All 59 professional wholesale markets in the nationally famous Guangzhou Zhongda Textile Business District have postponed their opening. It is understood that the factories around the Zhongda Textile Business District in Haizhu District are currently completely shut down and the supply of industrial electricity is suspended. Relevant practitioners in the Zhongda Textile Business District are requested to pay attention to the news and do not return to Guangzhou in advance.
It is reported that more than 150,000 migrant workers come to Guangzhou from the Zhongda Textile Business District and Wufeng and Fenghe Villages. Most of them are Hubei nationals.
Zhongda International Innovation Valley Management Service Center yesterday issued a “To those preparing to go to Zhongda Textile Business District and Wufeng, Fenghe Village to migrant workers” “A letter”. According to statistics, in 2019, more than 150,000 migrant workers came to Guangzhou from the Zhongda Textile Business District and Wufeng and Fenghe Villages, which are relatively densely populated areas.
“Reducing the gathering of people and blocking the spread of the epidemic is one of our current important measures to strengthen the prevention and control of the epidemic.” Zhongda International Innovation Valley The Management Service Center pointed out in the letter that in view of the current very strict prevention and control situation of the new coronavirus infection pneumonia epidemic, Guangdong Province has launched a first-level emergency response to major public health emergencies.
Due to epidemic prevention and control, the opening of the Zhongda Textile Business District has been postponed. The Wufeng, Kangle, and Lujiang Village parks and factories surrounding the business district have all been suspended before they are allowed to resume work. Water and power outage. “If you go there in the near future, you may be trapped in the dilemma of being unable to find a job and having no source of income but having to bear the expenses of food, clothing, housing and transportation.”
In addition, China Villages such as Kangle and Lujiang near the large textile business district have implemented closed management. Only certain intersections are accessible, and foreign vehicles and non-village personnel are prohibited from entering. People coming from the area where the epidemic occurred will be quarantined for 14 days.
As the largest professional wholesale market in the Zhongda Textile Business District, Guangzhou International Textile City has issued an announcement on January 26 saying: In order to In order to protect the life, health and safety of the general public, the CUHK Management Committee has decided to postpone the opening of the market (originally planned to open on February 6, the 13th of the year), and the opening date will be notified later.
The lion dance event originally scheduled for February 6 has also been postponed. Reporters have seen over the past few days that except for a few convenience stores in the streets and alleys around the Zhongda Textile Business District, all business doors are closed, and villagers have to have their temperatures taken when entering and exiting. Express delivery personnel are also not allowed to enter the village and can only pick up express delivery outside the gate.
A letter to those who are preparing to go to Zhongda Textile Business District and Wufeng, Fenghe Village
Dear folks and friends:
On the occasion of the Chinese New Year, I wish you a happy New Year and good luck in the Year of the Rat!
In view of the current severe situation of pneumonia caused by the new coronavirus infection, Guangdong Province has launched a first-level response to major public health emergencies. Preventing the epidemic is related to everyone’s life safety and health, and it is also the legal obligation of every citizen. If you plan to work in the Zhongda Textile Business District and Wufeng and Fenghe Villages in Haizhu District in the near future, for your health, please read the letter carefully and pay attention to the following matters:
According to Statistics show that in 2019, more than 150,000 migrant workers came to Guangzhou from the Zhongda Textile Business District and Wufeng and Fenghe Villages, which are relatively densely populated areas. Reducing the gathering of people and blocking the spread of the epidemic is one of our current important measures to strengthen epidemic prevention and control. Therefore, before the first-level response to the epidemic is lifted, you should try not to go to crowded places.
Due to epidemic prevention and control, the opening of the Zhongda Textile Business District has been postponed. The Wufeng, Kangle, and Lujiang Village parks and factories surrounding the business district have all been suspended before they are allowed to resume work. Water and power outage. If you go there in the near future, you may be stuck in the dilemma of being unable to find a job and having no source of income but having to bear the expenses of food, clothing, housing and transportation.
The villages such as Kangle and Lujiang near the Zhongda Textile Business District have implemented closed management. Only certain intersections are allowed to pass, and foreign vehicles and non-village personnel are prohibited from entering. If you are in Before the first-level response to the epidemic is lifted, if you are coming from the place where the epidemic occurred, you will be subject to 14-day quarantine and observation measures, which will bring you a lot of inconvenience.
