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Youngor Dances in Industry "Supply Chain Competition"
In recent years, a significant shift has occurred in the competition among Chinese apparel brands. Rather than competing on an individual level, companies are now engaging in a more complex and integrated form of rivalry—competition between entire industry chains. This transformation revolves around "system competition," which encompasses various stages such as product design, research and development, production, sales, logistics, distribution, information management, and channel building. Through specialized division of labor and enhanced collaboration, this approach has elevated the collective competitiveness of Chinese textile and apparel brands to a new height.
In the context of China's global textile and garment industry, there is a growing consensus that the era of individual brand competition is fading, and the focus is now shifting toward systemic competition among supply chains. This change is driven by the fact that while traditional cost advantages in coastal regions are diminishing, many multinational procurement companies continue to place orders in these areas. The reason? Coastal regions still possess strong technical capabilities, which determine factors like quality, delivery time, and pricing—key elements for selecting reliable supply chain partners.
This trend is gaining momentum, especially within China’s domestic market, where local apparel brands are increasingly aware of the importance of supply chain competition. As Li Rucheng, Chairman of Youngor Group, emphasized, “Future competition will be the competition of the entire supply chain.†Youngor has been implementing integrated value chain management and brand marketing strategies, owning upstream and downstream operations such as fabric production, manufacturing, and retail. These integrated networks allow for dynamic information sharing, close collaboration, and efficient resource allocation, ultimately maximizing value across the entire industry chain.
Youngor recently adopted a multi-brand strategy, creating a vertical supply chain linking brand studios with fabric suppliers, manufacturers, and logistics departments. This structure enables faster and more efficient product development. For example, Youngor Japan Textile, Wool Spinning and Dressing Factory, and other facilities have established dedicated R&D teams that work closely with brand studios to meet diverse design and production needs.
In addition to system competition, the focus is also shifting toward consumer demand. Jiang Hengjie, Executive Vice President of the China Garment Association, highlighted that under a demand-driven model, a more stable industrial economy can be formed. Enterprises must deeply understand their consumers to remain competitive. Similarly, Sun Ruizhe, Vice President of the China National Textile and Apparel Association, stressed that the industry is moving away from purely technology-driven approaches and instead focusing on cost control, consumer needs, and product conversion.
Youngor’s “P†series of shirts not only set a new trend but also introduced innovative iron-free technology, earning recognition such as “National New Products.†With rapidly changing consumer preferences, Youngor continues to develop products like DP series shirts, featuring moisture-wicking and quick-drying fabrics. The company is also exploring hemp-based fabrics for future releases, aiming to enhance comfort and performance.
At the retail level, Youngor actively engages with consumers through direct interaction. Regional directors travel to stores to gather feedback and observe customer reactions, ensuring that insights are shared with the design team to refine future products. This hands-on approach helps align the brand more closely with market demands.
To respond quickly to trends, Youngor established a multi-brand studio system, enabling rapid decision-making and product adjustments. For instance, when the GY brand faced issues with sizing, the company swiftly collaborated with internal and external manufacturers to adjust inventory and meet consumer needs. This efficiency allowed the brand to adapt quickly and gain market approval.
Through these strategies, Youngor exemplifies how modern apparel brands must embrace both systemic competition and consumer-centric innovation to thrive in a fast-evolving industry.