从1500万到2600万：中国工厂如何通过跨境电商实现15倍产能扩张
导语：转型出海，并不是把产品堆砌上海外货架就能赢。从平时的月销额1500多万元，到这个11月已经卖出了2600多万，对于佛山服装厂老板孙俊杰而言无异于"喜从天上来"。
Introduction: Going global is not just about placing products on overseas shelves. For Foshan garment factory owner Sun Junjie, seeing monthly sales jump from 15 million yuan to over 26 million yuan in November feels like "manna from heaven."
"万万没想到这么快就能把出海零售业务做起来。毫不夸张地说，我们公司的好几个运营都乐疯了。"想起去年决定放弃国内网店投身跨境电商后，孙俊杰依然在庆幸当时的毅然"转型"。
"Never expected to build our cross-border retail business so quickly. Honestly speaking, several of our operations staff are overjoyed." Recalling last year's decision to abandon domestic online stores for cross-border e-commerce, Sun Junjie still feels grateful for that decisive "transformation."
从国内电商到跨境巨变
From Domestic E-commerce to Cross-border Transformation
在SHEIN上开通跨境网店以前，孙俊杰是一个奋斗了8年的国内电商老兵，彼时，几个网店的销售额加在一起，每个月都能稳定获得三四百万元的营业额。
Before opening a cross-border store on SHEIN, Sun Junjie was an 8-year veteran in domestic e-commerce, when several online stores combined could stably generate 3-4 million yuan in monthly revenue.
然而，当去年7月份开出第一家SHEIN店铺、踏出跨境电商第一步时，孙俊杰觉得自己如同经历了一次改头换面的新体验——而今，他的SHEIN单店月销售额已经超过了2000万元，是曾经营收的6倍有余。
However, when opening his first SHEIN store last July and taking the first step in cross-border e-commerce, Sun felt like experiencing a complete makeover — now his single SHEIN store's monthly sales exceed 20 million yuan, over 6 times his previous revenue.
黑五备战策略
Black Friday Preparation Strategy
今年也是孙俊杰第二年参加全球"黑五"了。"我是提前三个月进行新款开发，提前50-60天生产备货，准备了日常2.5倍的货量。"尤其是进入11月份，他密切关注着自己跨境网店的销量波动曲线。
This marks Sun's second year participating in global Black Friday. "I started new product development three months in advance, began production and inventory preparation 50-60 days ahead, stocking 2.5 times the usual volume." Especially entering November, he closely monitors his cross-border store's sales fluctuation curve.
SHEIN平台赋能
SHEIN Platform Empowerment
孙俊杰的感受，映射出的其实也是SHEIN这一电商巨头的发展变化。从自主品牌起家、直至发展出平台模式是SHEIN与其他跨境电商平台最大的区别，而今，SHEIN也是全球访问量最大的服装与时尚网站——既懂出海、品牌、又懂产业带的SHEIN，自然成了不少工厂老板驰骋海外的首站。
Sun's experience reflects SHEIN's own evolution. Starting as a private brand and developing a platform model distinguishes SHEIN from other cross-border e-commerce platforms. Now the world's most visited fashion website, SHEIN's expertise in globalization, branding, and industrial clusters naturally makes it the first choice for many factory owners going overseas.
新生代企业家的跨境之路
The Cross-border Journey of New Generation Entrepreneurs
在浙江，有这样一个传统：人人想做老板，人人可做老板。比如90后吴劲松这样的新生代民营企业家正在越来越多走到台前。吴劲松所继承的家族工厂是属于较早发现跨境电商这一商机的。
In Zhejiang, there's a tradition: everyone wants to be a boss, everyone can be a boss. New generation entrepreneurs like post-90s Wu Jinsong are increasingly taking center stage. The family factory Wu inherited was among the first to recognize cross-border e-commerce opportunities.
身为外贸"厂二代"，吴劲松在接手工厂后作出了两个重要的革新决定：第一是注册了自己的品牌，强化资质认证和标准；第二则是到跨境电商平台上开店，通过SHEIN直接触达更广泛的海外C端买家，拉近与国际市场的距离。
As a "second-generation" factory owner, Wu made two key innovative decisions after taking over: first, registering his own brand and strengthening certifications and standards; second, opening stores on cross-border platforms like SHEIN to directly reach global consumers and bridge the gap with international markets.
解决高退货率难题
Solving High Return Rate Challenges
在电商时代，商家们不仅仅看重销量，退货率也是一个必须警惕的大问题。这种担心并非是杞人忧天。做过电商的人都知道，每逢大促节点，消费者往往会被大幅折扣吸引、下单尝试不同风格的商品，以期在海量选项中找到适合自己的那件。
In e-commerce, merchants focus not just on sales but must also watch return rates. This concern isn't unfounded. Industry veterans know that during promotions, consumers attracted by big discounts often order various styles to find what suits them among countless options.
交流期间，主营服装的孙俊杰坦言，他发现了自己产品在海外市场的买家退货情况比在国内市场少很多："我的国内客户喜欢同时买几个款、几个码数，试到一个喜欢的就把其他都退掉。海外客户退货很少，拿我们的SHEIN店铺来说，退货率目前来讲只有2%，一般在尺寸方面的问题，但在国内网店里15%退货率都算正常。"
During discussions, apparel specialist Sun Junjie admitted his overseas return rates are much lower than domestic: "Domestic customers often buy multiple styles/sizes, keeping one and returning the rest. Overseas returns are minimal — our SHEIN store sees just 2% returns, usually size-related, whereas 15% is normal domestically."
产能的指数级增长
Exponential Capacity Growth
聊到做跨境电商的缺点，孙俊杰也透露，做跨境电商就是效率一定要跟上，做的就是"快反"。国内消费者偏好比较均衡，各地流行趋势类似，但如果要实现同时面向海外100多个市场销售的话不仅体量大，方式也更敏捷和灵活，如果生产灵活性赶不上需求变化可能就会掉队。
Discussing cross-border challenges, Sun notes efficiency is critical — it's all about "quick response." Domestic preferences are relatively uniform with similar trends nationwide, but serving 100+ global markets requires massive scale with greater agility. Falling behind in production flexibility risks losing ground.
只是，一旦适应了需求迭代的速度，工厂就能获得巨大提升，自己是在出海的第二、第三个月开始适应并获益匪浅：去年佛山厂房只有1000平方，现在却是15000平方，扩张到了原有规模的15倍。
However, adapting to demand iteration speed brings tremendous growth. Sun began seeing benefits in months 2-3: his Foshan facility expanded from 1,000 to 15,000 square meters — a 15-fold increase.
