to those positions that may be fraudulently held by one person to cover up his wrong behavior. Separation of incompatible jobs means that incompatible jobs require different people to hold them. The company's internal control system realizes the separation of incompatible duties and ensures the function of internal control through the rational division of labor in five links: authorization, issuance, approval, execution and recording.
2. Reasonable authorization system. Authorization system refers to the control of enterprises through authorization and approval when handling economic business, that is, the approval procedures are stipulated for each type of economic business, so as to handle the approval according to the procedures and avoid the situation of leapfrog approval and illegal approval.
3. Appropriate information recording. Record the important information of enterprise internal control. Information records can be divided into management documents and accounting records.
4. Reliable asset security. Its main contents include: restricting access, ordering inventory, record protection, property insurance and property record monitoring.
5. Sound internal audit.
Third, the internal control process design
1, return period.
(1) order processing. When developing new customers, the company adopted a very strict assessment system, such as requiring new customers to have complete licenses and other comprehensive inspections. In addition, the orders must be numbered in sequence, and if there are any missing numbers, we must find out the reasons.
(2) Credit and return control. The company sets credit standards according to its actual operating conditions, fierce market competition and customer reputation, and gives customers a certain credit line according to regulations. In addition, the company also strictly controls the quality of sales to reduce the loss of returns.
(3) Invoicing and delivery. Invoicing and delivery are separated. Invoicing is based on relevant bills, such as customers' purchase orders and delivery notices. The delivery notice should be numbered to ensure that all the goods issued have invoices. Invoices and invoices must be approved by relevant competent departments and personnel.
(4) Accounts receivable management. Regularly check the balance of accounts receivable subsidiary ledger and make aging analysis. Regularly check accounts with customers and receive and pay funds in time. Ensure that the money received is recorded in time and cancelled in the order of events.
2. Production cycle.
(1) Separation of responsibilities in the production cycle. The preparation and approval of production plan are separated; The acceptance of finished products is separated from product manufacturing, and the approval, distribution, storage and bookkeeping of inventory are separated.
(2) Inventory custody responsibility and physical safety control. The company has established a strict inventory keeping system to ensure the safety of physical property. At the same time, set a reasonable storage quota for inventory, conduct regular assessment, actively deal with overstocked and overstocked goods, and speed up capital turnover.
(3) Make regular inventory to ensure that the accounts, cards, tables and accounts are consistent, and purchase adequate insurance.
3. Payment cycle.
(1) Procurement: Different personnel must be responsible for the acquisition, procurement, acceptance, payment and bookkeeping of raw materials. The buyer can only purchase the name, specification and quantity of the goods within the approved purchase plan, and shall not change the purchase price and content without authorization.
(2) acceptance. Payment approval procedures (except prepayment business) can only be carried out after inspection, in order to ensure that the price, quality and specifications of the goods meet the standards. The acceptance department will conduct acceptance in strict accordance with the variety, quantity and quality stipulated in the contract.
(3) payment. Invoice price, transportation fee, tax, etc. Settlement and payment can only be made after the contract is checked correctly and the documents are complete, and the payment must be transferred by bank. Check the subsidiary ledger and general ledger of accounts payable regularly.
4. Information management
(1) voucher serial number. Vouchers must be used in numerical order. Blank vouchers must be registered and filed.
(2) establish a regular review system, regularly review the work of filling in vouchers, bookkeeping, posting, and preparing reports.
(3) Establish the checking system of general ledger and subsidiary ledger, general ledger and journal.
(4) The business manager must sign and seal the relevant business to prepare for tracing the responsibility in the future.
(5) Establish a perfect voucher transfer procedure.
(6) Implement a regular accounting information analysis system in order to find information errors in time.
In the process of internal control, we should pay attention to: first, we need to analyze the cost and benefit. The second is to pay attention to abnormal control. The third is to prevent internal control executives from dereliction of duty. The fourth is to prevent the management from abusing the authorization.
