優點零

If you are a sourcing company, trading company, factory or vertical from design through to delivery then Sai Kai was built to help you manage your business and increase profits.

Sai Kai redefines the way garment software is built and sold. Delivering powerful, feature rich systems that do more than just store  data, they assist  users by automating repetitive tasks, organizing staff  and delivering complete overviews  to managers that drive your business forward.

Built to manage style sheets, development and production life cycles the system is a budgeting, forecasting and margin tracking tool for design, FOB and CMT companies.

Sai Kai is available in three versions and can be leased on a month by month basis. All are 100% web based, providing access from anywhere in the world.  All can be upgraded to the next version and all have our trademark, easy to use interface.

To showcase our product, several short video demonstrations are available above. You can also find out pricing information and sign up for a free 14 day trial.

No matter what your garment ERP needs are, Sai Kai has a solution for you.  Our solutions combine an award winning interface with powerful features and global capabilities in this on demand world.

Relative links about Garment

Leading Industry in Vietnam

Garment Manufacturer Drives Fashion Planning

What Happens to Garment in 2007?

WTO Agreement on Textile

According to statistics from the Ministry of Trade and Industry, the garment and textile sector is one of the leading industries, which has actively contributed to achieving the country’s export target. So far, garment and textile exports have fetched around US$7 billion, up 28 percent against the same period last year. Of the figure, 50 percent comes from the US market and the rest from the European, Japanese and other markets. Judging from such results, the sector will fulfill its plan targets with export turnover reaching about US$7.5 billion, up 27 percent against the 2006 figure. Vietnam’s garment and textile exports would have reaped more profits if the US Department of Commerce had not imposed the Vietnam Textile and Apparel Import Monitoring Programme.

In recent years, the garment and textile sector has focused on garment manufacturing and exporting products via a third country, making them low value- added since the sector has not yet affirmed its trademarks in foreign markets. Vietnam’s garment and textile sector has a high rate of domestic content which has risen from 30 percent in 2003 to nearly 40 percent in 2006, especially in the production of fabric and other material. Two years ago, Vietnam had to import synthetic fabric for production but from this year the country can meet 50 percent of the demand for this kind of fabric. Meanwhile, the country has many big projects to produce fabric, which can meet 30 percent of the sector’s demand for fabric. However, it will take time to move in this direction. Currently, the Government, the Ministry of Trade and Industry, and the Vietnam Garment and Textile Association have called for stronger investment in producing fabric and other materials in Vietnam.

Relative links about Garment

 Sai Kai Solutions

Garment Manufacturer Drives Fashion Planning

WTO Agreement on Textile

 What Happens to Garment in 2007?
 

Global Garment Manufacturer  Drives Fashion Planning, a leading garment manufacturer based in Hong Kong, successfully implemented the Lawson M3 Fashion Planning Workbench and the Supply Chain Order solutions. As two key components of the Lawson solution for the fashion industry, these enterprise applications are designed to help for achieving shorter planning and production lead times, respond faster to market trends and improve inventory management.

The Lawson M3 Enterprise Management System has been using since 2007 in its factories in seven countries to help minimize production peaks and valleys. To achieve that, the company identified medium- to long-term planning as one of the critical processes for its operation, because it needs to match production capacities across all factories with orders that it expects six to nine months in advance. To achieve higher visibility in material requirements planning, because most of the company’s products are made-to-order, requiring specific materials for specific orders. The company selected the Lawson Fashion Planning Workbench and Supply Chain Order solutions to help improve production and material requirements planning.

The Lawson M3 Fashion Planning Workbench  balanced production load across its multiple sites and assists with planning at the style/color level. This is a better plan capacity across the company’s various production sites and simulate load based on possible operational and business changes.

“With Fashion Planning Workbench, whether it is the sales team loading orders or the planners balancing capacity, all changes are immediately updated for everyone to see. We also saved time. For 200,000 orders, we used to take eight hours to download and sort date with Excel, but it can be done in 30 minutes now.”

The Lawson M3 Supply Chain Order solution helps  plan and manage order chains by linking orders with supply chain data. This helps the company manage issues related to changes along the supply chain. The solution is designed to help improve delivery accuracy, reduce inventories, eliminate manual work and allow more agile management of supply chain issues.

