| Garment export is a traditional industry in China’s foreign trade and it is also one of first industry to participate in international competition.In 2017,the cumulative export volume of textiles and clothing reached 268.6 billion US dollar,of which US imported more than 40 billion US dollars from China.“Made in China” clothing means quality and good price.However,due to recent years for the increase in cost of production in China,meanwhile the foreign consumers are demanding higher quality and more value products.It’s great challenge with opportunities for domestic clothing supplier.How to reduce costs and maintain a high quality product is critical for both importr of foreign train and domestic supplier.Take US market as an example.Over the past decade,most US retail chain department stores and major brands have set up their purchasing an quality inspection center in China.Quality safety is required by local laws and regulations of the United States,and importers of this part have very close quality management procedures and requirements for supplier.Therefore,improving the internal quality management system and effective quality management process and system for supplier is critical to reduce quality cost and improve competitive advance.In this paper,with industry representative in US department stores-T company case,combine with related quality management,supplier management,human resource management theory knowledge,through the analysis on its internal and supplier quality management system and root cause of existing problem.Propose a series of optimization and strategies which covering internal organization structure,company quality management process,equity incentive and external assessment of supplier selection,quality process oversight and continuous improvement.It is hoped that it can provide reference for the quality management of other foreign trade purchasing enterprises and suppliers of the same type in China. |
