INTERNSHIP REPORT ON MERCHANDISING IN

GARMENTS INDUSTRY
INTERNSHIP REPORT ON MARCHANDISING
IN GARMENTS INDUSTRY
Prepared For:
Sharmin Shabnam Rahman
Senior Lecturer,
RAC USINESS SCHOOL
Prepared By:
I!hrat "aman
ID# $%&$'&'(
RAC USINESS SCHOOL
Submi!!ion Date# )une&,
*$&+
2 | P a , e
Letter of Transmittal
Sharmin Shabnam Rahman
Senior Lecturer
BRAC Business School
BRAC University
Subject: Internship report on merchandising department in garments industry.
ear !adam"
#ith great pleasure" here I submit my internship report on -!erchandising in
$arments Iindustry %B&'I!C( $R(U))* that you have approved + assigned as a
compulsory re,uirement o- BUS./00 course. I have tried my level best to bring out the original
scenario o- B&'I!C( 1ith -ull o- e--ectiveness + e--iciency.
I have really learned a lot and have gained valuable e2perience and 3no1ledge 1hile collecting
in-ormation -or the report. It 1as certainly a great opportunity -or me to 1or3 on this real li-e
project to actuali4e my theoretical 3no1ledge o- this course in the practical arena and some
more 1hich is out o- this course.
I hope that this project paper has been to your e2pectation" i- you come across any ,uestion or
,uarries regarding these cases" it 1ill be my pleasure to clari-y your ,uestions.
Sincerely"
Ishrat 5aman
I.0670/7/8
BRAC BUSI9&SS SC:((L
3 | P a , e
AC KNOLE D GE M E NT
A 1arm -elicitation goes -or me to ac3no1ledge the people" 1ho hold the desirability
-or encouraging" praising" assisting as 1ell as believing me on the tas3s o- !erchandising
activities 1hat I have 1or3ed through my internship period. ;irst o- all I 1ould li3e to ta3e the
opportunity to than3 Sharmin Shabnam Rahman" Senior Lecturer" BRAC Business School"
BRAC University
+ my internship supervisor -or providing me guidelines" help in assisting my report. She 1as
constantly supporting me 1ith his inspiring personality. I 1ill al1ays be al1ays than3-ul -or
his e2traordinary rein-orcement.
I 1ould li3e to ta3e the opportunity to than3 !s. Sha4ia <han" eputy $eneral
!anager" !erchandising" B&'I!C( =e2tile and Apparel ivision Limited -or being my
on.site supervisor + providing me time to time in-ormation" suggestion as 1ell as procedures to
1or3 1ith my topic.
I also 1ant to than3 !r. A-4al Surya" !anager" !erchandising o- B&'I!C( =e2tile
and Apparel ivision -or being so cooperative in my 1or3. I also than3 !r. !o4aharul
Islam" Assistant !anager" !erchandising %Bersh3a>" B&'I!C( =e2tille and Apparel
ivision -or creating a -riendly environment + assist me 1ith the in-ormation o- my project.
I 1ant to than3 my team leader" !s. Sabina ?esmin" !erchandising %Bersh3a> -or helping me
to get accustomed 1ith all the activities.
;inally I 1ill sho1 my gratitude to all the !anagement + 9on.!anagement Sta--s 1ho have
helped me during the internship period and the entire persons 1ho someho1 have impact on
me in completing my 1hole report.
4 | P a , e
Executive
Summary
B&'I!C( is one o- the largest groups in Bangldesh and highest $) contributor. :ere" this is
a great chance -or me to do my internship in one o- its concern organi4ation B&'I!C( =e2tile
ivision. =his is a large -actory 1ith all the -acilities to composite yarn. :ere the production
process runs -rom ma3ing yarn to -abric and -rom -abric to -inished garment. In this
age" Bangladesh is -lourished 1ith R!$ sector 1here this division has its immense
contribution.
As a large te2tile industry B&'I!C( has large numbers o- employees but the productivity is
getting slo1 day by day. So" it is a matter o- concern that 1hy this huge industry is
doing stagnant pro-it. In the 1hole procedure o- e2porting garments to the retailer o- abroad
and to communicate 1ith them" merchandisers have a great in-luence and responsibilities.
#hen" the order is ta3en -rom buyer the duty comes to the -loor o- merchandisers and
be-ore going production they do almost everything to ma3e the business smooth. So" the 1or3
starts 1ith the order ta3ing and ma3ing business relationship. =hen sample ma3ing" planning"
boo3ing o- every single material -or samples and getting approval are all the 3ey
responsibilities o- merchandisers. In case o- production" sample goes in bul3 so" the
responsibilities become huge and it comes to the relation 1ith operation also.
I 1as selected -or the buyer Bersh3a and this team is really supporting -rom any side I 1anted
their help. Bersh3a is -ull 1ith ne1 styles and di--erent designs 1hich push merchandisers
to -ace huge stress and deal 1ith lots o- challenges. :ere" these all procedures are tried to be
1ritten as the team tried their best to help in preparing this report.
5 | P a , e
Contents
CHAPTER ONE.Intro/uction
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Sco5e!# 0000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000
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Limitation!# 0000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000
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CHAPTER T6O.Intro/uction to Or,ani7ation
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*0&COMPANY PRO8ILE#
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*0*Hi!tor4 o9 E:IMCO#
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*0*E:IMCO Te<ti3e Di2i!ion#
0000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000 &(
*0*0& E:IMCO Grou5
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*0+Pro/uct!# 000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000
00000000000000000000000000 *&
*0+0&Section! 9or 5ro/uction#
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*0+0*Pro/uction# 000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000
0000000000000000000000000 **
*0' Ser2ice!
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*0'0&De!i,n Stu/io . Mi!!ion
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*0'0* E:IMCO
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0 *=
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00000000000000000 *?
*0'0' E:IMCO Partner! @ith Ma1or Retai3er! A Internationa3 ran/!
00000000000000000000000000000000000000000000 +'
*0; Commitment to the En2ironment#
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*0( Other
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00000000000 +(
*0=Socia3 Com53iance . Co/e o9 Con/uct
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*0?Mana,ement bo/4
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*0% Cor5orate
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0000 '+
*0&$ Statement o9 Director!, Re!5on!ibi3itie! 9or Pre5aration APre!entation o9 the
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*0&*Moti2ationa3 techniBue! an/
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6 | P a , e
CHAPTER THREE.MERCHANDISING DEPARTMENT
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+0&0'Co!t !heet A con!um5tion !heet 5re5aration
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+0?0+ Trim! car/ 5re5aration
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7 | P a , e
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+0&$0* Pro/uction#
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+0&& Pre5aration o9 !hi55in, !am53e! A !en/in, to bu4er throu,h 5ro5er 5acCin, A
/ocumentation
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8 | P a , e
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9 | P a , e
CHAPTE !"E#
$ntro%uction
R!$ %Ready !ade $arment> is very important and help-ul -or our Bangladesh. Bangladesh
has emerged as a 3ey player in R!$ %Ready !ade $arment> sector since 76@A. =e2tiles
and clothing account -or about ABC o- total e2port earnings o- Bangladesh. (ut o- 1hich"
@BC comes -rom the apparel sector 1hich covers the major products o- 3nit and 1oven
shirts" blouses" trousers" s3irts" shorts" jac3ets" s1eaters" sports 1ears and many more
casual and -ashion items. =he sector currently employs appro2imately 7.BD million 1or3ers"
mostly -emales -rom underprivileged social classes. I have completed this report on the basis
o- all the department o- R!$ sector such as !erchandising epartment" Commercial
epartment" )roduction epartment" Supply Chain epartment" :uman Resource epartment"
Compliance epartment" !IS epartment" and relevant organi4ation li3e B$!&A" B<!&A"
&2port )romotion Buru" ?arn suppliers" Chittagong )ort" Insurance Company" Shipping
Company. So by completing this report I get overall idea about R!$ sector" so its carry more
value than any boo3s.
I pre-erred this attachment in B&'I!C( $roup" 1hich is a 700C e2port oriented composite
3nit industry. ;or continuing the study o- internship in the B&'I!C( $roup 1e almost
1or3ed all the sections o- this company and tried to -ind out the activities" planning and many
other things as 1ell. In conte2t" 1e have discussed about these things deliberately to let you
3no1 about.
Objectives:
(bjective means the purpose o- this report. =he objectives o- this report are as
-ollo1s:
Its documents -or -uture.
=o 3no1 detail about R!$ sector.
In-ormation gathers about
commercial. $etting idea about
shipping procedure0
Concept develops about spinning" 3nitting.
&' | P a
, e
Comparison bet1een class room learning and practical learning.
<no1ledge gather about R!$ sector related other organi4ation.
=o achieve ne1 idea about 3nit garments manu-acturing
process.
=o 3no1 about the management and technical process o- apparel industry.
=o 3no1 the management )rocedure in $arments
Industry. =o mar3 a comment over the 1hole Internship
Report.
=o mar3 out the important part o- Internship
Report. =o -ocus on the valuable part o- Internship
Report. =o have s3ill labor -or ,uality product.
=o study the present mar3et composition -or the Bangladeshi garment product
about
!ar3et diversi-ication.
=o analy4e the recent labor unrest in the garment industry o-
Bangladesh. (pportunity o- behavioral theory practice in our garments
sector.
Regularly behavioral theory practice in garments industry.
Identi-ying the trade agreements that might a--ect the e2port
gro1th. =o do a merchandising practice in the -actory.
Identi-y the additional services that the e2isting companies are going to avail.
=o relate the use o- group1are and collaborative systems 1ith -uture trends in
managersE roles and responsibilities.
=o identi-y merchandising and total production system.
=o -ind the current scenario o- bac31ard supply chain status o- Be2imco $roup.
=o -ind the 1ays o- improving the bac31ard lin3age o- the supply chain -or Be2imco
Apparels Ltd.
&& | P a , e
Methodology:
!ethodology de-ines ho1 1e go through all the processes o- research and ho1 I have proceeded
on. :ere includes the steps o- conducting the report and the e2planation o- the sources o- data.
;actory
i--erent organi4ation.
Boo3s
iscussion
Internet
Class lecture
Library
Annual report
=o collect in-ormation 1hat I am seeing in practical in !y Internship )rogram.
=o collect in-ormation 1hat I did in practical 1hat 1as done by me -or my
practical 3no1ledge.
=o ma3e a comment over the project 1e have to understand the 1hole project.
Scopes:
Scope means ho1 many uses -or completing this report space. =he scopes are given bello1.
;actory
Buying :ouse
iscussion
Internet
Some o- our senior brothers can help us.
I can collect in-ormation various boo3s and relevant paper 1hat related 1ith
apparel industry.
&2 | P a , e
Limitations:
Limitation re-ers the obstacles I have to -ace -or completing this report and 1hat I could not
cover -or this limitation.
=ime constraint
!erchandiser doesnt have enough time to give the in-ormation elaborately.
Short time visit in di--erent 1or3 stations
Lac3 o- organi4ing chain o- command
Lac3 o- instruction boo3" and any change. =hey are -ollo1ing traditional
business. I may have to su--er -or lac3 o- supply chain management.
9o other garments data has been compared 1ith Be2te2s data. =here might be
some discrepancies 1ith other -actories supply chain scenario
ue to high employee turnover rate and lac3 o- good reporting practices in the
-actory" problems 1ith collecting data have been -aced.
&3 | P a , e
CHAPTE T(!#$ntro%uction to
!r)ani*ation
2.1COMPANY P!O"#L$:
B&'I!C( $roup is one o- the largest private sector industrial conglomerates in Bangladesh
engaged in diverse business areas. B&'I!C( comprises o- -ive publicly listed companies and
si2teen private companies. #here" pharmaceuticals and te2tile section are the biggest one.
