The progression of the current Chinese domestic clothing supply chain management can be attributed to the attention of the management team, product demand management, standardization, planning management, and technology use.

In the future, brands must take the initiative to promote and support suppliers in production management. HM, Zara and other companies do well in this regard. They regularly organize suppliers to train them on quality improvement, lean production methods and other production systems. This allows suppliers to stay in touch with want brands want and ensures that they can meet these standards.
 

The Chinese domestic clothing supply chain factories must establish "long term" thinking. From the very first order and bulk production to follow up service and ongoing relationship, synergy and resource integration will enhance the value of the supply chain.  Working closely with brands to achieve production goals benefits both parties. The brands will end up with a supplier that they can trust and that can work to their standards. The supplier, instead of thinking of the short-term gains, will end up with a fruitful long-term relationship that has the potential to be profitable long into the future. Chinese suppliers often have an issue with thinking long term. They seem unable to look past any immediate gains; hence some often take shortcuts on things such as quality and workmanship. This may save the supplier money in the short term but in the long run it will end up costing them a customer. Successful suppliers have managed to move past this mindset and are mindful of the benefits of long-term partnerships. This has been D&J’s goal for a long time, and we have successfully built long term relationships with many outstanding brands.