Analysis Of "Three Big Mountains" In Front Of Informatization Of Clothing Enterprises

As one of China's competitive industries, the leading position of the garment industry is largely due to the extremely low labor cost advantage in China. However, with the continuous rise of domestic prices in recent years, when the labor cost advantage is gradually lost, how to innovate in the management mode and the application of information technology has become a problem before us. However, because of the bottlenecks in the application of information technology and the talent and technology in domestic clothing enterprises, the popularization rate of information technology in China's clothing enterprises is still very low. According to the survey, in terms of software application, China's garment enterprises are still relying mainly on financial system, Invoicing system or wage accounting system, and the ERP system of enterprises has been less than 10%.

　　 The first big mountain: the bottleneck of understanding

The characteristics of the garment industry determine 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. The 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. 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.

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 buying software instead of considering business consciousness and enterprise strategy. Therefore, 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 development strategy of the enterprise.

In the industry, the ERP project is often compared to the "leader" project, that is to say, it is not only a IT problem to be solved by informatization, but also must be considered at the height of strategic decision. 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. 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.

　　 Second big mountains: talent bottleneck

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. Once the information system is on the line, various problems will follow, and the personnel in the IT Department of the enterprise will be struggling to solve the practical problems. In the long run, the business personnel will not have enough confidence in the information system, eventually leading to the failure of the system implementation.

The main reason is the problem of cognition. Many garment enterprises do not pay attention to the training and storage of talents in the IT department when they do not carry out the information projects. The role of IT staff is equivalent to the network administrator. After carrying out the information project, the IT department is often regarded as a technical logistics department, and has not been fully incorporated into the whole business process design of the enterprise. The business process design is divorced from the information system, and it is difficult for the information project to realize its value.

　　 The third largest mountain: technical 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 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.

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, while the management software combining traditional "flying boy" method is only mechanically copying data manually into computer input without substantive progress. There is no doubt that the traditional "flying boy" counting method has many problems. The production schedule can not be quickly and accurately reported, and it takes time to calculate workers' wages. 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.

 

Source: China software information network