B&'I!C( covers one o- South Asias largest vertically integrated te2tile and garment
companies. =he =e2tile division is a -ully integrated manu-acturer o- cotton and
polyester blended garments -or men" 1omen and children" both -or domestic and e2port
mar3ets. B&'I!C( is also the largest e2porter o- pharmaceuticals in Bangladesh 1ith a
presence in /B countries. =he )harmaceuticals division manu-actures and sells generic
pharmaceutical -ormulation products" active pharmaceutical ingredients %A)I> and intravenous
%IF> -luids. =he $roup is also the largest ceramics e2porter and has an investment in $!$
Airlines" the largest private commercial airline in Bangladesh and in Uni,ue :otels +
Resorts" 1hich o1ns the #estin :otel in Bangladesh.
Cor!orate lo"o#
Bangladesh &2port Import Company %B&'I!C(> maintains this logo -rom the initial stage o-
its business. =hey have a mission o- ta3ing Bangladesh to the 1orld. So" 1ith this logo
B&'I!C(
has ta3en its identity to1ards the people o- the
1orld
&4 | P a , e
2.2%isto&y o'
($)#MCO:
Since independence Bangladesh has come a long 1ay" and the B&'I!C( $roup o-
Companies is honored to have had a role in the development o- its parent nation. =he $roup has
1or3ed 1ith a simple philosophyG identi-y an important need and then do everything possible
to success-ully satiate that need" in a manner 1hich best -acilitates the 1ell being o- the nation.
As a result B&'I!C( has -ocused on those industries 1hich give Bangladesh a competitive
advantage in the global mar3et place in many cases creating the industries -or the -irst time in
the region. =hroughout its -our and a hal- decade journey the $roup has been one o- the
leading innovators in the country. )resently B&'I!C( $roup comprises t1enty one
companies o- 1hich -ive are listed 1ith the ha3a Stoc3 &2change employing over HB"000
personnel and is the largest private sector industrial conglomerate in the nation. . In the course
o- its gro1th" it has created industrial and management capabilities that 1ill serve the country
-or generations to come. It 1as the -irst local conglomerate to embrace an international
corporate structure 1hich is the -oundation o- its success. B&'I!C(Es industrial businesses
include jute" te2tiles" basic chemicals" pharmaceuticals" and ceramics. B&'I!C(Es non.
industrial underta3ings are -ocused on real estate and construction" engineering" media"
in-ormation technology" trading and -inancial services. It is the creation and e2pansion o-
businesses critical to Bangladesh development" businesses" 1hich are developed and run by
Bangladeshis" businesses that develop technologies and practices speci-ic to the needs o- the
country" 1hich is the de-ining characteristic o- the B&'I!C( story.
=oday the B&'I!C( $roup %IB&'I!C(* or the I$roup*> is the largest private sector group
in Bangladesh. B&'I!C( 1as -ounded in the 76@0s by t1o brothers J Ahmed Sohail
;asiur Rahman and Ahmed Salman ;a4lur Rahman. Since the early days" the $roup has
evolved -rom being primarily a commodities trading company to a leading" diversi-ied group
1ith a presence in industry sectors that account -or nearly @BC o- Bangladeshs $).
B&'I!C(s corporate mission is I=a3ing Bangladesh to the 1orld*.
State.o-.the.art manu-acturing plants located in the vicinity o- ha3a provide the $roup 1ith a
highly cost e--ective manu-acturing base. A majority o- its plants are in the B&'I!C(
Industrial )ar3" a vertically integrated sel-.contained -acility. =his -acility provides ready
access to captive
po1er generation" 1ater puri-ication" li,uid nitrogen" 1aste 1ater treatment and other
3ey
&5 | P a , e
in-rastructure. =he $roups global clients include some o- the 1orlds best 3no1n
brands including B=" BAS;" Chevron" Calvin <lein" :+!" KC )enney" !acys" 5ara" U9IC&;"
Royal oulton and Filleroy + Boch.
2.2($)#MCO *e+tile
,ivision:
=he B&'I!C( =e2tile ivision is a truly integrated underta3ing. =he =e2tile ivision has the
capability to o--er a complete product range -or the e2port and domestic te2tile mar3ets. =he
goal o- the =e2tile ivision is to become the pre-erred partner -or sourcing high ,uality -abrics
and clothing -rom Bangladesh. #ith highly advanced technology and an emphasis on
developing local human resources" the =e2tile ivision has the potential to ma3e an important
contribution to the nations gro1ing readymade garments e2port sector.
=he rationale behind the e2isting structure and -uture e2pansion o- the =e2tile ivision is to
capture value.added at each stage o- the te2tile manu-acturing process. espite
Bangladeshs lac3 o- indigenous cotton production capability" B&'I!C( has leveraged
Bangladeshs labor cost advantage and e2port competitiveness to the ma2imum.
B&'I!C( =e2tile ivision consisting o- @ industries having the capability to o--er a
complete product range -or the e2port and domestic te2tile mar3ets. =he =e2tile Section o-
B&'I!C( $roup is given belo1:
2.2.1 BEXIMCO Group Textile:
I Be2te2 Ltd.
I B&'I!C( ;ashions Ltd.
I B&'I!C( Apparels Ltd.
I International <nit1ear + Apparels Ltd.
I Crescent ;ashions Ltd.
I &ssess ;ashions Ltd.
&6 | P a , e
:ere" $E%IMCO Te&tiles Lt' %B=L> is the most modern composite million the region.
B=L has an installed capacity o- LAA high.speed air.jet looms in its 1eaving section and a
high.tech dyeing and -inishing section 1ith a capacity o- 700"000 yards o- -inished -abric per
day.
$E%IMCO Knittin" Lt' is a state o- the art composite 3nit -abric production mill" 1hich
serves the gro1ing needs o- high.,uality 3nit garments e2porters in Bangladesh.
$E%IMCO Denims Lt' 1as set up to capitali4e on BangladeshEs gro1ing volume o-
high. value.added niche garments.
$E%IMCO A!!arels Lt' is another 700Ce2port oriented garments -actory o- the
Be2imco
=e2tiles ivision. It speciali4es in 1omenEs tops and menEs
shirts.
$E%IMCO (as)ions Lt' is a700C e2port oriented garments -actory is located in the
ha3a
&2port )rocessing 5one at
Savar.
Pa'ma Te&tile Mills Lt' cotton and polyester blended yarn.spinning mill" 1ith
7LL"000 spindles is one o- the largest spinning mills o- the country.
$E%IMCO Gro*! +*te
9e1 acca Industries Ltd.
Sonali Ansh Ltd.
$E%IMCO Gro*! $E%IMCO Gro*!
S,nt)eti-s
I Be2imco Synthetics Ltd.
$E%IMCO S,nt)eti-s Lt' is a polyester -ilament yarn and dra1n te2tured yarn
%=?>
production unit located near the B&'I!C( Industrial
)ar3.
Lo-ation#
State.o-.the.art manu-acturing plants located in the vicinity o- ha3a provide the $roup 1ith
a highly cost e--ective manu-acturing base. A majority o- its plants are in the B&'I!C(
Industrial
&7 | P a , e
)ar3" a vertically integrated sel-.contained -acility. =his -acility provides ready access to
captive po1er generation" 1ater puri-ication" li,uid nitrogen" 1aste 1ater treatment and other
3ey in-rastructure. =his place has an ample space -or every 1or3 stations 1ith all
independent -acilities.
$E%IMCO Gro*! Conta-t Information#
;or Investment In-ormation
Cor!orate Se-retarial De!artment
B&'I!C(
7@ hanmondi RMA" Road 9o. L
ha3a 7L0B" BA9$LA&S:
;a2: DAA0.L.A87HAAA
;a2: DAA0.L.A87H/@0
&.mail: c s d N b e 2i m c o . n e t (or
$*siness O!!ort*nities
Cor!orate $*siness De!artment
B&'I!C(
7@ hanmondi RMA" Road 9o. L
ha3a 7L0B" BA9$LA&S:
&8 | P a , e
;a2: DAA0.L.A87HAAA
;a2: DAA0.L.A87H/@0
&.mail: c b d N b e 2i m c o . n e t
(or Em!lo,ment O!!ort*nities
B&'I!C( is constantly in the process o- recruiting and retaining a ,uali-ied pro-essional
1or3-orce that re-lects the 1ealthy diversity o- the community it operates in. B&'I!C(
provides e,ual employment opportunities based on merit to all persons" regardless o- color"
race" religion and se2.
Cor!orate H*man Reso*r-e De!artment
B&'I!C(
7@ hanmondi RMA" Road 9o. L
ha3a 7L0B" BA9$LA&S:
;a2: DAA0.L.A87HAAA
;a2: DAA0.L.A87H/@0
&.mail: h r d N b e 2i m c o . n e t
#ebsite htt p:M M111. be2imco . co mM
MA+OR CUSTOMER#
USA & CA NA DA :
American &agle
#al.!art
=arget Corp.
SearsM<.mart
<ohls
(2-ord USA
Berne Apparel
Richlu Canada
?! Canada
K.C. )enny
&9 | P a , e
ic3ies
Charming Shop
!acy
Regatta
E urope:
I : + !
I C + A
I River Island
I Bersh3a
I 5ara
I )ull + Bear
B&'I!C( =e2tile ivision consisting o- @ industries having the capability to o--er a complete
product range -or the e2port and domestic te2tile mar3ets. B&'I!C( =e2tile and Apparels
Ltd. %the OCompanyO> 1as incorporated in Bangladesh as a )ublic Limited Company 1ith
limited liability on A !arch 766/ and commenced commercial operation in 766B and also 1ent
into the public issue o- shares and debentures in the same year. =he shares o- the Company are
listed in the ha3a and Chittagong Stoc3 &2changes o- Bangladesh. =his is the largest te2tile
mill in South Asian region.
:ere" in industrial par3" Be2te2 Ltd. is the most modern composite mill in the region.
Be2te2 Ltd. has an installed capacity o- LAA high.speed air.jet looms in its 1eaving section and
a high. tech dyeing and -inishing section 1ith a capacity o- 700"000 yards o- -inished -abric per
day.
B&'I!C( <nitting Ltd. has a state o- the art composite 3nit -abric production mill"
1hich serves the gro1ing needs o- high.,uality 3nit garments e2porters in Bangladesh. =he
project 1as set up as a state o- the art 3nit -abric 3nitting" dyeing and -inishing -acility. uring
the year the Company produced and sold high ,uality o- 3nit -abrics and bringing -orth all the
latest in hard and so-t technologies in 3nitting" dyeing and -inishing o- 3nit -abric. =he
mill section also consisted 1ith cotton and polyester blended yarn.spinning mill" 1ith 7LL"000
spindles is one o- the largest spinning mills o- the country. =he mill 1as set up to -eed the
countryEs e2port oriented
industries.
2' | P a , e
Mission#
BEXTEX Ltd. is a full service vendor wit stron! verticall" inte!rated production facilities
as well as creative & anal"tical capa#ilities wic clearl" set us apart fro$ $ost oter Sout
Asian vendors.
.ision#
% &ain $ar'et leadersip in i! value added apparel in USA &
Europe.
% Use ()nnovation* & (Speed* as pri$e drivers+ rater tan cotton & ceap
la#or
% Do$inate tese $ar'ets in i! ,ualit":
a. -en.s+ /o$en0s+ Cildren
b. Sirts 1Dress & Casual2
c. Tops 1for$al & casual2+ S'irts+ 3ac'ets
d. 3eans & Casual non 4 deni$ #otto$s
e. 5nitted tops & #otto$s
2.-P&od.cts:
J ?arn products 1hich are di--erent in counts" types" -ibers. =hese products are
ranged -rom the 3nit counts o- 80.7L0. )roducts are included 1ith Lyocell" =encel"
!odal" Rayon" Fiscose etc.
J ;abric products 1hich are consisted 1ith di--erent types o- dyed -abric and -inishing.
According to buyers re,uirements various designs are produced here. =1ills are mostly
used -abric here.
J <nit products 1hich are based on cotton and lycra basically. =hese products are
stretchable and used to produce very basic styles. Kersey" )olo pi,ue" Bac3
pi,ue" :erringbone" Crepe" Auto Stripe" Rib" Kac,uard are mainly ordered
products here.
J enim products 1hich are heavy -abric 1ith di--erent en4yme 1ash. So" these products
are hugely ordered by the customers throughout the year. :ere" blac3" blue" colored"
over
dyed" bull" stretched denim products are produced.
