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Youngor Dances in Industry "Supply Chain Competition"
In the evolving landscape of China's apparel industry, a significant shift has occurred from individual brand competition to competition at the industry chain level. This transition revolves around "systemic competition," encompassing areas such as product design, research and development, manufacturing, logistics, distribution, sales, and information management. Through specialized division of labor and collaboration, Chinese textile and apparel brands are now engaging in a more integrated and collective form of competition, reaching new heights in efficiency and market positioning.
The era of standalone competitive advantage is fading, replaced by the necessity for supply chain-based systemic competition. While traditional cost advantages in coastal regions are diminishing, multinational procurement companies continue to place orders there, largely due to the technical capabilities that remain strong in these areas. These capabilities influence key factors like quality, delivery time, and pricing—essential elements when selecting supply chain partners.
This trend is not only shaping global operations but also influencing domestic players. Awareness of supply chain competition among local brands is growing, with many realizing that future success depends on the strength of their entire supply chain. Leaders like Li Rucheng, Chairman of Youngor Group, have long advocated for "supply chain competition" and have implemented strategies such as "integrated value chain management" and "integrated brand marketing." Youngor’s vertically integrated supply chain—from fabric production to retail—has become a solid foundation for its operations, enabling seamless collaboration across suppliers, manufacturers, distributors, and customers.
Youngor has further strengthened this model through a multi-brand strategy, establishing vertical supply chains between studios, fabric suppliers, manufacturers, and logistics teams. This structure allows for faster and more efficient responses to brand-specific needs. For example, Youngor Japan Textile and other facilities have established dedicated R&D departments connected to each brand studio, ensuring timely and high-quality production.
In addition to supply chain optimization, consumer demand is becoming a central focus. Industry leaders like Jiang Hengjie and Sun Ruizhe emphasize that the future of the sector lies in being demand-driven. Companies must deeply understand consumer preferences to align their industrial resources effectively. Youngor exemplifies this approach with its "P" series, which introduced innovative iron-free technology and received recognition as a national new product. The company continues to develop new lines like TNDP and VNDP, focusing on functionality, comfort, and materials.
At the retail level, Youngor actively engages with consumers, sending regional directors to interact directly with customers. Whether in cold northern cities or bustling southern markets, these interactions provide valuable insights that help refine product designs and meet market demands.
Finally, Youngor has embraced the "law of efficiency" by creating a rapid response system. The launch of GY in Suzhou demonstrated this capability: when size issues were identified, the company quickly adjusted inventory, added larger sizes, and ensured customer satisfaction within a month. With the establishment of five major brand studios and the introduction of MD (Merchandise Development) planning, Youngor has refined its product development process, reducing blind spots and improving responsiveness to seasonal trends.
Overall, the Chinese apparel industry is undergoing a transformation driven by systemic competition, consumer-centric strategies, and operational agility. As brands like Youngor continue to evolve, they set new standards for efficiency, innovation, and market relevance.