Integration of Global Supply Chain Management
Everest is very capable to use local advantage and integrate the resource from our three production bases and aim to create more value and increase the profit growing by globally resource integration.
Adopting the logical thinking of "Design for Supply Chain", when proceeding the design, we decide use the same material, warp yarn and greige to do multiple finishing. It will decrease the categories of greige and yarn and to lower down the complexity of material. Besides, we also make the best of Everest 3 production bases globally and cooperate with domestic garment factories as "Local to Local" and specified region with duty-free to provide brand customers the best service of delivery. We also build up the system of production, design and technology duplication globally to create global logistic innovative operation mode of quick delivery by region.
Enterprise Value-Global Logistics Management
To continuously create higher value and competitiveness of the company, Everest turns innovative thinking into practical action, serves customers with a new business model of IDM (Innovation Design Management) emphasizing innovative fabric design, and successfully transform from a passive fabric supplier, we have become a multi-integrated service provider with high initiative at this stage, and can directly communicate and cooperate with Garment brands/distributors.
t is also the business blueprint that Everest is actively preparing and constructing at this stage, developing its industrial value chain to the downstream garments, and exploiting the advantageous high-value fabrics to open up the high-value garments market, which is what GIDM (Garment Innovation Design Management) talks about. Innovative design to build Everest and upgrade Taiwan’s textile industry into a knowledge-intensive manufacturing service industry.
To achieve the above strategic goals, two capabilities need to be established: one is innovative design capability, and the other is global operational research capability. In the organizational process, a global operation headquarters (which was approved to be established in July 2005) must be established to integrate these two capabilities, and in the information system, it is necessary to integrate the R&D resources of the three places and allow customers and suppliers to participate in the textile industry in advance. Product Data Management (PDM/CPC), and Enterprise Value-Global Logistics Management (EV-GLM) that leverages the benefits of global layout and integrates the resources of the value chain system. With the operating headquarters of these two forces, Everest’s strategic goals can be successfully achieved. EV-GLM is a powerful tool for Everest to leverage the benefits of its global layout. It enhances its competitive advantage by “integrating demand, adjusting supply and demand, global operations, making decisions in Taiwan, real-time supply, and cost- efficacy”. The expected benefits will shorten the delivery time to 30 days, and improve the on-time delivery rate of orders to more than 95%.
Enhancing Global Logistics Digitization Capability
Integration of Taiwan, Shanghai, and Thailand factories in a global manufacturing and logistics model, leveraging information technology, has empowered a network of 31 upstream and downstream partners, resulting in an industry-wide annual revenue increase of over 5 billion TWD. The approach includes global innovation design and order management, combining IDM innovative fabrics with upstream garment design studios for creating innovative clothing. Outsourced design project management and order management system implementation are then employed to promote sample garments to brand customers.
GLOBAL PROCUREMENT OPERATIONS
Global price comparison and fast material supply to achieve advantageous cost targets
GLOBAL SALES AND PRODUCTION PLANNING
Integrate taiwan factory, Shanghai factory, thailand factory, flexible scheduling of production capacity of the three factories, fast delivery, shorten delivery time, capacity backup, reduce inventory
GLOBAL DISTRIBUTION OPERATIONS
Global inventory control and tracking, reduce inventory in the global supply chain, cooperate with brand customers to grasp the delivery time, and provide global virtual office order information
GLOBAL OPERATIONS HEADQUARTERS OPERATIONS PERFORMANCE MANAGEMENT
Real-time monitoring of business information, active notification of operational alerts, quick decision-making to create customer value and enhance competitiveness