2& | P a , e
J Special yarn products are produced according to the buyers re,uirements. =hese
products are produced in case o- -ancy styles 1ith multi counts and other special
attributes.
J Uni,ue 1rin3le -ree products are generally special products. =hese products can be
produced but it depends on the order ,uantity and -easibility.
2.3.1Sections for production:
Administration department
!erchandising Section
evelopment Section %Labarotories>
Commercial + Compliance Section
)lanning Section
Sample Section
Cutting" Se1ing and P.C Section
;inishing section
!echanical + &lectrical section
2.3.2Production:
B&'I!C( =e2tile and Apparels Ltd. is a -ully vertical unit -rom ?arn Spinning to Apparel
!anu-acturing" )rinting" #ashing and )ac3aging and they have di--erent sections -or all o-
these.
22 | P a , e
E/* i! men t Det ails of S e0in " S e-t ion s#
Name Of T)e Ma-)ine Ma-)ine 1t,
)lain !achine : LA8
)lain !achine %Auto> : LA
(ver Loc3 % 8 =hread > : H
(ver Loc3 % B =hread > : BH
(ver Loc3 % H =hread > : 8
=1o 9eedle !achine : /@
Bar tac3ing !achine % Computeri4ed > : L7
;eed (- =he Arm : LL
Chain !achine : A
<ansai Special : 78
<ansai !achine %)3t ;acing Attach> : L
<ansai !achine %Loop !achine> : 8
Button :ole !achine : L
Button Stitch !achine : /
Snap Button !achine LL
&yelet !achine : H
5ig4ag !achine L
Stone Attached !achine L
Loop Cutter !achine L
=hread Suc3ing !achine L
Ironing H0
Auto Stapling !achine : L
23 | P a , e
!etal etector : 7
$as Boiler : L
$enerator : 7
Cutting !achine : A
=hread Re.coning !achine 7
=hread Suc3ing !achine : L
Cutting =able H
9umbering !achine : 7
Facuums =able : H0
Compressor /
Total #
G 2 TTL 345
Tot al Em! lo,ee S*m ma r,#
B&'I!C( =e2tile in total a huge part o- organi4ation 1ith a large number o- employees. =his
is a combination o- Blue collar and #hite collar employees 1ith di--erent responsibilities. =his
total division contains several sections li3e esign studio" =e2tile :ead o--ice" Lab units"
;actories" )lants etc. so" overall there is /B"00employees -or 1hole te2tile section 1here
more than 7L00 1or3 as !anagement stu--s.
(ver the years" B&'I!C( has developed in.house design capabilities 1ith teams based in
Bangladesh and Spain. ;urthermore it has partnered 1ith some o- the 1orlds reno1ned
design institutes" including ;ashion Institute o- =echnology" )arsons" London School o-
;ashions" 9I;= and 9I" -or access to talented designers. =he $roup has built strong 1or3ing
relationships 1ith its core clients through a continuous dialogue. =he $roupEs technology
partners include Invista"
:untsman" C:=" Rudo- and Clariant. <ey clients include American &agle" Arcadia $roup"
24 | P a , e
Calvin <lein" :+!" KC )enney" !acyEs" =ommy :il-iger" #arnaco and 5ara. =he $roup is
planning to e2pand the te2tiles business through capacity additions. )ost e2pansion" the annual
capacity o- 3nit -abric is e2pected to increase to A0 million lbs -rom 77 million lbs currently
and the annual capacity o- apparel 3nits is e2pected to reach 7/B million pieces -rom L0
million pieces currently.
=he $roup is also present in retail apparel through I?ello1*" 1hich represents a youth-ul brand
sold through B&'I!C( o1ned outlets. ?ello1 is a design driven brand that celebrates creative
and original thin3ing to highlight a lighthearted and optimistic vie1 o- li-e through a superior
,uality product. ?ello1 captures a modern interpretation o- -ashion and rela2ed attitude
e2presses a com-ortable and con-ident ,uality. =he adventurous spirit o- the line is built -rom
B&'I!C( $roupEs heritage in innovation and living a li-e -ull o- passion that is open
to discovery. ?ello1 is inspired by its customersG Unconventional yet high.,uality.
2./ Se&vices
Service is related 1ith the product delivery. B&'I!C( produces products -or the clients
o-
outer Bangladesh. So" here B&'I!C( represents Bangladesh 1ith their ,uality and
capabilities. =he manu-acturing part is very much related 1ith these services. :ere it includes
the mar3eting" planning" designing" procurement departments. =hese departments are the pre
procedure or" aligned 1ith the procedures o- operations. =he direct manu-acturing part does not
stand alone 1ithout the support o- these departments.
S!ee' to Mar6et O!!ort*nities
J Supply chain model based on a relationship o- trust and simple" short procedures
J !ar3eting model based on a--ordable" ,uic3 change -ashion.
J Clear projection or commitment and -irm boo3ing o- capacity.
J !a2imi4e design" product development capability o- manu-acturer" in collaborative
25 | P a , e
design process.
J (n.spot placement o- order a-ter revie1ing o- designs.
J ;ocused product development. :igher adoption rate -rom collection.
J Fertical -acility enabling ,uic3 responses" 1hich allo1 us to produce -rom ?arn to
$arment in -i-ty days and repeated orders in thirty days" leading to reduced mar3do1ns.
2..1!esi"n Studio # Mission
=o provide design and product development support -rom -iber to garments to leading
retailers and brands using integrated manu-acturing resources" po1er-ul CA tools" technology
collaboration 1ith major suppliers %li3e CIBA" u)ont etc.> and inter-ace 1ith -ashion -or1ard
customers" rapidly develop and bring trendy" innovative di--erentiated products to our strategic
partners every season. =he esign Studio 1or3s to produce entire collections 1ith
Indite2 including 1omens and mens clothing" 1oven and 3nit tops" casual and denim
bottoms and jac3ets. =hey have no1 introduced a catalogue 1hich 1ill highlight our concept o-
complete ne1 loo3s" products and -abric s1atches and 1e 1ill be sending one o- these to all
our 3ey customers
almost every eight
1ee3s.
26 | P a , e
Reso*r-es em!lo,e' to f*lfill t)e mission
LB highly ,uali-ied designers 1ho travel the 1orld visiting -airs" inter-acing 1ith
the designers o- -ashion -or1ard customers and competitive buying -rom 1ell 3no1n
-ashion outlets
7B0 people 1or3ing in se1ing room dedicated to design team
edicated yarn dyeing" 1arping and 1ashing -acilities -or design team
Cooperman advanced $erman net1or3ed CA system
2..2 BEXIMCO !eni$
B&'I!C( enim is the part o- Be2te2 Ltd. Be2te2 Ltd. is the most modern composite mill
in the region. Be2te2 Ltd. has an installed capacity o- LAA high.speed air.jet looms in its
1eaving
section and a high.tech dyeing and -inishing section 1ith a capacity o- 700"000 yards o-
-inished
27 | P a , e
-abric per day. Be2te2 Ltd. produces speciali4ed -inishes o- denim cloth -or e2port in -inished
as 1ell as cloth only -orm.
2..3 I%&'
International <nit1ear and Apparels Limited %I<AL> a member o- B&'I!C( $roup started its
commercial production during Kuly 766@. I<AL is a 700C e2port oriented garment industry"
located at B&'I!C( Industrial )ar3" Sarabo" <ashimpur" $a4ipur. International <nit1ear and
Apparels Limited produces about B million pcs o- high ,uality 3nit garments %tops +
bottoms> -or prominent brands and retails in USA" Canada + &urope. International <nit1ear
and Apparels Limited is managed by a group o- pro-essionals including e2patriates and aims at
producing high ,uality 3nit garments through an e--ective ,uality control system right -rom
sourcing o- -abric to
end product. =he number o- employees at the beginning o- year L006 is
AL7.
28 | P a , e
B&'I!C(" a large company in Bangladesh that o1ns everything and in that large
company is B&'=&' limited" a =e2tiles manu-acturing company. L.B grueling hours
a1ay -rom ha3a is this big compound 1here all these -actoriesMs1eatshops are" 1hich
basically ma3es around 7M8 o- the 1orldEs clothing. #e are tal3ing / million garments"
1oven 3nit per month. So" B&'I!C( is the sector 1ith huge capacities o- production.
It is a vertically integrated company" 1hich means that a garment is made -rom scratch
here" 1hich has -actories -or all the steps . spinning" dyeing" 1eaving" 3nitting"
-inishing" 1ashing" printing" embroidery etc. 1hich is such a great opportunity -or us"
because most vertically integrated te2tiles mills do not e2ist in the 1estern 1orld" due
to labor costs" 1hich is the biggest reason te2tiles is booming here in Bangladesh.
Laborers earn around 8000.A000 =a3a a month" 1hich is around Q A0.700 per month -or
1or3ing 70 hours a day -or around B0cents. #e might ,uestion the morality o- s1eatshops
but 1hen you see beggars on the street and s3inny stic3 people that sell -ruits
and
vegetables" you understand that 1or3ing in a -actory is a very viable option in the
most
29 | P a , e
densely populated city in the 1orld. =hat enables the company to hire L/"000 1or3ers that
1or3 in 70 hour shi-ts %and the -actories operate L/ hours>. In addition to the lo1 labor
costs" the Bangladeshi government has huge support -or the te2tiles industry and ma3es it
easy -or them" 1hich attracts a lot o- -oreign money. Another contribution is BangladeshEs
pro2imity to cotton -arms" in India" USA %o3 maybe a bit -ar>" =ur3ey" and &gypt.
%B&'=&' only mainly deals 1ith cotton and cotton blends>. B&'=&' has stable contracts
1ith brands such as 5ara" Bersh3a %produces hal- million garments per month -or them>
and KC )enny. (ther brand names such as )olo Ralph Lauren" Calvin <lein" Levis"
=imbaland" &c3o" etc. etc. have seasonal contracts 1ith the company.
China is still the 1orldEs leading garment manu-acturing country" %and Bangladesh
the second> but many high up guys in suits told that Bangladesh has a chance to
beat the Chinese because China is slo1ly rising labor costs. And o- course USA and
&urope are the biggest buyers.
B & ' I !C ( t e 2 t il e is uni,ue because it is a -ully vertically.integrated production. !any
Bangladeshi -actories end up purchasing their -abric abroad and just assemble the garments
here to advantage o- the lo1 labor costs. B&'I!C(" on the other hand" starts 1ith
just
cotton" and does all their o1n spinning" dying" 1eaving" and garment
assembly.
3' | P a , e
And here 1e have some )eople Se1ing.
3& | P a , e
=he impressive part o- the visit 1as that" apart -rom the -inal garment assembly" the
process 1as highly automated and high.tech. =he -actories generally had very -e1 people
1or3ing in them" since only one or t1o people had to 1or3 1ith each machine to
ma3e sure the -abric -ed through smoothly.
$arment assembly is another story because it is huge line production process. And" people
just 1ant that heMshe can see it in the -inishing line. &ach lady %and the -e1 men> sat at
their machine and did one tas3" again and again. =here 1as a poc3et lady" 1ho only did
poc3ets and also Collar Lady 1ho -inishes the collar. Lots o- people 1ith minute jobs
could not begin to be identi-ied. But none ever did see an entire shirt J just bits and pieces"
1ith each person -ocused on their one particular step in the assembly process. (n the
plus side" the
room 1as 1ell lit and 1ell ventilated" and the 1or3ers get -ree room and
board.
32 | P a , e
In the photos" the process is 1ell described. =hose distressed jeans that sell -or a small
-ortune are also made at there. =his is a matter o- astonish that these are Ihand.distressed*
J using grinders and other household tools. )eople 1ould have thought the process
And here it is discovered that that 1orn.in loo3 comes -rom" 1ell" spray.
paint.
