Furniture industry: profiteering curtain call, micro profit staged Refined management replaces extensive management Furniture enterprises are traditional manufacturing industries, with low technical requirements and historical origins. So far, private "carpenters" still play a role in furniture manufacturing in economically backward areas. Handmade furniture workshop-style manufacturing is still scattered in the private sector. Many furniture companies Originated from such a workshop-style furniture manufacturing industry, it gradually expanded its scale and added mechanical equipment. Therefore, it is very extensive in management. This extensive management either has no system or the system stays on paper. The system is changing day by day, and there is a lack of specific management methods. The research on the means and methods is not targeted, operable, and strong in execution. The organizational structure and function positioning of the enterprise cannot be reasonably clear. There are many management levels and low management efficiency. It is enough to meet the requirements. Furniture companies have entered a period of meager profit, especially for OEM and OEM companies, not because they cannot receive orders, but they dare not take orders, because the cost is too high, the turbulence of the US dollar, the appreciation of the RMB, and the long collection cycle, there is no Profitable, even losing money, the cost of controlling every link is precious. Raw materials should be fully utilized, inventory should be reduced to the extreme, labor benefits should be exerted, procurement costs and sales costs are eager to be reduced, and the cost control of each process is an opportunity for profit growth. The earliest implementation of refined management of furniture companies was Taiwanese furniture companies, and these Taiwanese furniture companies usually preferred the introduction of professional ERP systems for refined management. Xiangtai Sheng, Kangqiao, Billy, through the introduction of several F18 furniture ERP Management, so that the company reaches the management level of "zero defects", "just-in-time production" and "zero inventory". Through the implementation of ERP, industry management problems are solved: supply chain coordination is difficult, planning control is weak, response speed is slow, on-time delivery is expensive, cost control and accounting are complicated, and quality traceability lacks sophisticated problems. Since 2000, many Hong Kong-owned and private furniture companies have also begun to learn Taiwan's refined management, such as Zhongshan Sihai, Shenzhen Wei'an and other famous furniture companies. The competition of furniture enterprises is the competition of details. The subtlety shows effort. The precious value of details lies in creativity, uniqueness and no duplication. Details affect quality, details reflect taste, details show differences, and details determine success or failure. People are pursuing higher and higher, and the furniture market pays attention to fine management. The details often reflect the professional level of the enterprise, highlight the internal quality of the enterprise, and improve the product quality of the enterprise. Other Valve,Basket Filter,Stainless Steel Flange Filter,Welded Cast Steel Check Valve Zhejiang Meide Machinery Co.,Ltd , https://www.meidemachinery.com
After the financial turmoil, real estate calmed down, and the slow growth of the total demand for furniture formed a strong contrast with the growth of production, which made those who make furniture and sell furniture feel embarrassed, raw materials rose, 10,000 yuan products, previously required 8,000 The cost of materials is 8500 yuan, and the profit of 500 yuan is compressed; the labor cost rises, and the product of 10,000 yuan is completed per person per day. It used to be 40 yuan, now it is 60 yuan, and the profit of 10,000 yuan is 20 yuan less. The management cost The increase causes the profit to shrink by 100 yuan; if it is an export enterprise, the export tax rebate drops by 200 yuan, plus other expenses, so that the calculation from the previous 10% of the profit shrinks to 1% -3%, if you accidentally lose money.