While requirements and expectations in the garment manufacturing industry have increased, one thing that hasn’t changed is the drive for lower costs and increased efficiency in Asia and Japan. “With Lawson M3 Fashion Planning Workbench and Supply Chain Order, garment manufacturers have a great deal of flexibility and automation that allows them to become more efficient, more responsive to market trends, and to reduce total costs.”

Relative links about Garment

Sai Kai Solutions

Leading Industry in Vietnam

What Happens to Garment in 2007?

 WTO Agreement on Textile
 

Garment: What Happens in 2007? This article in Forum’s trade talks issue interested many readers. With quotas ending in 2007, many producers — and even countries — risk disappearing as garment suppliers in an oversupplied market. As a follow-up, we share a sample of your reactions, highlight ITC’s recommendations for action and outline the technical assistance it can offer.

To meet new market demands, garment manufacturers will need a comprehensive approach to meet buyers’ requirements: vertical capabilities; supply chain management; full service from design to logistics; and low landed costs.

Among the expected changes: the market will move from a sellers’ to a buyers’ market; prices will fall; buyers will reduce the number of sources; small firms will compete against large companies which enjoy economies of scale; and all firms will face new trade trends and additional market requirements, such as ecolabels and ethical trade requirements.

ITC recommends adopting a sector/country strategy rather than an individual company strategy — major buyers will source from a country only if there is a critical mass.

Diversifying products and markets — in mass markets there is high competition, whereas in niche markets and in larger developing countries, new market opportunities emerge.

Diversifying sourcing and developing supply management skills — fabric and accessory sourcing amount to two-thirds of the costs of a garment up to the free-on-board (FOB) point, and buyers ask manufacturers to take over this service.

Introducing e-applications, as major buyers are linking the value chain electronically.

In response to so many requests for assistance, ITC has created a tailored technical assistance programme. To help countries develop a sectoral strategy, it provides assistance in value chain analysis. To better understand competitors, it has developed a computerized benchmarking tool, “The Fit”. To get information on sourcing and improve supply management skills, ITC has tailored trade information services for sourcing requirements and is adapting existing training materials for garment manufacturers. To understand changing markets and adapt products accordingly, it is upgrading its computerized, market analysis “P-Maps” for the garment sector. To introduce information technology into garment manufacturing, ITC is creating a Business Guide on E-applications in the Textiles and Clothing Sector, which will be published in 2008.

Relative links about Garment

Sai Kai Solutions

Leading Industry in Vietnam

 Garment Manufacturer Drives Fashion Planning

WTO Agreement on Textile
 

For over four decades, textile and garment exports from developing countries to certain developed countries have been subject to a series of quota restraints outside the normal rules of the General Agreement on Trade and Tariffs (GATTS), including the Multi-fibre Agreement which was in force from 1974 to 1994. These restrictions, which are yearly quantitative limits, were negotiated between the exporting and importing countries concerned. The quota system was instituted as a means of controlling the flow of goods manufactured in developing countries where labour and land are cheap, to the richer, consuming regions, particularly the US and EU. Such restrictions are a major departure from basic GATT rules, and particularly the principle of non-discrimination.

With the establishment of the World Trade Organisation on January 1st, 1995, began the 10-year phase out of quota restraints under the WTO Agreement on Textiles and Clothing (ATC). The ATC replaced the Multi-Fibre Agreement, and calls for the progressive elimination of quotas over a 10-year period and in four stages. We have now entered Stage Three which started from January 1st, 2002, and which will end on December 31, 2004. By January 1st, 2005, trade in textiles and clothing will be fully integrated into normal GATT rules as any other commodity.

Before we go into the consequences of this integration and total elimination of quotas, let’s take a look at the patterns that have emerged within the four decades when quota restriction was in place. Today, most of the textiles and clothing exported come from Asia. Early on, at the start of the 1980s, Hong Kong, like Singapore, Korea, Thailand and other Asian nations, was a major site of textiles and clothing production.

As a businessman and owner of a garment manufacturing and trading concern called Milo’s Manufacturing Group, which today specialises in knitwear, we begun production in the late 1950s. Since Hong Kong exports were limited by quantitative control, the only way to expand the business was to invest overseas.

In the ’70s, China had instituted its “Open Door Policy” which was indeed timely for Hong Kong’s entrepreneurs. China opened its Pearl River Delta through designated economic zones and Hong Kong took advantage of China’s low land and labour costs to expand its manufacturing activities.