33 | P a , e
;inal product
2.. BEXIMCO P(rtners )it* M(+or ,et(ilers - Intern(tion(l Br(nds
34 | P a , e
35 | P a , e
2.0 Commitment to the $nvi&onment:
B&'I!C( is very committed to preserve a healthy and pollution.-ree environment. It has a
very e--icient 1aste collection and disposal system. In order to reduce air pollution by e2haust
o- gas -rom engine.generators" it maintains a costly plant that uses the e2haust gas to generate
steam -or chilling unit. Above measures not only help 3eep the 1ater + air -ree -rom
pollution but also help save cost o- 1ater treatment + air conditioning. ?our company uses
only A5(.-ree dyes and is dedicated to ensure a healthy and eco.-riendly environment.
2.1 Othe& "acilities:
B&'I!C( =e2tile is situated in the industrial par3 so" it is -acilitated 1ith employees
transport" lunch -acilities and also -or 1or3ers o- -actories it has day care centre and also prayer
rooms -or both men and 1omen.
!anagerial sta--s have their di--erent canteen o- lunch and other -acilities. 9umbers o-
-oreign managers 1or3 here so" they have residence -acilities also.
36 | P a , e
A7o* t Healt ) 8 safet ,
Name of t)e se-tion Healt) 8 Safet,
octor 7 )ersonal
9urse L )ersonals
;ire ;ighter 700 )ersons
;ire rill (nce every month
;irst Aid Bo2 7H )cs
;ire e2tinguisher 8L )cs
Smo3e etector 0A )cs
#ater hose pipe 0/ )cs
!edicine Support 700C
Note # on any emergency employees are communicated 1ith loud
spea3ers.
2.2Social Compliance 3 Code o'
Cond.ct
B&'I!C( =e2tile + Apparel Limited is a responsible apparel producer and embodies" both in
spirit and practice" internationally established codes o- social accountability and ethical
business practices. It recogni4es and respects cultural di--erences and employs individuals
solely on the basis o- their ,uali-ication -or the job. #e identi-y and 1or3 1ith suppliers and
buyers 1ho as individuals and in the conduct o- their business abide by local la1s and have
ethical standards compatible to it.
=he bases o- the various parameters that comprise the code o- conduct are dra1n -rom
the -ollo1ing:
37 | P a , e
R &thical =rading Initiative
R $lobal Sourcing )rinciples o- <ey Customers
R IL( Conventions
R Local Legislation
2.4Management
body
B&'I!C( $roup is the largest private sector industrial conglomerate in Bangladesh engaged
in diverse business areas. B&'I!C( comprises o- -ive publicly listed companies and
si2teen private companies. =he $roup turnover in L00A 1as B= 7A.B billion. B&'I!C(
employs
B0"000 people and has LH0"000 shareholders. B&'I!C(s shares constitute /.A/C o- the
mar3et
capitali4ation o- S&.
So" B&'I!C( is 1ell positioned to capitali4e on strong gro1th across industries in both the
domestic and global mar3ets. &ach $roup company is managed by an independent"
pro-essional team 1ith signi-icant depth o- e2perience. !anagement teams have established a
clear strategic plan that 1ill -urther strengthen the overall plat-orm. B&'I!C( intends to
leverage its mar3et position and global scale" -urther diversi-y operations into highly pro-itable
sectors" capitali4e on the domestic gro1th opportunity and selectively pursue international
opportunities going -or1ard.
$oar' of Dire-tors#
A S ( Ra)man
Chairman" B&'I!C( $roup
38 | P a , e
A S ; Rahman is Chairman o- the B&'I!C( $roup" the largest private sector industrial
group in Bangladesh. uring the past /B years A S ; Rahman has played the leading role 1ith
his brother" Salman ; Rahman" in building up the $roupEs industrial and service activities. :e
has presided over an e2pansion and deepening o- the $roupEs interests" leading the -lagship
investments in te2tiles. =he $roup has been on the cutting edge o- ne1 technology and
innovation in Bangladesh 1ith an emphasis on =otal Puality !anagement and international
standards o- corporate governance. #ith the $roupEs e2emplary per-ormance in e2ports A S
; Rahman has been a1arded )residentsE &2port =rophy on several occasions. In addition
to accomplishments as Chairman o- the $roup" he has been active in continuously developing
strategies targeting social 1el-are and poverty alleviation across the country.
Salman ( Ra)man
eputy Chairman" B&'I!C( $roup !r. Salman ; Rahman" the eputy Chairman o-
the B&'I!C( $roup" has been one o- the driving -orces in the emergence o- the $roup as
the largest industrial entity operating in the private sector in Bangladesh today. :e is one
o- the advisors o- :onorable )rime !inister o- Bangladesh also. ;or the past -our and a hal-
decades he has been 1or3ing closely 1ith his brother" pioneering and e2panding operations
in a varied
number o- sectors particularly pharmaceuticals" ceramics" media and property development.
But
39 | P a , e
aside -rom his role as the eputy Chairman o- the group Salman ; Rahman has had an ever
increasing role in e2panding the corporate climate and enhancing the role o- corporate
governance in the nation. :is service to the business community is e2hibited by his terms o-
)residency o- =he !etropolitan Chamber o- Commerce and Industry" Bangladesh Aushad
Shilpa Samity" Bangladesh =e2tile !ills Association" =he ;ederation o- Bangladesh
Chambers o- Commerce and Industry and the SAARC Chambers o- Commerce and industry.
:e is also the -ounder and chairman o- the Bangladesh &nterprise Institute" a leading thin3 tan3
on economic and social policy. :e has also applied this tireless dynamism -or social 1el-are
and is an active philanthropist e2traordinarily active in supporting and 1or3ing 1ith
poverty alleviation and human rights groups. (ne o- the main corporate -acets 1hich the
B&'I!C( $roup brought into the business environment o- Bangladesh is its emphasis on
Corporate Social Responsibility and an active involvement in regional and national activities.
!r. Rahman is also the Chairman o-
the Abahani <rira Cha3ra a leading sporting
club.
4' | P a , e
4& | P a , e
$oar' of Dire-tors#
!r. A S ; Rahman" Chairman + !anaging irector
!r. Salman ; Rahman" Fice Chairman
!r. I,bal Ahmed" irector
!r. ! A Pasem" irector
!r. ( < Cho1dhury " irector
!r. A B S Rahman" irector
r. Abdul Alim <han" irector
!r. !d. Asad Ullah" Company Secretary
Ke, Offi-ers#
!r. ( < Cho1dhury" irector
!r. !d. Luth-or Rahman" Chie- ;inancial (--icer
!r. A4ahar Uddin Ahmed" ;CA" :ead o- Internal Audit
A*'itors#
!Ms. !. K. Abedin + Co.
!Ms. #ellers" Registered Auditors" Accountants
42 | P a , e
Le"al A'9isers#
!Ms. :u, + Co.
$an6ers#
I;IC Ban3 L=d. hanmondi Branch" ha3a.
7L0B
Sonali Ban3" Local (--ice" !otijheel CMA" ha3a.
7000
Re"istere' Offi-e#
Bell =o1er
:ouse 9o.7@" Road 9o.L" hanmondi RMA" ha3a.
7L0B.
2.5 Co&po&ate
6ove&nance:
=he maintenance o- e--ective corporate governance remains a 3ey priority o- the Board
o- Bangladesh &2port Import Company Limited. Recogni4ing the importance o- it" the board
and other senior management remained committed to high standards o- corporate governance.
=o e2ercise clarity about directors responsibilities to1ards the shareholders" corporate
governance must be dynamic and remain -ocused to the business objectives o- the Company
and create a culture o- openness and accountability. <eeping this in mind" clear structure and
accountabilities supported by 1ell understood policies and procedures to guide the
activities o- Company" management" both in its day.today business and in the areas associated
1ith internal control have been instituted.
Int ern a l (in an -ial Cont ro l#
=he irectors are responsible -or the Companys system o- internal -inancial control.
Although no system o- internal control can provide absolute assurance against material
misstatement and
loss" the Companys system is designed to provide the directors 1ith reasonable assurance that
43 | P a , e
problems are timely identi-ied and dealt 1ith appropriately. <ey procedures to provide e
--ective internal -inancial control can be described in -ollo1ing heads:
M an a"emen t st r* -t* re#
=he Company is operating through a 1ell de-ined management structure headed by chie-
e2ecutive o--icers %C&(> under 1hom there are e2ecutive directors" general managers -or
various departments and according to hierarchy" various deputy general managers" senior
and mid level management sta--s. =he C&( and the e2ecutive directors" general managers meet
at regular intervals represented also by -inance" mar3eting and personnel heads.
$ *' "et in "#
=here is comprehensive management reporting disciplines 1hich involve the preparation
o- annual budgets by all operating departments. &2ecutive management revie1s the budgets
and actual results are reported against the budget and revised -orecasts are prepared at
regular intervals.
Asset man a"ement #
=he Company has sound asset management policy" 1hich reasonably assures the
sa-eguarding o- assets against unauthori4ed use or disposition. =he Company also -ollo1s
proper records and policy regarding capital e2penditures.
(*n -t ion al re! o rt in "#
In pursuance 1ith 3eeping the reliability o- -inancial in-ormation used 1ithin the business or
-or publication" the management has identi-ied some 3ey areas 1hich are subject to
monthly reporting to the chairman o- the board. =hese include monthly treasury operations
and -inancia l statements. (ther areas are also given emphasis by revie1ing on a ,uarterly
basis. =hese include
in-ormation -or strategy" environmental and insurance
matters.
44 | P a , e
2.17 Statement o' ,i&ecto&s8 !esponsibilities 'o& P&epa&ation 9P&esentation o'
the
"inancial
Statements:
=he -ollo1ing statement is made 1ith a vie1 to distinguishing -or shareholders the respective
responsibilities o- the directors and the auditors in relation to the -inancial statements. =he
Companies Act" 766/ re,uires the directors to prepare -inancial statements -or each
-inancial year 1hich give a true and -air vie1 o- the state o- a--airs o- the company as at the
end o- the -inancial year and o- the pro-it -or the year to that date. In preparing those -inancial
statements" the directors:
2 Select suitable accounting policies and then apply them in a consistent manner.
2 !a3e reasonable and prudent judgments and estimates 1here necessary.
2 State 1hether all applicable accounting standards have been -ollo1ed" subject to
any material departures.
2 isclosed and e2plained in the notes to the -inancial statements
2 =a3e such steps as are reasonably open to them to sa-eguard the assets o- the Company
and to prevent and detect -raud and other irregularities.
2 &nsure that the Company 3eeps accounting records 1hich disclose 1ith reasonable
accuracy the -inancial position o- the Company.
2 &nsure that the -inancial statements comply 1ith disclosure re,uirements o- the
Companies Act" 766/ and the Securities and &2change Rules"
76A@.
45 | P a , e
2 )repare the -inancial statements on a going concern basis unless it is inappropriate
to presume that the Company 1ill continue in business.
:; 44 Com! an , 0ise or"an o" ram
Or"ani<ational -)art of $E%IMCO#
(rgani4ational chart bearing vital importance -or a company" o-ten represented by a
schematic diagram. =he organi4ational chart o- B&'I!C( Ltd. is given belo1:
46 | P a , e
+oar% o,
-irection
C.airman
/ana)in)
-irection
-0
/
H 1
A%ministration
)olicy -arming +
implementation
Recruitment
=raining + Sta--
evelopment
:R Control
C.ie, Executive
!,,icer
2CE
!3
/ana)er
2/ar4etin) 1
Procurement3
!ar3et
Research
Input
)rocurement
)roduct Selling
0/ !5eration6
7C 1
/aintenanc
e
(peration
Puality Control
!aintenance
Inventory
/ana)er
2Accounts 1
8inance3
$eneral
accounts + !IS
)ayroll
Share Issues
/ana)er
21 -3
)rocess Research
)roduct )lanning
+ evelopment
47 | P a , e
2.11Co&po&ate st&ategy
=he Council provides a 1ide range o- speci-ic services %&ducation" )lanning" Social #or3"
Cleansing etc> but there are also a number o- issues 1hich re,uire a corporate approach. =hese
include such regular matters as &,ualities" Best Falue" )ublic )er-ormance Reporting"
the Citi4en )anel and strategic issues li3e Asylum See3ers and Re-ugees.