Aucma electrics company
The first step is to develop new products by adopting new technologies and new processes. The direct cause of enterprise losses is the unsalable products. In order to survive, enterprises must produce products recognized by the market. To this end, the general manager of the company sold the special car, retained the technical backbone and began to develop new products. After hard work, the first generation products 1990, 150L household freezer were finally developed. After the product was put on the market, it was deeply loved by users, and the enterprise turned losses into profits that year.
The second step is to transform the imported production line with congenital deficiency, improve the degree of mechanical automation and double the labor productivity. Aucma invested the only funds in the transformation of the original production line, and the output of the enterprise expanded rapidly through small changes and small supplements to small leather. The production capacity has increased from 8,409 units in 1990 to 20,000 units in 1993, 230,000 units in 1994 and 656,000 units in 1995.
The third step is to speed up the development of new products, and the products will develop systematically to multiple varieties and specifications. The market demand for freezers is multi-level. Aucma continues to develop and research new products, and dozens of new products come out every year.
The fourth step is to seize the favorable opportunity, make bold decisions and develop economies of scale in the case of expanding market demand. In order to expand the enterprise scale and reduce the cost, Aucma Company makes full use of every space on the basis of the original 1 10,000 square meters factory building. By increasing the production area and expanding the production capacity, the 65,438+00,000-square-meter factory has the annual production capacity of 654,388+000,000 refrigerators.
Aucma's road to self-excavation and transformation has the following five characteristics:
First, look inward, dig and transform yourself.
Over the past few years, Aucma Company has overcome the tendency of waiting, relying on and being important, focused on the enterprise itself, tapped its own potential and carried out rolling technological transformation. Not greedy for "foreign things", not seeking "perfection", insisting on "small steps and quick running, rolling transformation", except for some key testing instruments, the main equipment is made in China. Only one gold wire drawing production line with an investment of10.2 million yuan can process seven kinds of freezer boxes with different specifications. Its performance is better than that of similar foreign products, but its price is less than 1/7 of that of foreign products. In order to solve the problem of insufficient workshop area, it is decided to build a two-story platform in the existing standard workshop. The construction team discounted 6,543,800 yuan, demanding that production be stopped. Aucma people did it themselves, and it took only 200,000 yuan to complete this transformation task, which did not affect production at all.
Second, take the market demand as the driving force to speed up the adjustment of product structure.
During the period of 1990, Aucma Company aimed at the small household freezer market and quickly developed the series represented by 80L, 120L and 150L. After the product is put on the market, it is accepted by consumers. 65438-0993 With the rise of frozen cold drinks, the demand for large commercial display cabinets has increased. Aucma Company seized this favorable opportunity to form the production capacity of commercial display cabinets and quickly occupy the market. 1995, some large cold drink food enterprises at home and abroad launched counter sales in order to expand market share. In order to adapt to the group consumption, Aucma Company has set up a refrigeration supporting branch, which is responsible for providing group consumption for cold drink enterprises, military and social groups. At present, the company has established long-term cooperative relations with American Nestle Company, Heluxue Company, Meidenggao Company, Monkey King, New World and other cold drink food companies.
Third, constantly improve the scientific and technological content of products in technological transformation.
1995, in order to realize China's international commitment to environmental protection as soon as possible, the company reformed and added new equipment on the basis of the original equipment to produce and develop fluorine-free freezers and freezers. From the aspects of product structure design, process technology and equipment matching. , increase the technical content, improve the system cycle and heat preservation performance, and adopt new fluorine-free compressor and refrigerator to improve the refrigeration efficiency and achieve the purpose of energy saving.
Fourth, develop economies of scale through technological transformation and combine technological transformation with the development of economies of scale.
Five, overall planning, step by step implementation, to achieve a virtuous circle of technological transformation.
1. Establish a project decision-making advisory committee. The company has set up decision-making advisory committees on planning, operation and management, technology, external supply and sales preparation headed by the president, and invited social authorities such as universities, scientific research institutions, commercial units and information departments to participate, and held a regular meeting every six months to investigate the market, analyze the problems existing in the company's own technical level, products and processes, and determine technical transformation projects.
