Caregen Co., Ltd.

일반적으로 Caregen Co., Ltd. 의 공급망 또는 공급 네트워크는 두 가지 관점에서 구분할 수 있습니다:

• 공급자 측면 (Tier-1 공급자는 직접 공급자, Tier-2는 Tier-1 공급자의 공급자, Tier-n은 Caregen Co., Ltd. 공급 네트워크의 모든 레벨에서 공급자입니다).
• 구매자 측면 (Tier-1 구매자는 직접 구매자, Tier-2는 Tier-1 구매자의 구매자, Tier-n은 Caregen Co., Ltd. 유통 네트워크의 모든 레벨에서 구매자입니다).

비즈니스의 안정성과 연속성을 보장하기 위해 공급망이나 공급 네트워크는 외부 영향이 Caregen Co., Ltd. 에 가할 수 있는 피해를 최소화하도록 구성되어야 합니다. 이것은 조달 분야(공급자의 손실은 대체 공급자가 보완해야 함)와 판매 분야(구매자의 손실은 대체 구매자가 보완해야 함) 모두에 적용됩니다.

일반적으로 리스크는 상품의 비가용성, 생산의 축소 또는 중단, 비즈니스 파트너의 손실 가능성, 또는 준수 규칙 위반(예: 환경 보호, 노동법)으로 인해 공급 네트워크에서 제외되는 것으로 간주될 수 있습니다.

이 리스크는 반드시 직접적인 비즈니스 파트너(Tier 1)에만 국한되지 않으며, 충분한 대체 공급자와 구매자가 마련되지 않은 경우 전체 공급망에 영향을 미칠 수 있습니다.

Get an overview of the international supply chain of Caregen Co., Ltd. (upstream/procurement and downstream/sales) from Tier-1 to Tier-n

E.G.: Tier-1 Buyer Aesthetics Beauty Mchj

ABRAMS world trade wiki는 첫 번째 계층(Tier-1)의 직접 공급자와 고객뿐만 아니라, Supply Chain Intelligence 도구에서 한 번의 클릭으로 여러 계층(Tier-n)에 걸친 공급 네트워크에 대한 포괄적인 인사이트를 제공합니다.

Each tier in the supply chain or supply network on the supplier side of Caregen Co., Ltd. involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.

If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening and therefore stabilizing the supply chain of Caregen Co., Ltd.

국제 선하증권(Bill of Lading / Bills of Lading / BOL) 분석을 통해 __2 개의 다양한 제품 카테고리__가 확인되었으며, 이는 Caregen Co., Ltd. 이 구매한 것입니다.

이들은 HS 코드(HTS 코드 또는 관세율표 번호)를 통해 구분할 수 있습니다.

예를 들어, HS-Code 330590 는 다음과 같은 제품을 분류합니다:

„Preparations for use on the hair (excl. shampoos, preparations for permanent waving or straightening and hair lacquers)". 이 HS 코드는 총 1 번 확인되었습니다.

Get an overview of internationally purchased products by Caregen Co., Ltd. with Company Transparency

기업의 성공은 근본적으로 고객에 달려 있습니다. 따라서 가능한 한 많은 안정적인 고객층을 확보하는 것이 핵심입니다. 운송장에서는 __51 국제 고객__이 Caregen Co., Ltd. 으로 식별되었습니다. 예를 들어, Aesthetics Beauty Mchj사는 9 상품 발송 를 수령했습니다.

11 에서 발견된 고객 국가 중 제품 판매를 위한 주요 대상국은 터키 입니다. 해당 기간 동안 76 건의 상품 배송 이 이루어졌습니다.

Caregen Co., Ltd. 의 국제 영업 및 51 명의 고객 에 대한 개요를 확인하세요. 자세한 내용은 Company Transparency에서 확인하실 수 있습니다.

국제 선하증권(Bill of Lading / Bills of Lading / BOL) 분석을 통해 16 개의 다양한 제품 카테고리 가 확인되었으며, 이는 Caregen Co., Ltd. 이 판매한 것입니다.

이들은 HS 코드(HTS 코드 또는 관세율 번호)를 통해 구분할 수 있습니다.

예를 들어, HS-Code 330499 는 다음과 같은 제품을 분류합니다:

„Beauty or make-up preparations and preparations for the care of the skin (other than medicaments), incl. sunscreen or suntan preparations (excl. medicaments, lip and eye make-up preparations, manicure or pedicure preparations and make-up or skin care powders, incl. baby powders)". 이 HS 코드는 총 125회 확인되었습니다.

From the product descriptions of the analyzed bills of lading (bill of lading/ bills of lading/ BOL), the following products sold to various buyers can be identified as an example:

Get an overview of internationally sold products by Caregen Co., Ltd. with Company Transparency

Each tier in the buyer side of the supply chain or supply network of Caregen Co., Ltd. is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 buyer from Caregen Co., Ltd. that primarily trades products and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain downstream giving a potential to optimize profit margins for Caregen Co., Ltd.. A previous Tier-2 buyer now turns into a Tier-1 buyer, which we call "go-direct". In our tool Supply chain Intelligence as far as international buyers are concerned, this analysis can be done with one click:

Analyze the potential to shorten the supply chain and optimize the profit margins on the sales side of Caregen Co., Ltd.

Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as Caregen Co., Ltd. can itself reliably deliver due to external dependencies (exogenous factors).

To assess this, data analysis should be conducted to get practical answers:

Which buyers does Caregen Co., Ltd. consistently sell to over a long period of time that can be identified as a good reference?

The more constant outgoing shipments of a company’s, the easier it is to assess potential problems for a supplier like Caregen Co., Ltd.

Operational aspects like a stable supply chain, an in-house production and reliable logistics define sustainable performance.

Since 2021, global supply shortages have increasingly added external factors as to whether a supplier like Caregen Co., Ltd. can deliver reliably itself through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) the current supply and performance capacity can be indirectly analyzed.

Here you can see an analysis of shipments by Caregen Co., Ltd. to international buyers in the last few months with Company Transparency

Sourcing products as regionally as possible with short shipping routes and the use of sustainable materials define the CO₂ footprint and sustainability of the products of any company, including Caregen Co., Ltd.

After many companies, predominantly due to cost savings, have been building their networks increasingly internationally for years, there is now an increasing trend of so-called “on-shoring” or “near-shoring”. Attempting to include suppliers who are the closest to the supply chain because of financial, risk, environmental and image aspects:

• Saving international freight costs, which have risen extremely since 2021.
• Minimizing risks caused by logistics problems (e.g. the Suez Canal obstruction in 2021)
• Attempting to reduce the carbon footprint when purchasing products.
• Setting and meeting sustainability goals for own products of Caregen Co., Ltd.

Based on the development of current shipments (in terms of number of shipments and quantity of goods) and changes in international suppliers and routes, it is possible to analyze the extent to which Caregen Co., Ltd. has already made efforts in recent months and years, to focus on environmentally relevant aspects, like carbon footprint and sustainability in its business activities.

Get an overview of the international shipments that have an impact on the CO₂ footprint, as well as the sustainability of Caregen Co., Ltd.

Generally you can differentiate the competition of Caregen Co., Ltd. by the purchase and sales perspective.

• Start the competitive analysis on the purchase side.
• Start the competitive analysis on the sales side.

Competitors of Caregen Co., Ltd. on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes (e.g. 330590, 300490) or by top product terms.

Competitors on the sales side of Caregen Co., Ltd. (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes (e.g. 330499, 382499) or by top product terms.