$enerally spea3ing the Chie- &2ecutive" as principal policy advisor to the Council" has
responsibility -or providing a corporate policy and strategic lead to the Council. Sometimes
individual services are re,uested to ta3e the lead on relevant issues. =he Councils Social #or3
Service is building a partnership 1ith the local health board in response to the
$overnments Koint ;utures initiative -or e2ample.
=he Corporate )olicy Unit 1ithin the Chie- &2ecutives epartment has the lead
responsibility -or several 3ey policy areasG develops relevant strategies to handle signi-icant
policy issues and supports both senior elected members and the Councils Corporate
!anagement =eam.
2.12Motivational techni:.es and
t&aining
!otivation is the psychological -eature that arouses an organism to action to1ard a desired
goal and brings out" controls" and sustains certain goal directed behaviors. I- the te2tile and
apparel sub sector industries in Bangladesh are to achieve #orld Class !anu-acturing
Standards then the problems o- collision and lo1 productivity 1hich the consultants have
highlighted need to be addressed by structured training programs relevant to each level o-
company employee.
!ostly no training provision is introduced in garment manu-acturing and te2tile
industries. %=raining and Focational &ducation> All o- the companies generally recogni4e the
importance o- s3illed se1ing machine operators and training in other s3ills particularly cutting
and pressing. =he training o- the operators ta3es place on the production line and they are taught
basic s3ills on one type o- machine only. =here 1as no structured programmed that 1ould
include training on a
number o- di--erent machines" the achievement o- the appropriate ,uality standards and
output
48 | P a , e
targets. Similarly those individuals carrying out the training had" themselves" not been trained
in the instruction techni,ues.
&ven" in case o- management body training is necessary -or better 1or3ing environment and
productivity. =here is a belie- that anyone 1ill start learning by 1or3ing himsel- so
most employees come out o- no1here and then start learning gradually so the -re,uency o-
mista3es is higher. =he consultants -ind -e1 companies using a -ormal recruitment policy
or the -ormal testing o- potential employees during the selection process.
2.1-%.man !eso.&ce
Management
H*man Reso*r-e De!artment#
=he team o- :uman Resources and Compliance department in B&'I!C( consisting o- highly
,uali-ied and vastly e2perienced personnel having appropriate training -rom both home and
abroad made the department absolutely e,uipped 1ith all necessary policies" guidelines"
Standard (perating )rocedures %S()s>" Kob escriptions" training materials" Code o-
Conducts that the continuous development o- human resources is also ta3ing place
simultaneously throughout each and every section o- the company. =he company" as invests
-or recruiting and retaining the ,uali-ied human resources" similarly spends a considerable
amount o- money and e--orts a-ter developing the s3ill levels and e--iciencies o- the human
resources by arranging regular training courses and programs -or the employees. A separate
training section is also 1or3ing 1ith necessary logistics and accommodation -or providing
necessary training -or both the 1or3ers and o--icers" 1hich has already earned an envious
reputation among the competitors and made us a di--erent among others in regard to the
methods and techni,ues o- developing the human resources 1hich contributes in achieving the
mar3et share and leadership in the industry. =he tangible and intangible bene-its and -acilities
provided to the employees o- B&'I!C( including the 1or3ing conditions" physical
in-rastructures" accommodations and dormitories"
arrangements -or leisure and amusements etc. in the B&'I!C( Industrial )ar3 made
the
49 | P a , e
company a completely di--erent type o- employer ac3no1ledging 1hich the
employees are also devoting their 1hole hearted and sincere e--orts -or each and every
step o- the
production starting -rom sorting o- cotton up to the shipping o- the R!$s.
=he transparency o- management and the broad and open accessibility o-
employees enable both the parties to maintain a harmonious relationship and to
reciprocally remain besides and ma3e them -eel a part o- the team -or the improvements
o- production in ,uality and ,uantity -or the ultimate development o- the company as
1ell as the d ivision 1hich also increases the aptness o- the employee in their 1or3.
=he :uman Resources epartment o- B&'I!C( disseminates the achievements"
recognitions" events
+happenings 1ithin the company through publishing o- =e2tal3" a monthly ne1sletter
o- the company. =he =e2tal3 ensures the communications bet1een all concerned
including the buyers community that has tremendously been ac3no1ledged as the
Spo3esperson o-
the company. B&'I!C( Ltd. gives some -acilities -or their
employees"
ormitories -or the 1or3 -orce and Residential Buildings -or the management
sta-- provide housing -or the employees and B&'I!C( is the -irst o- our 3ind in
Bangladesh to provide accommodation -acilities -or their employees. =here a
production and accommodation -acility includes -ull time supply o- sa-e drin3ing
1ater" ade,uate
lighting and ventilation -acilities.
;ree meals" -ree transportation" L/.hour medical center" on.site sports and
recreational
-acilities encourage the motivated team to serve our customers -ull heartedly.
&=I codes according to the Local La1 %Bangladesh> are very 1ell practiced in their
manu-acturing -acilities.
2 (ree'om of Asso-iation
2 Safe or6in" Con'itions
5' | P a , e
2 No C)il' La7or
2 No 7on'e' La7or
2 Reasona7le or6in" Ho * r s
2 No Dis-rimination
2.1/6ene&al Management *&aining Man.al o& ;o&<e&s *&aining Man.al
M an a"emen t Te-)n i/* es
!anagement techni,ues are those management concepts or strategies" 1hich are -ollo1ed to
run an organi4ation e--iciently and pro-itably. !anagement techni,ues" 1hether pertaining to
employees" the customers o- the organi4ation or the partners" in case o- partnerships" should be
chosen only a-ter evaluating the needs o- all three. An e2ample o- a management techni,ue
pertaining to employees is the use o- incentives" so as to motivate them" or to provide them
1ith training in order to update their s3ills. !anagement techni,ues pertaining to
customers are usually aimed at 3eeping them happy and satis-ied" so that they 3eep on
coming bac3. An e2ample o- this could be the various discount o--ers that are given to the
customers on special occasions" such as Christmas. #hatever management techni,ues are
chosen by organi4ations" the main thing to consider is that they should -ul-ill the needs o- the
organi4ation and also" o- the employees" customers and the partners.
According to business e2perts" the most e--ective techni,ues are those that are a mi2 o- all the
styles. =he management styles that are -ollo1ed should depend upon the situation that
an organi4ation is -acing. In the -ast changing business environment" it 1ill neither be practical
nor pro-itable" to stic3 to only one style. =hat is 1hy the management gurus" 1hen
giving management tips" al1ays insist that only the organi4ations that evolve their
management
techni,ues" according to the ever changing corporate culture" 1ill survive to see the
-uture.
5& | P a , e
=here is a need to encourage local individuals to become involved in this aspect o- the industry
and to provide structured training programs. =he consultants identi-ied the -ollo1ing areas o-
te2tile and apparel speci-ic training that needs to be addressed in order to assist the industry
maintains its international competitive advantage.
R Supervisory management
training
R (perator instructor training
R (perator -le2ibility
training
R Recruitment M selection
training
R =echnical M mechanic
training
R =raining o- Industrial
&ngineers
2.10 System development
p&oced.&e
B&'I!C( believes in sustainable development and gives highest priority to preservation o-
nature and ecological balance. =he entire industry site is harmoniously integrated 1ith
the surrounding landscape and the native eco system o- the area has been delicately preserved.
B&'I!C( have Biological =reatment and &nergy Conservation )rogram. State.o-.the.art
technology has been used in the e--luent treatment plant in their dye house -or
biologica l treatment o- 1aste. B&'I!C( also uses comprehensive energy conservation
program. =his -eeds bac3 all recyclable energy into our various systems" especially -or our air.
conditioning purpose. =heir investment in this program has made us energy e--icient and
environmentally
conscious
entity.
52 | P a , e
2.11CS! =Co&po&ate Social !esponsibility>
p&oced.&e
Corporate social responsibility %CSR>" also 3no1n as corporate responsibility" corporate
citi4enship" responsible business" sustainable responsible business %SRB>" or corporate social
per-ormance" is a -orm o- corporate sel-.regulation integrated into a business model.
Ideally" CSR policy 1ould -unction as a built.in" sel-.regulating mechanism 1hereby business
1ould monitor and ensure its adherence to la1" ethical standards" and international norms.
Business 1ould embrace responsibility -or the impact o- their activities on the environment"
consumers" employees" communities" sta3eholders and all other members o- the public sphere.
;urthermore" business 1ould proactively promote the public interest by encouraging
community gro1th and development" and voluntarily eliminating practices that harm the public
sphere" regardless o- legality. &ssentially" CSR is the deliberate inclusion o- public interest into
corporate decision. ma3ing" and the honoring o- a triple bottom line: )eople" )lanet" and )ro-it.
=he practice o- CSR is subject to much debate and criticism. But" here in case o- B&'I!C( as
a long established company it has some responsibilities o- its o1n and in case o- te2tile as it
deals 1ith the poor and the large -ol3 groups o- our country their earnest responsibility is to
maintain these activities -or helping the society not -or the mar3eting promotion.
So-ial a0areness an' e'*-ation
=he role among corporate sta3eholders to 1or3 collectively to pressure corporations is
changing. Shareholders and investors themselves" through socially responsible investing are
e2erting pressure on corporations to behave responsibly. 9on.governmental organi4ations are
also ta3ing an increasing role" leveraging the po1er o- the media and the Internet to increase
their scrutin y and collective activism around corporate behavior.
Crises an' t)eir -onse/*en-es
(-ten it ta3es a crisis to sudden attention to CSR. (ne o- the most active stands
against environmental management is the Savar incident. =housands o- people died
because o- this
53 | P a , e
calamity. :ere" B&'I!C( too3 very great step by supporting the 1or3ers and help them 1ith
medicines.
Sta6e)ol'er !riorities
Increasingly" corporations are motivated to become more socially responsible because their
most important sta3eholders e2pect them to understand and address the social and community
issues that are relevant to them. Understanding 1hat causes are important to employees is
usually the -irst priority because o- the many interrelated business bene-its that can be
derived -rom increased employee engagement %i.e. more loyalty" improved recruitment"
increased retention" higher productivity" and so on>.
Glo7ali<ation an' mar6et
for-es
As corporations pursue gro1th through globali4ation" they have encountered ne1 challenges
that impose limits to their gro1th and potential pro-its. $overnment regulations"
tari--s" environmental restrictions and varying standards o- 1hat constitutes labor e2ploitation
are problems that can cost organi4ations millions o- dollars. Some vie1 ethical issues as simply
a costly hindrance. Some companies use CSR methodologies as a strategic tactic to gain public
support -or their presence in global mar3ets" helping them sustain a competitive advantage by
using their social contributions to provide a subconscious level o- advertising.
CSR In it iat i9es
B&'I!C( has helped the Savar victims on the prior basis o- that accident. =he
pharmaceuticals site ran to the place to help the victims 1ith medicine and also the te2tile
sector raise -unds
to help the 1ounded.
54 | P a , e
Charity contributions through the $ono Sahajjo Songstha %$SS> -or the educational
sector -or the unprivileged
=hey have Sponsored organi4ations include I)royash*" a speciali4ed institute that 1or3s
-or the holistic development o- children 1ith special educational needs.
;ree drugs during natural calamities and distribution o- clothing during 1inter
As part o- B&'I!C( $roups -ocus on society development" ;a4lur Rahman
;oundation has established a project called O;R; iagnostic CentreO. =he project
provides health screening services -or B&'I!C( )harmaceuticals and B&'I!C(
Antibiotics Industries
employees.
Sponsoring events and national sport stars and teams
(--icial sponsor o- the Bangladesh 9ational Cric3et team -or the ICC Cric3et #orld Cup
L077
(--icial sponsor o- the ;I;A -riendly match bet1een Argentina and 9igeria held in
September" L077
55 | P a , e
CHAPTE THEE#/ECHA"-$S$"0
-EPAT/E"T
R!$ sector o- Bangladesh is gaining ground in the 1orld mar3et at brea3nec3 speed"
but still not -lourished at the -ullest e2tent. Although the resources are available abundant 1ith
a po1er-ul -oundation o- -abric and spanning sector to support. =he 3ey -actors behind this are
lo1 technological development" lo1er output" cut throat competition" high ra1 material cost"
inade,uate in-rastructure" traditional productivity" un-avorable regularity policies" and
globali4ation in -act. :o1ever" there a -air list o - the producers" suppliers" and e2porters that
are -ully ac3no1ledge 1ith regularity policies and -ormalities" international mar3eting policies
and procedures. =he only concern is in e2ecuting their productivity initiatives" and meeting
1ith order deadlines.