2. Make technical transformation plan and implement dynamic technical transformation management.
3. Establish a project responsibility system. Formulated the implementation method of Aucma technical transformation project responsibility system, implemented matrix management of technical transformation projects, and every employee can participate in technical transformation projects. Do not change the current work affiliation, and review directly to the project leader. The person in charge of the project is recommended by the staff and produced through bidding.
4. Establish a review and acceptance system for technical transformation projects. The purpose is to test the quality of technological transformation projects and establish an index system for evaluating technological transformation projects, so as to ensure the contribution of science and technology to economic growth.
Chapter 23 Enterprise Organizational Innovation (Case)
Metersbonwe Bang Wei Bang Wei: Wenzhou's Virtual Enterprise ①
Only seven years after Kenneth Price, Roger Neger and other American scholars first put forward the concept of "virtual enterprise" in 199 1, Mi-Bang Wei successfully broke the "Wenzhou fate" of Wenzhou family-run private enterprises by using the method of "virtual management".
On August 23rd, 2002, the expert group came to Metersbonwe Bang Wei Bang Wei Group to inspect the application of e-commerce. There is no sewing machine here. Metersbonwe Bang Wei Bang Wei Group, which originally had the concept of virtual brand operator, developed all information systems including ERP! The expert group believes that at present, Metersbonwe Bang Wei Bang Wei has been in a leading position in the application of information technology, and has successfully applied information technology to production, management, circulation and sales.
Among them, a young man who was still chopping wood in Qiandao Lake Village in his early twenties played an important role. This man is Wang Quangeng, the deputy general manager of the IT department of Metersbonwe Bang Wei Bang Wei, which was founded from scratch. Wang Quangeng, who started from the bottom of the company, spent eight years explaining the new definition of CIO (communication, integration and organization) with China characteristics.
I. Communication (communication)
Limited funds, limited attention from the boss and limited support from the business department. These three points are almost fatal constraints on the informatization of private enterprises. The first important task of instigating the information revolution to change the traditional operation mode must be communication. IT is a challenging and strategic task for private enterprises that started from small profitable enterprises to be able to explain intangible IT value to bosses who usually have low academic qualifications. Wang Quangeng firmly believes that "the most important thing to do this job well is to have firm confidence. You have to believe that what you do is valuable to the enterprise. The reason why you are not successful is that the method is not in place. "
1995, Wang Quangeng, who worked as a tutor in Wenzhou night school for three years, was hired as a statistician in the marketing department of Metersbonwe Bang Wei Bang Wei Company shortly after graduation. After working for three days, Quan Wang Geng submitted a market survey report to his boss, and the enlightened boss immediately set up a market information department, which he was in charge of. His main job is to collect all kinds of information about the company's sales department and clothing market. Pioneer Meters Bang Wei Bang Wei has a lot to do, but Wang Quangeng, who is not very satisfied with his work, always wants to use the computer knowledge he learned in his spare time. A basic concept of computer language is standardization. In his spare time, Wang Quangeng quietly compiled bar codes. This method makes the innovative and rapidly increasing products of Metersbonwe, Bang Wei and Bang Wei return to simplicity and standardization in various statements such as finance, warehousing, transportation and sales. In the end, the bar code of "no extra investment, except the cost of own consumables" not only made Metersbonwe Bang Wei Bang Wei buy the first computer, but also required the company to use bar code technology in all the warehousing and warehousing from 65438 to 0996.
The communication mode of "don't say how much you invest, then the result, and don't say it if you don't do it well" is a real challenge to the most common enterprise informatization promotion mode. In Mao Zedong Thought, which has influenced several generations of private enterprises, this materialism of "fight if you win, and run if you don't win" can be seen everywhere. In the face of such enterprise management, talking about IT technology trends and the future prospects of the new economy can only be self-destructive.
Second, integration.
-"Our informatization is by no means a rush. Generally speaking, we have encountered problems in management, which cannot be solved by traditional methods, and then we will implement them. Clothing, a well-developed traditional industry in China, the main focus of competition is cost, and informatization has undoubtedly triggered the pursuit of reducing operating costs; The second is speed. The forecast of the clothing industry is often inaccurate. Therefore, it often leads to backlog or shortage. Informatization has also solved this problem very well. " Wang Quangeng, who has achieved great success in a small experiment, still dare not forget the motto of private enterprises "doing more with the least money", but the application of bar code has led his eyes to the whole supply chain.
