人民币升值对我国纺织品服装出口的影响 外文文献1

外文翻译及译稿

外文题目： Trade liberalization and patterns of strategic adjustment in the US textiles and clothing industry 译文题目： 美国纺织品和服装产业的贸易自由化和战略调整

模式

系 ： 经济系 专业班级：国际经济与贸易0893

姓 名： 武智 学 号： 2008945088

论文题目： 人民币升值对我国纺织品服装出口的影响 指导老师： 杨杰 职 称： 讲师

Trade liberalization and patterns of strategic adjustment in the US textiles and clothing industry

Belay Seyoum

U.S.A.

The overall environment facing the US TC industry will be one of rapidly changing market conditions and technological innovation. With the phase out of quotas and growing number of trade agreements, the US TC industry is being exposed to intense competition in export and domestic markets. This is likely to lead domestic industries/labor to demand intervention by national governments to mitigate the adverse impact of trade liberalization .

Chinese leaders have expressed strong opposition to outside pressure on their currency policy, calling it a form of protectionism and interference in China’s domestic economic policy, and some have even questioned whether the currency is undervalued at all. However, on June 19, 2010, the Chinese central bank, the People’s Bank of China (PBC) stated that, based on current economic conditions, it had decided to “proceed further with reform of the RMB exchange rate regime and to enhance the RMB exchange rate flexibility.” It ruled out any large one-time revaluations, stating “it is important to avoid any sharp and massive fluctuations of the RMB exchange rate,” in part so that Chinese corporations could more easily adjust (such as through upgrading) to an appreciation of the currency. Many observers contend the timing of the RMB announcement was intended in part to prevent China’s currency policy

from being a central focus of the G-20 summit in Toronto from June 26-27, 2010.

On June 22, 2010, the RMB appreciated by 0.43% against the dollar (to 6.80 yuan) over the previous day, which, at the time, was the largest daily rise since reforms were implemented in July 2005. However, on the following day (June 23) it depreciated to 6.81 yuan. As indicated in Figure 3, the yuan’s exchange rate with the dollar has gone up and down over the past few months, but overall, it has appreciated by 1.9% through October 1, 2010, with most of that appreciation occurring in September. 3 Some analysts contend that the appreciation of the currency in September 2010 has had more to do with Chinese concerns over possible congressional action on the currency than economic considerations.

In spite of the substantial job losses, the US TC industry remains technologically advanced partly due to increased productivity resulting from advances in technology and design capabilities. Textile production is capital intensive and modern technology is essential to meet the increasing for high-quality products. Over the last few years, US textiles and apparel firms have substantially increased their investment to maintain modern manufacturing facilities as well as improve production and marketing capabilities in order to maximize their inherent advantages to market proximity. In apparel, low skill production jobs have moved to low-cost locations offshore while the more skilled ones have been retained. To successfully adapt to the new environment, US TC industries need to capitalize on their sources of competitive advantage. They need to develop a more flexible operational arrangement, meet high standards in product innovation and generally develop a more change-seeking business culture (Kilduff, 2005).

An important survival tool for US TC firms is to expand their potential market by offering new product designs and product categories. Manufacturers must try to bring a steady stream of products to market that are in line with the taste, preferences of the consumer. They can also expand their market potential by offering new product categories. Two of the fastest growing apparel segments in the US, for example, have been the women’s plus and men’s big and tall segments (Driscoll, 2004). Plus-size apparel marketing was estimated at $47 billion in 2005 accounting for 20% of total apparel market. It is important to identify the firm’s target customers and assess whether the firm is successfully addressing their needs.

US TC firms should target a narrow segment of the market that provides the best opportunity for success. In textiles, the focus should be on a few specialized segments such as carpets, nonwovens and technical textiles. Similarly, apparel producers should increase their focus on core products, reduce vertical integration to shed overhead costs, and establish alliances with other firms to consolidate resources and increase market share.

Finally, in view of rising incomes and high growth rates in many developing countries such as China, Brazil, and India, there are potential export market opportunities for US textile and apparel products. US export interests may be served by seeking improved access to the retail distribution systems of developing countries. US textile firms should also be able to use Mexico to export to the European Union and other countries, taking advantage of the Mexico-EU trade agreement. Since the conclusion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market.

This paper suggests a demand pull model as a basis for developing a

network structure in the clothing industry. In a demand pull model, consumer demand is the driver of sales unlike the supply push model whereby the manufacturer pushes goods to the retailer regardless of consumer demand.

Retail companies have become powerful due to their sufficient capital and marketing expertise to build loyalty among consumers. They are the lead firm in view of their central role in the organizational network. The lead clothing retailer integrates industrial capabilities such as sourcing of textiles, design, product branding and its relations with consumers enables it to keep abreast of fashion consumption trends.

The lead firm conveys its requirements to these changing trends (changes in style, material requirements) to its suppliers or subcontractors (Table 7). It also provides assistance with the purchasing of capital equipment and technology necessary to produce apparel in accordance with market demand. The fragmented webs of suppliers and subcontractors are bound together through information technology, online data sharing, joint product development, and collaborative forecasting, planning and replenishment activities. Retailers will hold less inventory as shipments become smaller and more frequent since point of sale data is directly transmitted to the manufacturer/supplier who will produce and ship garments as it is needed. This model shows the role of the retailer as an intermediary integrating the functions of design, textile sourcing, branding and as facilitator of apparel production through a web of suppliers/subcontractors.

Such

restructuring

through

technological

improvements and information technology is one means of succeeding in an increasingly competitive environment. The horizontally structured, mass production methods no longer ensure future competitiveness.

The lion’s share of the benefits from quota elimination is expected to

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