$arments merchandising means the 1or3 to buy ra1 material and accessories to produce
garments %!erchandise> against a particular 1or3 order o- garment and have to e2port
these under the same 1or3 order 1ithin time schedule" maintaining re,uired ,ualit y level o-
buyer.
=he !erchandising is the important activities" term and section o- a garment that is not
possible to run and deliver success-ully. =he term Imerchandising* is 1ell 3no1n to the persons
specially involved in garments trade. =he term merchandising has been derived -rom the
term merchandise. !erchandise means good that are bought + sold.
Mer-)an'isin"
Mer-)an'isin" is a business on mar3eting activities responsible -or ensuring a
products description both ,uality and ,uantity. !erchandising means total
responsibility o- a !erchandiser.
Mer-)an'iser
uty o- merchandiser describes himsel- li3e
this.
56 | P a , e
J A man 1ho collects order -rom customer sourcing ra1 materials production
on time 1ith ,uality and maintains lead time.
J $arments merchandising means buying ra1 materials + accessories"
producing garments" maintaining re,uired ,uality level and e2porting the
garments 1ithin scheduled time.
I- anybody has to be designated as !erchandiser then the 1ord itsel- demands some
,ualities -rom that individual" no1 let us see 1hat all are the hidden meanings there in
the 1ord
S!&RC:A9IS&RT.
J M= Should have good Mana"erial capacity.
J E= Effi-ient in both &nglish 1ritten and spo3en.
J R= :aving high sense o- Res!onsi7ilit,.
J C= Al1ays 3eep -ommitment.
J H= Leads Honest li-e.
J A= Attit*'e should al1ays be positive in resolving any problem.
J N= Ne9er does any argue 1ith buyers and seniors.
J D= ;ully De9ote' to his service.
J I= Al1ays 1ell Informe' about his all orders.
J S= Sin-ere in o--ice and daily 1or3s.
J E= Ent)*siasti- in nature.
J R= Re"*lar in e.mail correspondence.
Most im!ortan-e t)in"s for a Mer-)an'iser is
Communication.
)lanning
)roduction ;ollo1 Up
57 | P a , e
=he responsibilities o- a smart !erchandiser are handling order at -our stages.
7. Sourcing -or -uture ordersMBuyers
L. 9e1 (rder
H. Con-irmed (rder
/. Running (rder
-.1(.siness ,evelopment P&oced.&e:
Apparel industry must be developed 1ith the trend o- mar3et other1ise they cannot
e2tend their business. =o collect ne1 buyer and business 1ith them a company must
-ollo1 the procedure o- business development. Buyers have been chosen by t1o 1ays.
;irstly" Buyer chooses the supplier and the second one sometimes" B&'I!C( 1ant to 1or3
1ith a particular buyer and then contact 1ith them according to that. =he B&'I!C(
$R(U) -ollo1 the
procedure o- business development" this are given belo1.
$*,er Sele-tion
Kno0 a7o*t t)e nat*re of 7*,er
(irst E=mail to t)e 7*,er
Colle-t a*'it !ass re!ort from 7*,er
58 | P a , e
Offer to 7*,er for 9isit t)e -om!an,
Com!an, arran"e a meetin" 0it) 7*,er for 7*siness
Sam!lin" sta"e
Pri-e ne"otiation
Pri-e -onforms an' or'er !la-e from 7*,er
3.1.1 .irst e$(il to /u0er for /usiness
de1elop$ent
;or ne1 business development sellers have to communicate 1ith buyer. &mail is the easiest and
s1i-t 1ay o- communication so 1hen seller 1ill contract -irst time 1ith buyer by email at that
time have to mention some important in-ormation about company. #hich 3ind o- things
should be include here this are.
2 In-ormation about you and your company.
2 )roducts in-ormation about your company.
59 | P a , e
2 Capacity and productivity.
2 #hich buyer 1or3 1ith you.
2 Attachment a beauti-ul sample photograph.
2 #earing -or -eedbac3.
=his 3ind o- in-ormation should be included in this email. (n the other hand this email 1ill
be minimum 1ord and ma2imum communication.
S am! le of fi rst emai l
ear Sir"
I am '" SR !erchandiser o- =he B&'I!C( $R(U). #e are the manu-acturer + e2porter o-
readymade garments in Bangladesh.
I=he B&'I!C( $R(U)* began its journey into the garments sector in 766A as garments in
Bangladesh. Since then the organi4ation being run by highly ,uali-ied" e2perienced and
pro-essional management and stu-- along 1ith Sophisticated !achineries" Latest =echnology"
S3illed #or3manship" Substantial !ar3eting and )roper iscipline. #e are ready and able
to give you 700C ,uality" best price and service. #e believe it is possible to us to enter into the
marathon o- global mar3et.
At present our 3nitting" garments + printing -actory is and dyeing -actory is Ibrahim
3nite2 1hich are the sister concern o- the B&'I!C( I9=&R9A=I(9AL <9I=#&AR +
A))AR&LS
L=.
6' | P a , e
All the -actories are 700C e2port oriented. (ur previous practice is the best ,uality o-
products and on time delivery. #e are al1ays committed to the buyers.
O* r P ro'* -t s:
=.shirt" )olo shirt" =an3 top" Shorts" =rouser" Kac3et %Cotton" )olyester" CFC" ;rance
terry" #a--le" etc.> and many more. #e also produce all 3inds o- #oven + S1eater item.
Please sen' *s ,o*r -*rrent in/*ir, for sam!lin" 8 -ostin";
Yo*r 6in' -o=o!eration 0o*l' 7e )i")l, a!!re-iate';
=han3s + Best Regards
'
B&'I!C( =&'=IL& + A))AR&LS L=
6& | P a , e
(ee' > 7 a-6 f ro m 7* ,er in res! on se t o fi rst emai l
ear '"
I am pleased about your company" so I 1ant to ma3e a business 1ith you. So you should
send some original sample include 1ith ;(B price.
Best regards"
?
=his is happened in case o- choosing buyer by B&'I!C( itsel- but mostly the buyer
choose the supplier and in that case they send a product pac3 -irst and then supplier send the
product according to their re,uirement.
3.1.2 Sendin" 2u(lit0 s($ples to ne) /u0er for /etter underst(ndin"
of )or3$(ns*ip of f(ctor0
Samples play a vital role to get ne1 order. #ithout ,uality sample suppliers can not develop
a ne1 business" so sample should be better ,uality be-ore bul3 production. ;or that reason
1hen
1e send ,uality sample to the buyer 1e have to -ollo1 something" those are:
62 | P a , e
Use -om7e' ,arn
Pro!erl, ',ein"
Goo' !attern ma6in"
Se0in" !erfe-tl,
Use /*alit, f*ll A--essories
(inis)in" !ro!erl,
Use /*alit, f*ll !a-6in" elements
Re=-)e-6 meas*rement 8 /*alit,
Sen' sam!le 0it) for0ar'in" letter
8 meas*rement s)eet
I- merchandisers -ollo1 this process to ma3e ,uality sample and send as li3e this 1ay" then
buyer 1ill be satis-ied and get clear idea about 1or3manship o- -actory.
63 | P a , e
3.1.3 &ppro1(l procedure of s(les
s($ples
Sample is made 1hen price is con-irmed and orders are placed" usually is ! si4e in all color
combinations o- e2pected order. Buyer held a meeting 1ith its customer and records
their response on order ,uantity per color" si4e etc. and -inally place order to their vendor.
Sales
sample basically use catalogue
buyer.
Sen' sales sam!le to 7*,er 0it) "oo'
!a-6in"
$*,er -)e-6 fa7ri- /*alit,
Garments 'esi"n ?Print@ Em7roi'er,)
as) /*alit,
Meas*rement maintenan-e
O9erall finis)in" /*alit,
A!!ro9e sam!le
64 | P a , e
3.1.Cost s*eet - consu$ption s*eet prep(r(tion
Garment Costin"# In order to achieve per-ect garment costing" one must 3no1 about all
the activities including purchase o- -abrics" se1ing" pac3ing" transport" overheads" etc.
Ta9:e; T.e ,rei).t c.ar)es ,or t.e /en<s +asic T#s.irt= Price o, )arment
estimation is )iven
Particu:a
rs
>i).t co:ors /e%ium co:ors -ar4 co:ors
+'K! combe/ 4arn TC0&+;0$$ TC0&+;0$$
TC0&+;0$$
8abric co!t 5er ,arment TC0+?0$( TC0'$0&+ TC0''0*=
Co!t o9 Trim! TC0$0?; TC0$0?;
TC0$0?;
CMT Char,e! TC0&&0$$ TC0&&0$$ TC0&&0$$
Co!t o9 acce!!orie! TC0&0+; TC0&0+;
TC0&0+;
Re1ection o9 ,arment!
Dcommon34 +LE
Co!t o9 Garment
TC0&0;$ TC0&0;$ TC0&0;$
TC0;*0=( TC0;'0?+
TC0;?0%=
Loca3 Tran!5ort TC0&0$$ TC0&0$$ TC0&0$$
P ro9i tM&;L a55ro0 TC0=0%$ TC0?0*$
TC0?0%$
Commi!!ionF 5c TC0*0$$ TC0*0$$ TC0*0$$
Price o9 Garment TC0(+0(( TC0((0$+
TC0=$0?=
S)i!!in" C)ar"es#
;or menEs basic =.shirt" the delivery terms in the buyer en,uiry as E;(BE. So sea -reight
charges are not added. But the local transport 1ith the cost o- garment has to be added. ;inally"
1e have
to convert the Indian rupee value to US or &uro.
65 | P a , e
Cost s) eet 8 -on s* m!t ion s) eet ! re! arat ion
uring the -i2ation o- ;(B price o- a garment -ollo1ing notes are to be -ollo1ed care-ully:
7. Cost o- -abricsM4n. garments.
L . Co st o - Ac c e s so r ie s M 4 n. g ar me nt s.
H . C. ! % Co st o - ! a nu -a ct ur ing > M 4 n. $ ar me nt s.
/ . Co st o - e mbe llis h me nt % i- a ny> li3 e s pr in t " e mbr o id e r y" et c
B. Commercial cost.8 . C o m m i s s i o n % i - a n y >
(a7ri-s Pri-e
<nit -abric price is the sum o- the belo1 -actors.
7. ?arn price per 3g %appro2 Q8./0>
L. ;abric price per yard %appro2 Q0.7B>
H. yeing price per 3g %appro2 Q7.B>
/. ;inishing price per 3g %appro2 Q0.B0>
=hus the -abric price per 3g comes %Q8./0DQ0.7BDQ7.BDQ0.B0>U QA.BB
;abrics consumption -or a &uropean =.Shirt is H.00 3gs per do4on. So -abrics price per do4on
is
%H.00 V A.BB> U QLB.8B
66 | P a , e
Trimmin" Pri-e
=rims cover all the trims used in the garments e2cept the basic -abric. =here are hundreds
o- items used to manu-acture the garments" proper selection o- trims and its ,uality
are very important -or styling" other1ise the garment maybe rejected or returned by the
customers. As our assignment is based on basic =.Shirt" normally care label" main label" si4e
label" se1ing thread" poly bag" price tic3et" carton" tag pin" gum tape" etc trim are used in a
basic =.Shirt. Li3e" normally the trim cost per do4en comes appro2. QL.00 -or basic =.Shirt.
CM -al-*lation
C! means cost o- cutting to ma3ing. It includes the cost o- cutting" cost o- se1ing and the
cost o- pac3ing. It also includes the overhead cost o- the plant and the pro-it margin. Li3e"
$enerally C! per do4en o- a basic =.Shirt is QB.00
Ot)er em7ellis)ment
-al-*lation
(ther embellishment means print" embroidery" patch etc that ma3es any garment more
attractive -or customer as here I described about the cost o- :arriet shirt 1here other prints"
appli,uWs and embroideries are not available so" any embellishment cost is not calculated her.