So for now, it is better for you to stay at home safely than to rush there! Only by fighting the epidemic together can we overcome the difficulties as soon as possible. When the epidemic situation stabilizes, the Zhongda Textile Business District will open, and the surrounding urban villages will be lifted from closed management. You are welcome to come and live and work in peace and contentment.
I wish you good health, happy family, and all the best!
Zhongda International Innovation Valley Management Service Center
The State Council issued an extension Notice of the Spring Festival holiday:
The Spring Festival holiday has been extended to February 2 (the ninth day of the lunar month) and work will start on February 3
3. Domestic logistics and transportation may be affected to a certain extent in the short term
We are currently during the Spring Festival holiday, and the impact of logistics capacity and epidemic prevention and control issues has not yet been reflected because most companies are on holiday. What changes will happen after the holiday?
Logistics interruption? Logistics delay?
From the perspective of the company’s specific operations, the company’s Possible risks in supply chain management are as follows:
(1) Risk of supply delay or interruption
(2) Market changes The impact of rising costs
(3) The rising operating costs caused by enhanced employee protection
(4) The impact of insufficient labor Production capacity problems and planning problems caused by changes in customer demand lead to delivery delays
(5) Logistics problems lead to delivery delays and rising logistics costs
(6) Impact on product delivery
From the perspective of supply chain management, if the epidemic is regarded as a disaster that has already occurred, then as a professional supply chain management Personnel should initiate risk emergency management and disaster recovery plans (DRP).
Identify and assess risks, formulate management plans, implement and update them in real time:
• Evaluate what has happened and what may happen, and calculate the probability of occurrence and the severity of the consequences
• What are the risk levels and impacts?
• What can be done?
• Who will be responsible? When will it be done?
• How are the results verified?
• When does the risk management plan need to be updated?
Conventional measures that can be taken
(1) Close collaboration between upstream and downstream:
Coordinate with downstream Customers, understand changes in customers and markets (resumption of work, order delivery adjustments, changes in demand plans, changes in forecasts, etc.)
Collaborate with upstream suppliers to understand the supply market and suppliers situation (the extent of the supplier’s upstream supply impact, resumption of work, production capacity status, contract performance capabilities, logistics service provider’s capacity recovery and transportation market conditions, etc.), timely adjustments to order delivery dates, and timely release of updated forecasts
(2) Appropriately increase redundancy in the supply chain:
Short-term demand Affected, but in the medium to long term, demand will return to normal. During the fluctuation period, it is necessary to appropriately enlarge the inventory redundancy in each link. Otherwise, when demand returns to normal, it will be difficult to tell whether your company is functioning normally or not.
Own production capacity and plan management:
Everyone will be very busy after the holidays, HR is busy recruiting workers, sales are busy communicating with customers and making adjustments. Procurement is busy communicating and adjusting with suppliers. Because of this special moment, everything will change more frequently than in previous years, and the pace will be faster, putting everyone under a lot of pressure. The time has come to test the company’s adaptability, and the planning department will have a headache. At this time, supply chain links are needed It is necessary to establish a temporary cross-functional management team for smooth information sharing and efficient communication among all departments.
Supply and demand market management:
• How big will the impact of supply and demand be?
• What appropriate communication methods can be used to understand the status of customers and suppliers in a timely manner? Capturing customer and supplier fluctuations?
• How to efficiently reflect upstream and downstream information into internal operations?
• Purchases with increased risks and shortages Where are the goods, alternate suppliers or substitutes? How long does it take to complete the switch?
• Are there opportunities across supply markets to address supply bottlenecks?
• How to absorb excess production capacity? How to find new customers or meet the urgent needs of new customers?
• Are there opportunities across demand markets to address excess capacity?
• How are commodity price levels changing? What will be the impact on costs and profits?
• What adjustments should be made to inventory control?
• How is the priority of customer orders managed?
• How should we respond when the transportation market changes?
• How to respond to customer inquiries?
• What needs to be done when an order needs to be delayed? How to get customers’ understanding? (Please note that the influence of the domestic market is different from that of foreign markets, and the handling of customers is also different)
• ……
Another important thing is the corporate social responsibility:
Try our best to help those employees and their families, local communities, local governments, and upstream suppliers who have been affected by the epidemic within their capabilities. suppliers and downstream customers out of trouble. If every company does this, all companies themselves will benefit.
From the perspective of supply chain risk management, every time a crisis occurs, someone will always fall because of it, and there will always be someone who will become stronger because of it. Is it a “crisis” or an “opportunity”? , it depends on how you do it?
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