"It is very necessary to find a suitable breakthrough. Metersbonwe Bang Wei Bang Wei did make a breakthrough in warehouse management. Warehouse management has become the management bottleneck of private enterprises, because once an enterprise develops to the level of facing the national wide-area market, the hidden problems in warehouse management will be very concentrated and representative. These problems are not only closely related to finance and sales, but also pose the greatest threat to enterprises. However, if the information director has a financial background, it is best to start with the financial system, because finance condenses the operation of the whole enterprise after all. Metersbonwe Bang Wei Bang Wei didn't start real financial computerization until 1998. I regret not studying finance. "
1996, the stand-alone version of Metersbonwe Bang Wei Bang Wei Warehouse Management System was released without anyone knowing. This system was quickly upgraded to the online version, and the IT department and business can no longer be separated. Wang Quangeng finally integrated himself with the core competitiveness of Metersbonwe, Bang Wei and Bang Wei. This IT system, which was later called "Chain Information Management System", didn't cost much as usual, but basically solved the problems of untimely and inaccurate reporting of manual statistical sales reports of chain stores and branches all over the country, and finally let Metersbonwe Bang Wei Bang Wei get rid of the most headache problem of chain stores in China. At this point, Zhou's "karate" idea of "virtual management", which was criticized, came to a thrilling and smooth landing after selling his two factories and experiencing the most painful exploration period from 1995 to 1997.
Three. organization
"Clothing is just an industry attribute of information. I believe that these new management ideas from the IT industry can reshape the new competitive model of the clothing industry. " Today, Wang Quangeng is well versed in the IT-based "virtual management" proposed by President Zhou. Fashion changes and organizational changes are rapid, and production and trade are closely combined. These are the two main characteristics of the global textile and garment industry, which requires improving the efficiency of forecasting, stocking and production, especially reducing inventory and reducing inventory costs.
In today's Metersbonwe Bang Wei Bang Wei IT system, every franchise store is projected in this system, including e-commerce system, store management system and point-of-sale system. Coupled with ERP of various OEMs, Metersbonwe Bang Wei Bang Wei Headquarters, with only 300 people, is in control of more than 0/000 stores and 0/000 OEMs in Jiangyue with the support of a computer center with more than 40 people. As far as the whole supply chain is concerned, specialty stores can view photos of new products online to quickly place orders. Metersbonwe Bang Wei Bang Wei Headquarters can evaluate the sales performance of each specialty store in real time (even down to the weather and consumers' situation when each garment is sold), and conduct business analysis on the data of the whole supply chain, so as to make business decisions on promotion, distribution and adjustment in time.
The traditional operation mode of domestic garment industry with an annual output of 7 billion pieces still dominates the mainstream. Usually, the clothes produced by the factory are sent to the company's logistics center and then distributed to various distribution centers or branches all over the country. Turnover inventory is very large, and there is often a huge risk of inventory backlog. But now Metersbonwe Bang Wei Bang Wei not only uses "virtual inventory" to help the upstream and downstream of the supply chain solve the inventory risk, but also begins to amplify the leverage effect of its own funds by improving the capital utilization efficiency of the whole supply chain. A convincing phenomenon is that the sales of Metersbonwe Bang Wei Bang Wei in 200 1 year increased by 74% compared with the sales of 500 million yuan in 2000, but the proportion of its own funds actually decreased.
At present, Metersbonwe Bang Wei, located in the "circulation industry", is building its own logistics distribution center in Shanghai Kangqiao Development Zone, which is another new measure to realize internationalization in Zhou, who is only 38 years old and is known as the "Wenzhou New Generation Businessman". Wang Quangeng, who thinks that "the method is more important than the matter itself", must make a new breakthrough so that the IT system can support Metersbonwe Bang Wei Bang Wei's goal of achieving a business scale of 4 billion yuan in 2005.