Commer-ial -ost
Commercial cost includes LC commission" U commission" &') commission"
ocumentation cost" $oods send to -or1arder cost" etc.
67 | P a , e
(inal "arments -ost 8 or'er
-onfirmation;
9o1 the -inal garments cost per do4en is the sum o- -abrics cost" trimming cost" C!
cost" other embellishment cost + commercial cost. So as e2ample i- a basic style is
ta3en. the garments price per do4en comes %QLB.8BDQL.00DQB.00DQ7.00>UQHH.8B =.Shirt
per piece is %QHH.8BM7L>U QL.A7 =hus 1e ma3e manu-acturing price + negotiate this price
1ith Buyer. A-ter negotiate price 1ith buyer 1e receive order con-irmation + LMC -rom buyer
to e2ecute the order.
?T)e -ostin" s)eet of Harriet is atta-)e' at A!!en'i&)
S)i!!in" C)ar"es#
;or menEs basic =.shirt" the delivery terms in the buyer en,uiry as E;(BE. So sea -reight charges
are not added. But the local transport 1ith the cost o- garment has to be added. ;inally" 1e
have to convert the Indian rupee value to US or &uro.
Cons* m!t ion Pre! a rat ion #
(a7ri- -ons*m!tion
=he garments manu-actured in many si4es to -it -or everybody. $enerally they are in si4es
Small %S>" !edium %!>" Large %L>" &2tra large %'L> and ouble &2tra Large %''L>. =he
,uantity ratio or assortment can be any one o- the -ollo1ing appro2imate ratio.
S: !: L: 'L: ''L . 7:L:L:L:7
S: !: L: 'L: ''L . 7:L:7:L:7
S: !: L: 'L: ''L . 7:L:H:L:L
68 | P a , e
As the price is the same -or all these si4es o- garments" the author have ta3en the centre si4e
large %L> -or average calculation. $enerally" the ,uantity o- L si4e 1ill be higher or e,ual to the
,uantity o- each o- other si4es.
MenAs $asi- T=s)irt
escription: !enEs Basic =.shirt.short sleeves. 700C Cotton 7/0 $S! Single jersey . 7 2 7
ribs at nec3 . solid dyed . light" medium and dar3 colours in e,ual ratio.
Si4es: S" !" L" 'L" ''L Ratio: 7: L: L: L: 7
E&!ort -arton# @ ply .7L0 $S! virgin corrugated . sea 1orthy. Cartons are to be strapped 1ith
L nylon straps.
Meas*rements in -m# %;inished
garment> Si4e: L
Chest . 80 cm
Length . @A cm
Sleeve length . L/ cm
9ec3 rib 1idth . H cm :em . H cm
)atterns are generally made 1ith the seam allo1ance and cutting allo1ance. $enerally" 7L cm
is added 1ith the total o- body length and sleeve length.
=hat is"
;abric consumption U% B o dy le n g t h D S le e v e le n g t h D a llo 1 a n c e > V % C h e s t D a llo 1 a n ce > V L
V $S!
70000
U % @0 D L/ D 7L> V % 80 D H > V L V 7/0
70000
U 7A@ grams
$o', 8 Slee9es# 7A@ grams
69 | P a , e
Ne-6 ri7# 70 grams
%appro2imately>
Gross 0ei")t# 76@ grams =here-ore" the -abric consumption per garment is 76@
grams.
Gross 0ei")t 8 net ei")t#
=he above 1eight is the gross 1eight o- -abric. It means the 1eight o- the -abric bits cut
in tubular -orm 1ithout ta3ing shapes is called gross 1eight. =his is the consumed -abric -or
the particular garment. :ence costing is to be made as per this gross 1eight. =he 1eight o- the
cut pieces a-ter ta3ing the shape according to the pattern is called net 1eight o- -abric.
(a7 ri- -ost ! er 6" ? in Rs) ? all -) a r"es
a!! ro &i m at el,) #
Cost of fa7ri- !er 6" is -al-*late' an' "i9en in
Parti-*lars Li")t -olo*rs Me'i*m -olo*rs Dar6 -olo*rs
H/Es combed yarn =3.7HB.00 =3.7HB.00 =3.7HB.00
<nitting charge =3.A.00 =3.A.00 =3.A.00
yeing charge =3.HB.00 =3./B.00 =3.BB.00
Compacting charge =3.8.00 =3.8.00 =3.8.00
;abric 1astage N BC =3.6.L0 =3.6.@0 =3.70.@0
;abric cost per 3g =3.76H.L0 =3.L0H.@0 =3.LL/.@0
;abric consumption
per garment
76@ gms 76@ gms 76@ gms
;abric cost per
garment
=3.HA.08 =3./0.7H =3.//.L@
7' | P a , e
Cost of Tri ms#
=he accessories 1hich are attached to the garments are called =rims. 9o1 the author have ta3en
!enEs Basic =.shirts" as e2ample. Let us see 1hat are the trims re,uired -or this style.
La7els# #oven main label %L.B cm 1idth 2 @ cm length>: =3 0.HB
)olyester printed 1ash care label: Single colour print: =3 0.70
Han" ta": =3 0./0
So the total cost o- trims is =3 0.AB per garment.
Cost of a--essories#
Pol,7a"s# 9ormal . =3 0.H0 per garment
Master Pol,7a"# =3 L per master polybags to contain A garments . =3 0.LB per garment.
E&!ort -arton# Normal# =3. /0 per carton to contain /A garments . =3 0.A0 per
garment. So the total cost o- accessories is =3 7.HB per garment.
Cons* m!t ion -al-* lat ion of fa7 ri- s@ A--esso rie s 8 -art oon s
(a7ri- -ons*m!tion -al-*lation#
Body length U @Hcm.
Chest U 80cm.
Sleeve length U LLcm
$S! U LL0
L%B.LDS.L> V Chest V $S!
U L% @HDLL> V 80 V LL0
700 700 7000
U 760 V 80 V LL0
700 700 7000
7& | P a , e
U 7.6 V .80 V .LL
U 0.LB0 3gMpes V7L
U H.0068 3gM5 D 70C %70C #astage>
U H.0068 3gM5 D0.H0
U H.H068 3gM5
Cart on -on s* m!t ion
Length U 80cm
#idth U /0cm
:eight U /0c
L% LD #D Allou nce Bc m> V % #D:D Allou nce L. Bc m>
70000
U L% 80D/0DB> V% /0D/0L. B>
70000
U 7@HLB
7000
7.@HLB s,m
72 | P a , e
Pol,
LU7L*
# U 70*
=hic3ness U .0Amm
@B000 U )cs on 7 Lbs
LV#V=:IC<9&SS
U @B000
7LV70V.0A
U @B000
680
U @A.7LB )cs on 7 lb
3.1.45e"oti(tion 6price7 process - endin" of ne"oti(tion
Arran"e a meetin"
S)o0 t)e !ri-e to 7*,er
Ar"*ments a7o*t !ri-e 0it) 7*,er
73 | P a , e
Ma6e 0in sit*ation
(i&e' !ri-e
Pla-e a ne0 or'er
En'in" t)e ne"otiation 7, 'inner
-.2"inishing
p&od.ct
(a7ri- 7oo6in"
A-ter receiving order con-irmation -rom buyer merchandisers chase buyer to provide )(
sheet
%purchase order> 1hich includes color + si4e 1ise brea3 do1n o- the total
,uantity.
=hen they 1ill go -or denimM3nit or the necessary -abrics boo3ing. In case o- 3nit" yarn is the
-irst element o- 3nit -abric. So to ma3e -abric they have to boo3 suitable yarn -rom home or
abroad. =o import yarn -rom abroad it need appro2 //M/B days and to buyer yarn -rom
Bangladesh it need appro2 L0MH0 days. A-ter receive yarn 1e go -or -abrics 3nitting and then
coloring o- the -abrics. A-ter dyed -abrics is ready to ma3e garments. In case o- denim the
process is same but
some cases it -luctuates in terms o- price and
place.
74 | P a , e
Trim
7oo6in"
A-ter getting trim in-ormation -rom Buyer they have to develop the same to get approval. =hen
they boo3 trims -rom respective supplier to get cheaper price to minimi4e the cost. And" -or
shipment process they need to store every trim in.house so that production can not get
hampered.
=he all processes go parallel 1hen an order is con-irmed. #hen the si4e set sample is
con-irmed" the processing o- production starts.
3.2.1 PI s*eet - its ite$s
In -oreign trade transaction" a pro-orma invoice is a document that states a commitment -rom
the seller to reserve some goods to be sold to a certain person" the buyer. the buyer places an
order and i- the seller agrees" it e2tend a pro-orma invoice and agrees to all the terms speci-ied
in it" the goods are send and the pro-orma is replaced by a commercial invoice. =he )(I sheet
depends on the demand o- buyer.
#hat are the items 1ill include in this sheet
are.
To! !art#
9ame and address o- seller
Invoice number and date.
Buyer name and address.
$o',2mi''le !art#
)roduct
description. Unit
price.
=otal price.
75 | P a
, e
$ottom !art#
Shipment date.
Shipment terms ;(B or
C+;. Country o- origin.
=erms o- payment" at sight or 7L0
days. (thers special terms.
3.2.2 M(ster '8C c*ec3in" procedure - i$port(nt ite$s s*ould /e included
in
M(ster '8C
A documentary !aster LMC is an orderly payment security instrument o--ering high ,uality
payment security to a business transaction -or both parties the seller and buyer. =he seller 1ill
receive payment -or his goods i- he meets all conditions prescribed by the letter o-
credit. #ithout ! LMC opening the order 1ont be con-irmed. So its carry more value
than other documents in e2port and import business.
M L2C C)e-6 list items an' t)ose items m*st 7e in-l*'e' in t)is
L2C;
J =ypes o- LMC.
J Issue date.
J &2piry date.
J Issuing ban3 details.
76 | P a , e
J Advising ban3 details.
J Seller name and address.
J =otal amount.
J Currency o- payment.
J =olerance %L.BC plus or minus>
J )ort o- loading.
J escription o- goods.
J Shipping terms %;(BM C+;>
J List o- documents re,uired.
M ast er L2C -on firmat ion ! ro-e' * re
M;L2C m*st 7e 'e-lare' 7, UCP 9ersion
C)e-6 im!ortant items
Comfirm M2L2C $, E=mail
3.2.3 E#$(il to suppliers for s($ples of 0(rn9 f(/rics - different t0pes of
(ccessories for /u0er (ppro1(l
77 | P a , e
ear !r. '"
I got an order -rom Spanish buyer. Its order no. X =#0AHL and order ,uantity is B0000 )cs. So I
need yarn" Se1ing thread and accessories 1ithin 7B days. )lease see the attach -ile.
Combed yarn.
Se1ing thread.
Accessories.
Best regards"
!r. ?
Sr. !erchandiser
B&'I!C( ;AS:I(9 L=.
$ * ,er a!! ro9a l ! ro- e'* re of fa7 ri-s@ -olo r 8 a--esso ries
;abric and accessories approval -rom the buyer is very important. According to the buyer color
1ise you have to outsourcing o- the -abric. A-ter collection o- the -abric lap dip is done and
sho1 the -abric on the s1atch submission card -or better understanding o- the buyer.
A-ter getting buyers con-irmation about order it is important because to maintain the
,uality
they e2pected it should be -ul-illed and as ne1 buyer it should be 1ell
concerned.
78 | P a , e
(a7ri- Constr*-ton
(a7ri- GSM
Color S)a'e
as) an' li")t test
A--essories 1*alit, C)e-6
La7el $ar-o'e C)e-6
C)e-6 (inis)in" A--essories
Gi9e t)e a!!ro9al
(i"# $ * ,er a!! ro9al ! ro-e' * re
79 | P a , e
P ro-e' * re of re-ei9in " of ! ri-e /* ot at ion s for f a7 ri- s 8 a--esso ries
)ricing is very important -actors -or any 3ind o- business. A-ter discussion 1ith the
supplier
price is -i2ed. ;or -i2ing the price some points are -ollo1ed such as.
