摘要:近年来，服装市场的激烈竞争使零售商在服装供应链中的地位逐渐提高，其对跨国采购的管理日益增强。国外零售商和采购商凭借对市场需求和销售渠道的掌控，对商品提出质量，价格，服务等需求，然后在全球范围内寻找最好的生产者或供应商，最后销售到全球市场中。其采购特点主要有：压缩中间环节，降低采购成本。越来越多的零售商或采购商直接在中国设立采购中心或办事处，直接与供应商洽谈，快速传递流行信息和客户信息；缩短采购周期，供货时间成为竞争焦点。这使得企业必须具有产品创新快、价格有竞争力、具有快速反应能力和频繁少量供货能力。构建快速反应系统是非常有效的途径。

红豆集团服装外贸，作为供货商，拥有一流的厂房和设备，达到了国际著名服装采购商，比如M & S, H & M, 和GAP严格的验厂标准，取得了他们的质量认证，成为他们间接的供货商。作为服装代理商，其主要业务集中在供应链的上游段落，实现了产品从无到有的过程，其工作流程可归纳为分析顾客的需求，设计和开发产品，选择制造商和供货商，制定生产计划，采购原材料，监控生产过程和产品质量等方面。

　　　服装供应链的复杂以及末端的多元变化，使得我国服装企业普遍面临客户满意度低的困境，红豆服装外贸也面临同样的困境。解决问题的关键在于建立快速反应机制，满足消费者需求。本文分析了服装快速反应系统几种主要模式以及红豆服装外贸的现状，提出服装供应链的管理优化思路即建立QR机制，进而针对这几种模式提出相应的具体QR策略： 建立敏捷的供应链体系，建立敏捷的制造系统，使用条形码及电子数据交换，构建信息系统等。

关键词:　快速反应，敏捷的供应链体系，敏捷的制造系统，条形码，电子数据交换，信息系统

Abstract:Recently buyer plays an important role due to cut-throat competition in the apparel industry. Their demand for sourcing the apparel has kept rising. The overseas buyer requires the product of high quality and low price and good service due to they control the market channel. They seek the best supplier or manufacture in the whole world, then they sell the product at the global market. The main characteristic of the purchasing are reducing the number of intermediate links and cost of the purchasing. More and more buyers set up office to do business with local manufacture directly in China. The competition focuses on lead time reduction. So the manufacture must have the ability to provide individually designed products rapidly, to offer competitive price, to be able to quick response and ship the goods in small quantity frequently. Constructing and implementing quick response system is the essential to meet the buyer’s need.

    Hodo garment international trade, as a manufacture it has many big workshops and advanced equipment. So it can reach the standard of the famous buyers like M&S, H&M and Gap. Hodo is qualified to be their manufacture indirectly. As an agent, the main business focuses on the upstream of the supply chain, implementing the process to produce the products. Their main duties are analyzing the buyer’s need, designing and developing the new product, choosing the suitable manufacture, making production plan, purchasing raw material and monitoring the production process and quality of the products, etc.

    Nowadays the apparel enterprises in China confront the difficulties. Hodo garment international trade is on the same boat. This is due to the complexity and the change the down dream of the supply chain. The key point to solve the issue is constructing and implementing the quick response to meet the buyer’s need. This essay analysis the main mode of the quick response system of apparel and the current situation of the Hodo garment international trade. The author of the essay offer a proposal i.e. constructing the QR system to manage the supply chain and offer a strategy to implement QR system: building the agile supply chain, setting up QRM system, Using UPC, EDI and MIS system, etc. 

Keywords:　Quick Response, Agile Supply Chain, QRM, UPC, EDI, MIS