本文關(guān)鍵詞： 服裝出口 供應(yīng)鏈管理 企業(yè)競爭力 品牌價　出處：《南京大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：我國是服裝制造和出口大國,服裝出口產(chǎn)業(yè)長期以來在國民經(jīng)濟的發(fā)展中起著舉足輕重的作用。在服裝產(chǎn)業(yè)價值鏈中,我國服裝外貿(mào)企業(yè)長期處于低附加值的生產(chǎn)和出口環(huán)節(jié),而高附加值的設(shè)計與零售環(huán)節(jié)則由國際服裝品牌商享有。隨著人民幣匯率不斷升值,國內(nèi)勞動力成本逐年上升,國內(nèi)服裝外貿(mào)企業(yè)的生存發(fā)展正遭遇前所未有的挑戰(zhàn)。自2005年服裝出口配額取消后,民營企業(yè)不斷進(jìn)入,服裝外貿(mào)行業(yè)已趨于飽和且競爭異常激烈。在這種嚴(yán)峻的形勢下,一些服裝外貿(mào)企業(yè)進(jìn)行轉(zhuǎn)型,逐漸取締原先"收購-出口"這種簡單的業(yè)務(wù)模式,向產(chǎn)業(yè)鏈上游延伸,整合服裝出口、生產(chǎn)加工以及原材料開發(fā)環(huán)節(jié),轉(zhuǎn)型成為服裝供應(yīng)鏈管理商,從而獲得了競爭優(yōu)勢與超額利潤。TK服裝外貿(mào)公司(以下簡稱TK公司)是一家傳統(tǒng)的國有服裝外貿(mào)企業(yè),在失去貿(mào)易配額所帶來的壟斷競爭優(yōu)勢的情況下,根據(jù)市場環(huán)境的不斷變化及時主動地調(diào)整和轉(zhuǎn)型,通過成立自有服裝生產(chǎn)工廠、設(shè)立服裝設(shè)計打樣部門和服裝原材料開發(fā)部門、同時開發(fā)國內(nèi)外服裝貿(mào)易市場等措施,目前已是擁有多元化的業(yè)務(wù)模式的服裝供應(yīng)鏈管理商。然而隨著國內(nèi)服裝產(chǎn)業(yè)的轉(zhuǎn)型升級,勞動力成本進(jìn)一步上升,以及服裝供應(yīng)鏈管理這種新的業(yè)務(wù)模式的普遍化,在不久的將來TK公司必然再次面臨激烈的行業(yè)競爭。由于TK公司的轉(zhuǎn)型路徑是從貿(mào)易環(huán)節(jié)向生產(chǎn)環(huán)節(jié)延生,相比于由傳統(tǒng)生產(chǎn)型企業(yè)轉(zhuǎn)型而來的服裝供應(yīng)鏈管理商,其并不具備產(chǎn)能規(guī)模效應(yīng)所帶來的低廉的產(chǎn)品價格,從而TK公司將失去已獲得的競爭優(yōu)勢和超額利潤。在這種情況下,TK公司如何才能充分利用自身的資源與能力,通過調(diào)整和轉(zhuǎn)型將其現(xiàn)有業(yè)務(wù)模式下的競爭優(yōu)勢進(jìn)一步進(jìn)行擴大,或者進(jìn)行業(yè)務(wù)模式和價值鏈定位的轉(zhuǎn)型向服裝品牌商發(fā)展從而形成難以模仿的企業(yè)核心競爭力?是本文著重研究的問題。本文將在上述背景下,深入分析當(dāng)前形勢下服裝外貿(mào)行業(yè)的宏觀市場環(huán)境和產(chǎn)業(yè)環(huán)境,并以TK公司為案例研究對象,結(jié)合供應(yīng)鏈管理、企業(yè)核心競爭力以及品牌價值等相關(guān)理論,通過對TK公司內(nèi)部資源與能力及其多元化的業(yè)務(wù)模式進(jìn)行分析與比較,分別提出了 TK公司在未來不同時期內(nèi)的發(fā)展戰(zhàn)略,即在短期內(nèi)穩(wěn)定發(fā)展現(xiàn)有的業(yè)務(wù)模式并繼續(xù)擴大競爭優(yōu)勢;中短期內(nèi)通過提升產(chǎn)品設(shè)計與品質(zhì)向服裝原始設(shè)計制造商轉(zhuǎn)型過度;中長期內(nèi)嘗試性的進(jìn)行自主服裝品牌的開發(fā)和區(qū)域化營銷,待產(chǎn)品設(shè)計和品質(zhì)以及自有營銷渠道逐漸成熟,全面開拓自主服裝品牌業(yè)務(wù)從而最終實現(xiàn)成為國際服裝品牌商,并且闡述了 TK公司發(fā)展戰(zhàn)略的具體實施措施與戰(zhàn)略實施保障。
[Abstract]:China's clothing manufacturer and exporter, clothing export industry for a long time in the development of the national economy and plays an important role in the garment industry value chain, China's garment enterprises in long-term low value-added production and export sectors, and high added value of design and retail sectors by the international brands of clothing enjoy. With the increasing appreciation of the RMB exchange rate, domestic labor costs increased year by year, domestic and foreign trade clothing enterprise's survival and development is experiencing a hitherto unknown challenge. Since 2005 the clothing export quotas, private enterprises continue to enter the foreign trade clothing industry has become saturated with fierce competition. In such a grim situation, some clothing foreign trade enterprises in transition gradually, the original acquisition of export ban "this simple business model, extending to the upstream industry chain integration, clothing exports, production and processing as well as raw materials The development of links, transformation into the apparel supply chain management business, to gain competitive advantage and excess profits.TK foreign trade company (hereinafter referred to as TK) is a traditional state-owned foreign trade enterprises, in the loss of trade quotas monopoly competitive advantage, according to the changing market environment timely and actively adjust the transformation, through the establishment of its own clothing factory, clothing design and clothing proofing department set up raw material development department, at the same time the development of domestic and foreign trade clothing market and other measures, is now has a diversified business model of apparel supply chain management business. However, with the transformation and upgrading of the domestic garment industry, a further rise in labor costs, as well as the general clothing supply chain management is a new business model, TK company in the near future will again face the fierce competition in the industry. Because of the TK company The transition path is extending from the trade link to production processes, as compared to the traditional production enterprises by the transformation of apparel supply chain management business, it does not have to bring capacity effect of the low price, so the TK company will lose has gained competitive advantage and excess profits. In this case, TK company how can we make full use of its own resources and capability, through the adjustment and transformation of the existing business model of competitive advantage to further expand, transformation or business model and value chain positioning to apparel brands development so as to form the core competitiveness of enterprises is difficult to imitate? Is the focus of the article. In this paper, in the background and in-depth analysis of the current situation of the foreign trade clothing market macro environment and industry environment, and takes the TK company as a case study, the combination of supply chain management, enterprise core The core competitiveness and brand value theory, through the analysis and comparison of TK company's internal resources and ability and diversified business model, the paper introduces TK company in strategy in different period of development in the future, in the short term and stable development of the existing business model and continue to expand the competitive advantage; in the short term by improving the design and the quality of products to clothing over the original design manufacturer in the long term transition; make independent clothing brand development and regional marketing, the design and quality of products and its own marketing channels gradually mature, fully explore the independent clothing brand business and ultimately become the international brand clothing business, and describes the implementation of safeguard measures and the strategy of the development strategy of TK company.

【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.86;F752.6

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