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A predominância de um único país fornecedor em toda a cadeia de
abastecimento acarreta consigo certos riscos de dependência. A transferência e
outsourcing de produção para países asiáticos, nomeadamente a China, é o
quotidiano da maioria das empresas na indústria de fast-fashion em fashion retail.
A redução de custos de produção, incluindo o de mão-de-obra, a possibilidade
de produção em grande escala e a rede de infra-estruturas já preparada para
grandes cargas no transporte marítimo, parecem ser as principais vantagens de
deslocalizar fornecedores.
Mas com a ascensão económica e social da China, a competitividade em custos
de produção parece estar a desvanecer-se e novos países fornecedores surgem
neste panorama, como a Índia.
Até que ponto terá impacto a introdução de novos fornecedores, e de um novo
país fornecedor?
Os lead times são cruciais para este tipo de setor, dependendo daí o sucesso ou
fracasso das organizações nesta indústria: o consumidor quer um produto
trendy nas lojas o mais rápido e com a maior rotatividade possível. A gestão de
uma cadeia tão volátil como as que atuam neste tipo de mercado é um processo
complexo e difícil de gerir.
A expansão internacional de uma marca pode ainda aumentar esta incerteza de
comportamentos do consumidor, sendo tão distintos por zona de influência.
Os tempos de trânsito constituem ainda um dos maiores entraves quando se
procura uma redução eficiente de lead times. O transporte marítimo é o meio
mais utilizado, pelo benefício de custo competitivo e de suporte de carga
transportável, no entanto é um dos mais morosos meios de transporte. A aposta
em avião de carga poderá ser feita, embora o seu custo por volume transportado seja geralmente mais elevado. Contudo, a pronta resposta seria
facilmente atingida. Em ambos os casos são necessários trade-offs, quer em
benefício da rapidez e prontidão de resposta (avião), quer em benefício de uma
maior eficiência de custos (barco).
A metodologia de Investigação-ação irá ajudar a compreender melhor qual o
caminho mais viável a seguir, quer em escolha de fornecedores, gestão eficiente
de tempos de trânsito e, consequentemente, meios de transporte. Todos estes
enclaves de uma otimização de lead times.
The predominance of having a single supplier in a supply chain may bring a certain amount of risks, especially with dependency. Transferring and outsourcing the production to mainly Asian countries, specially China, it’s the regular rule in most companies in fast fashion and fashion retail industry. The reduction of production costs, including labor, the possibility of large scale production and the great infrastructure net already prepared for large loads in maritime transportation, seem to be the primary advantages of relocating suppliers. But with the economic and social development in China the competitive edge in production costs seems to be vanishing and new supplier countries appear in this context, such as India. Which should be the result of acquiring new suppliers in a new supplier country? The lead time is crucial for this type of industry, depending on that the success or failure of companies in these types of market: the consumer wants a trendy product in stores as soon as possible and with a major turnover. The management of a supply chain this volatile as the market in which it competes can be complex to keep agile. The international expansion of a brand can even increase the uncertainty of consumer’s behavior, being so different by influence area. The transit time is one of the main barriers for an efficient lead time management: the maritime transportation is the most used one, whether for the advantages in competitive costs and the volume for large orders and quantities, although it’s one of the most slow transpor tation means. Improving shipping orders by plain can be made, but its transportation costs in volume can be generally higher than these companies usually tend to pay in a more efficient way. However, responsiveness would be rapidly achieved. In both cases tradeoffs are needed, whether tending to a more responsive and rapid approach (plain), or tending to an efficient cost process approach (boat). The methodology of Investigation-action will help to understand better which way is more viable to follow, in the choice of suppliers, efficient transit time management and, hence, transportation means. All of them pillars of an optimization in lead time.
The predominance of having a single supplier in a supply chain may bring a certain amount of risks, especially with dependency. Transferring and outsourcing the production to mainly Asian countries, specially China, it’s the regular rule in most companies in fast fashion and fashion retail industry. The reduction of production costs, including labor, the possibility of large scale production and the great infrastructure net already prepared for large loads in maritime transportation, seem to be the primary advantages of relocating suppliers. But with the economic and social development in China the competitive edge in production costs seems to be vanishing and new supplier countries appear in this context, such as India. Which should be the result of acquiring new suppliers in a new supplier country? The lead time is crucial for this type of industry, depending on that the success or failure of companies in these types of market: the consumer wants a trendy product in stores as soon as possible and with a major turnover. The management of a supply chain this volatile as the market in which it competes can be complex to keep agile. The international expansion of a brand can even increase the uncertainty of consumer’s behavior, being so different by influence area. The transit time is one of the main barriers for an efficient lead time management: the maritime transportation is the most used one, whether for the advantages in competitive costs and the volume for large orders and quantities, although it’s one of the most slow transpor tation means. Improving shipping orders by plain can be made, but its transportation costs in volume can be generally higher than these companies usually tend to pay in a more efficient way. However, responsiveness would be rapidly achieved. In both cases tradeoffs are needed, whether tending to a more responsive and rapid approach (plain), or tending to an efficient cost process approach (boat). The methodology of Investigation-action will help to understand better which way is more viable to follow, in the choice of suppliers, efficient transit time management and, hence, transportation means. All of them pillars of an optimization in lead time.
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Lead time Cadeia de abastecimento Fast fashion Supply chain management