Milo’s, like many other Hong Kong entrepreneurs, established offshore production, with a factory in Thailand in 1985 which handled 30% of our production. In the late Eighties, we established a factory in Dongguan in southern China. Hong Kong manufacturers set up facilities in all corners of the globe, from Australia to Central America, from South America to South Africa, from India to the Middle East, and Europe. Garments and textile manufacturers needed the flexibility to avail not only of lower-cost manufacturing but also of quota allocations to expand market and client base.

The end of the ATC would therefore mean that Hong Kong industrialists like ourselves would have more room to expand not only in our base regions but in other regions as well where there are textiles and clothing industries already established. There have been warnings from developed nations, particularly the US, that after the end of the quota era, China could go unchecked and possibly dominate the world’s textile and clothing sector. Such statement or warning has perhaps over-exaggerated China’s competitiveness, and that they are merely an excuse to continually impose trade barriers and protectionist measures even after full liberalisation of the textile and clothing sector.

When China joined the World Trade Organisation, it committed two provisions that would allow the US and all other WTO members to invoke safeguard measures against its textile and clothing products. These are the special textile safeguard and the product-specific safeguard. The special textile safeguard will last until the end of 2008, and stipulates that the importing country can invoke the restraints if imports from China cause market disruption. China will have no right to retaliate against these restraints.

The product-specific safeguard will be in effect for 12 years, until December 2013. Similarly, the importing country can invoke the restriction if imports from China cause market disruption, but it will require a public hearing before invocation of the safeguard. Both safeguards cannot be applied to the same product at the same time. In addition to these two safeguards, China will continue to be subject to simpler rules for invocation of anti-dumping restraints until 2016.

Despite the foreseeable opportunities that the post-quota era would bring for China and Hong Kong, these “China-specific” safeguards will certainly put limits on the predicted wider expansion of the industry in China. Even before full non-quota status has been reached, the US textiles manufacturers have already petitioned their government to impose the safeguards on China.

More uncertainty is thrown into the picture when it comes to non-tariff barriers. The chances of achieving the full potential of so-called free trade in the textiles and clothing sector would be slim if there is a surge in the use of non-tariff barriers in place of quotas and tariffs.

Relative links about Garment

Sai Kai Solutions

Leading Industry in Vietnam

Garment Manufacturer Drives Fashion Planning

What Happens to Garment in 2007?

Mr. Li Xinghao started his garment manufacturing business in March 1982 and has since set up a number of factories and enterprises in various sectors such as textile, plastics, hardware, electronics, medical equipment and refrigeration maintenance. Among them are the Guangdong Xinglong Refrigeration Maintenance Centre and Chigo Air Conditioning Co established in 1989 and 1993 respectively.

For more than 20 years, Mr. Li has devoted himself to manufacturing, corporate management, scientific research and development, as well as social and charity activities. In line with China’s liberalization policy and with the support of governments at different levels, Chigo has expanded into a large modernized enterprise group engaging in scientific research, manufacturing and trading. The company has also established itself as a famous brand with trademark registration in more than 100 countries around the world. Its products are distributed to over 100 countries and regions. The company paid tax totalling RMB 200 million in 2005, contributing substantially to China’s economic and social development.

Mr. Li presently holds a number of posts: Branch Secretary of the Communist Party, Director of Guangdong Yueguang Digital Holdings Limited, Vice President of China Household Electrical Appliances Association, Executive Director of Economic Policy Committee of China Association of Policy Science, Specialist Committee Member of China High-tech Industrialization Cooperation Organization, Vice Chairman of China Enterprise Confederation and China Enterprise Directors Association, Vice Chairman of China New Brands Alliance, Vice Chairman of the Guangdong Chapter of China Council for the Promotion of International Trade, Vice President of Guangdong Household Electrical Appliances Chamber of Commerce, Vice President of Guangdong Enterprise Culture Association, Standing Committee Member of Guangdong Federation of Industry and Commerce, Chairman of Foshan Chamber Of Real Refrigeration Business, Chairman of Executive Committee of Foshan Entrepreneurs’ Club of Chinese Famous Brand Products, and Vice Chairman of Foshan General Chamber of Commerce. He is also a researcher with World Economic Research Institute and China Township Enterprises Research Institute, Guest Professor of Guangdong University of Technology, and Honorary Principal of Huaiji County Gangping Town Secondary School.

Mr. Li’s outstanding achievements and persistent efforts have won him much honour and applause from the Communist Party, the central government and the community. He is a Representative of the Guangdong Province to the 10th National People’s Congress, Labour Model of Guangdong Province, Outstanding Entrepreneur of Guangdong Province, Outstanding Communist Party Member of Guangdong Province, Standing Committee Member of Foshan People’s Congress, and Communist Party Representative of Foshan. He was named one of China’s 100 Richest Business People by US Forbes Magazine in 2002, 2003, 2004 and 2005, and ranked 23rd in Forbes’ China Philanthropists Billboard 2004. Other accolades he gained in recent years include: one of the 10 Most Up-and-Coming Figures on China’s Economic Stage, one of the 100 Most Respected Chinese Business Leaders in the World by International Entrepreneurs Federation and the Shi Jie Ying Hao magazine, one of the 10 Most Revolutionary and Innovative People in China, Chief Chinese Entrepreneur of US-China Economic Cooperation Organisation, winner of the Bauhinia Cup Outstanding Entrepreneur Award, one of the 10 Most Distinguished CEOs in China’s Home Appliance Industry, one of the Most Outstanding Entrepreneurs in China’s Private Sector, an Outstanding Scientific Entrepreneur in China’s Private Sector, a “Ten Best” Entrepreneur in the Global Congress of Competitive Chinese Brands, one of China’s Top 10 Economic Talents, one of the Most Innovative Chinese Business Leaders in the Asia Pacific Region, and one of the 10 Most Economically Influential People in Guangdong in 2005. He has been invited to join overseas business study missions led by President Hu Jintao and National People’s Congress Standing Committee Chairman Wu Bangguo on three occasions.

Relative link about CEO’s Challenge

CEO’S Challenge (I)

The Honourable Vincent Fang has been involved in textile and garment manufacturing and retailing since he obtained a master’s degree in science of textiles engineering at North Carolina State University. Now he is the chief executive officer of the fashion retail group Toppy (International) Limited and managing director of garment manufacturer Fantastic Garments Limited.

Toppy has started manufacturing international brands when it was founded in 1973. It then started to develop its own fashion brands in tandem with building up a retail network for its finished products. Today, the group has production facilities based in the United States and countries in South America, Southeast Asia and mainland China. It also owns several high-end ladies’ fashion brands including Episode and Jessica.

With a comprehensive sales network in Hong Kong, mainland China, Europe and Southeast Asian countries, the group has introduced a new shopping concept – retail plus leisure and information – to the mainland by setting up the Novo shopping mall recently. It boasts a network of more than 350 outlets in municipalities like Beijing, Shanghai, Guangzhou, Shenzhen and second-tier cities like Dongguan, Chengdu and Shenyang.

After spending more than three decades on his professional development, Vincent has become active in helping the fashion industry and its retail sector to upgrade their standard and has become highly involved in public services. He won an election in 2004 and now is a Legislative Councillor representing the wholesale and retail functional constituency. He is also a member of the Hong Kong Tourism Board, the Hong Kong Airport Authority, the ICAC Operation Review Committee and the Fight Crime Committee and chairman of the hospital governing committee of Princess Margaret Hospital, Kwai Chung Hospital and an honorary advisor of the Hong Kong Retail Management Association, as well as director of the Federation of the Hong Kong Garment Manufacturers.

Relative link about CEO’s Challenge

CEO’S Challenge (II)
 

A little boy invited his mother to attend his elementary  school s first teacher-parent conference . To the little boy ’s dismay, she said she would go. This would be the first time that his classmates and teacher met his mother and he was embarrassed by her appearance. Although she was a beautiful woman, there was a severe scar that covered nearly the entire  right side of her face. The boy never wanted to talk about why or how she got the scar.

At the conference, the people were impressed by the kindness and natural beauty of his mother despite the scar, but the little boy was still embarrassed and hid himself from everyone. He did, however, get within earshot  of a conversation between his mother and his teacher, and heard them speaking.

“How did you get the scar on your face?” the teacher asked.

The mother replied, “When my son was a baby, he was in a room that caught on fire  . Everyone was too afraid to go in because the fire was out of control, so I went in. As I was running toward his crib , I saw a beam coming down and I placed myself over him trying to protect him. I was knocked unconscious but fortunately, a fireman came in and saved both of us.” She touched the burned side of her face. “This scar will be permanent , but to this day, I have never regretted doing what I did.”
At this point, the little boy came out running towards his mother with tears in his eyes. He hugged her and felt an overwhelming sense of the sacrifice that his mother had made for him. He held her hand tightly for the rest of the day.