Lo1 price.
Puality o- the goods.
Sampling.
3.2. Price ne"oti(tion procedure )it* different suppliers
Arran"e meetin" 0it) 'ifferent s*!!liers
Colle-t !ri-e 'ifferent s*!!liers
Sele-t some !ri-e
Ar"*ment 0it) sele-te' s*!!liers
8' | P a , e
in sit*ation
(i&e' Pri-e
Or'er to s*!!lier
3.2.4 Or"(ni:in" $eetin" for price ne"oti(tion )it* different
suppliers
As 1e 1ill discuss" 1hen ma3ing contract a1ard decisions the buyer considers each
suppliers
,ualiYcations as 1ell as the contract terms they oGer %e.g." price>. A suppliers ,ualiYcations
are
generally considered e2ogenous" -or e2ample" a suppliers reputation is based on
historical
per-ormance and is not alterable in the short term. Contract terms" on the other hand" can be
Inegotiable* bet1een the buyer and supplier. In a negotiation the buyer attempts induce
-avorable terms -rom suppliers" and li3e1ise the suppliers attempt to induce -avorable
terms
-rom the buyer. =here are many diGerent possible negotiation processes. =his section
overvie1s
a -e1 canonical negotiation processes" but a detailed discussion is reserved -or Articles in
H.H
and H.B o- this encyclopedia. ;or convenience 1e adopt the vie1point o- a buyer 1hen
discussing negotiations.
Central buyer 1or3ing 1ith vendors and manu-acturers 1ill agree on the retail price" color"
si4e" style and assortment o- staple types o- merchandise as 1ell as the terms o- shipping.
8& | P a , e
=he merchandise is illustrated and described ade,uately in catalog to be given to
store manager.
=he central buyer is responsible -or prearranging the minimum amount o- goods to
be purchased by the entire chain" 3eeping the store catalog up to date" adding ne1
items" canceling old items.
=he store manager has complete authority -or the composition o- the stoc3
and
orders can be placed directly 1ith the vendors concerned.
3.2.4 ;ritin" to suppliers for price ne"oti(tion $eetin"
S,uare
?<<
=he Be2imco )ac3aging Ltd.
Alana )ac3aging Ltd.
;amous &mbroidery
Ltd. ;ahim )lastic Ltd.
Bengal )lastic Ltd.
rit in " a"en' a for ! ri-e n e"ot iat ion meet in "
Puality -or )roduct
Puantity o- )roduct.
In =ime elivery.
!achine capacity
82 | P a , e
;actory capacity.
!an )o1er.
3.2.< ;ritin" $inutes (fter price ne"oti(tion $eetin" )it* suppliers re2uired price
confir$(tion fro$ suppliers
)rice negotiation is the most important part o- merchandising and mar3eting. (r
de r co n-ir mat io n depe nd s on ho 1 c le ver ly a nd lo g ic a lly o ne ca n nego t iat
e price 1ith buyer. Competitive price is the 3ey element o- price negotiation. =o ma3e
competitive price -irst o- 1e have to 3no1 about the product that buyer 1ant to buy -rom us.
=hen 1e 1ill calculate the ra1 material price" manu-acturing cost and shipping terms o- the
product.
e.g.<nit -abric price is the sum o- the belo1 -actors:
7. ?arn price per 3g %appro2 Q8./0>
L. <nitting price per 3g %appro2 Q0.7B>
H. yeing price per 3g %appro2 Q7.B>
/. ;inishing price per 3g %appro2 Q0.B0>
=hus the -abric price per 3g comes %Q8./0DQ0.7BDQ7.BDQ0.B0> U QA.BB;abrics consumption -or a
&uropean =.Shirt is H.00 3gs per do4en. So -abrics price per do4en is %H.00 V A.BB> U QLB.8B.
83 | P a , e
D,nami- U!'ate#
=o handle multiple $antt charts" the so-t1are should be able to change plans" i.e. change dates
during progress o- the order. It should sho1 the planned and actual dates o- activitiesG calculate
deviation" i- any" and raise an alarm by a change in color or by sending an automatic e.mail.
Another -eature that helps in scheduling and optimi4ing the bu--ers is startMend lag times.
Start lag times allo1 the succeeding tas3 to be scheduled earlier than 1hat the preceding tas3
1ould normally allo1" 1hile end lag times -orce the succeeding tas3 to be scheduled later than
the predecessor 1ould normally allo1. In other 1ords" i- a tas3 o- t1o days is to be completed
in a given time o- three days" then there is a choice o- 1or3ing on the -irst t1o days and re
la2ing on the third day %lead.time> or" ta3ing a brea3 on day one %lag time> and then completing
the tas3 on the second and third day. =o ma3e certain that the job is done at the right time" start
lag times are generally given to a tas3. :o1ever" it might not be al1ays appropriate as it gives
rise to a higher inventory" leading to high inventory carrying cost.
3.3 Present(tion of co$p(r(ti1e st(te$ent 6CS7 rel(ted )it* different suppliers
for f(/rics - (ccessories
J Con-irming order placing -or -abric and accessories and chec3 -or Bac3.to.Bac3 L. MC.
(pening and delivery date.
J Arranging -or printing embroidery or any Art.1or3 or moti- and 1ashing.
J ;ollo1ing up order -or advising" understanding" and con-irming.
J Con-irming Counter sample M Shipment sample receiving -rom supplier.
84 | P a , e
3.3.1 Prep(r(tion of d(t( /(n39 of suppliers for different ite$s
Pre!aration of 'ata 7an6 for 'ifferent items#
Revocable LMC
Irrevocable LMC
Con-irmed LMC
Con-irmed + irrevocable
LMC =rans-erable LMC
Bac3 to Bac3 LMC
Red Clause LMC
Sight LMC
Usance LMC
Revolving LMC
(rder -or materials is placed to supplier through a negotiated instrument or through a
bac3 to bac3 LMC. =his instrument must comprise comprehensive speci-ications o- -abrics +
other materials. In a similar 1ay" detailed speci-ications should be provided to the supplier o-
any materials in the contract or LMC. =his ensures right ,uality o- good in appropriate ,uantity
to be sourced on time.
Pre! a rat ion of s*!! lie r fo r ' iffe ren t it ems#
7. Sample approved by buyer"
L. ;abric construction
H. ;iber content + yarn count
/. =ype o- looms %shuttle loom" open end" combed" carded" etc.>
B. ;abric #idth
8. =ypes o- looms %shuttle loom" shuttleless looms> in 1hich -abric should be produced
@. =ype o- dye to be used
A. Standard o- color -astness
85 | P a , e
6. )iece length si4e: )iece length 1ith no seam %such as" A0C o- rolls should be more than
B0 meters long 1ith no seam>
70. ;abric -inish: =ype + level o- -abric -inish as speci-ied by buyer
77. )ac3ing: =yping o- -abric pac3ing should be speci-ied such as" rolled on tube and
each roll in an untearable poly and poly bags to be pac3ed in H ply cartons.
7L. Labeling + !ar3ing
3.3.2 Boo3in" or re2uisition to suppl0 c*(in dep(rt$ent for different ite$s
(lon" )it* (ppro1(l fro$ /u0ers
All businesses including -ashion industries and retail buyers do have a supply chain. =his
supply chain -eeds necessary inputs to the buyers or -ashion industry. Supply chain -rom the
perspective o- garments industry I di--erent. =hey re,uire speci-ic items" such as piece goods"
trims and accessories -or each e2port order.
List of items t)at are so*r-e'#
So*r-in" Or"ani<ation T,!e of "oo's Details
$*,er $arment
.en'or2Man*fa-t*rer ;abric ;inished -abric" grey stoc3
=rims 5ipper" button" velcro" Crochet etc
Labels !ain label" si4e label" care label etc
Accessories Bac3 board" nec3 board" poly" etc
)urchasing provides the -eatures you need to satis-y the -ollo1ing basic re,uisition
needs. !erchandiser should be able to:
86 | P a , e
Create" edit" and revie1 re,uisition in-ormation online. :e should also be able to enter
suggested supplier in-ormation" delivery instructions" multiple accounting distributions"
and notes to buyers" approvers" and receivers.
Revie1 the current status and action history o- re,uisitions. :e should al1ays 3no1
1ho approves re,uisitions and 1hether they are in the approval" purchasing" receiving"
or delivery stage.
Route re,uisitions according to your approval structure. !erchandiser should also be
able to set authori4ation limits by amount" charge account" item category" and location.
Revie1 and approve re,uisitions that need approval. ?ou should also be able to see
the -ull re,uisition detail and revie1 the action history be-ore approving a re,uisition.
)rint re,uisitions %1ith status Approved" Cancelled" Rejected" In )rocess" )re.
Approved" and Returned> -or o--.line revie1 and approval.
Import re,uisitions -rom other systems such as material or distributions
re,uirement planning applications
)er-orm online -unds chec3ing be-ore creating re,uisitions. ?ou should al1ays
3no1 ho1 your planned e2penses compare to your budget.
Automatically source re,uisitions -rom outstanding blan3et purchase
agreements" contract purchase agreements" or ,uotations you have made 1ith suppliers
Support -le2ible pricing rules
Create re,uisitions ,uic3ly and easily -or commonly purchased items
Create internal re,uisitions that are sourced -rom your inventory by means o-
internal sales orders
)rovide attachments as notes on re,uisition headers and lines
Assign re,uisition lines to buyers and revie1 buyer assignments -or re,uisition lines
;or1ard all re,uisitions a1aiting approval -rom one approver to an alternate
approver.
#ithin your security and approval constraints" you should be able to reroute
re,uisitions -rom one approver to another 1henever you 1ant.
Record suggested -oreign currency in-ormation -or each re,uisition line
87 | P a , e
-./ #ns.&ance o' P.O to s.pplie&s 'o& 'ab&ics 9
accesso&ies
In t his ca se in add it io n to t he bear ing o- -reight the cost o- insurance is also borne by
the e2porter. =he e2porter" 1hile ,uoting CI; price" ,uotes much higher than C+; value i. eG C
+ ;
D InsuranceUCI;. 9ormally 1e can add 7.LC insurance charge 1ith CI;
price.
A-ter receiving order con-irmation -rom buyer merchandisers chase buyer to provide us
)( s heet % pur chas e o r der > 1hic h inc lude s co lo r + s i4e 1 is e br ea 3 do 1n
o- t he t ot a l ,ua nt it y. = he n 1e 1 ill go -o r 3 nit -a br ic boo 3ing. ?ar n is t he -
ir st e le me nt o- 3 nit -a br ic. So to ma3 e -a br ic 1e ha ve to bo o 3 su it a ble yar n
-r o m ho me or abr o ad. =o impo r t yar n -r o m a br o ad it ne ed appr o 2 //M /B da ys
a nd bu yer yar n -rom Bangladesh it need appro2 L0MH0 days. A-ter receive yarn 1e go -or
-abrics 3nitting and then coloring o- the -abrics. A-ter dyed -abrics is ready to ma3e garments.
It ems s) o* l' 7 e in -l*' e' in P; O;
=hose items are included in ).(. =his are:
J (rder ,uantity.
J )roduct description.
J Si4e brea3do1n.
J Supplier ban3 address.
J Buyer details.
J Country o- origin.
J )ayment terms.
J Carton mar3s.
J ;abric construction.
J Care label instruction.
J )ort o- loading
88 | P a , e
-.0 P.# collection p&oced.&e '&om s.pplie&s 9 chec<ing o' P.#
A-ter getting ).( -rom garment industry than supplier issue a ).I to merchandiser. =his ).I
is sent by e.mail or SL to the merchandiser. As li3e this 1ay collect ).I -rom supplier.
P r o '* - t ion m o n i t o r in " s , s t e m 0i t ) s *!! lie r s f o r s m oo t ) ' e li9 e r , of f a 7 r i- s 8
a--esso ries
=his system dictates small ,uantity o- production o- a large range o- products. As an e2ample"
a 1or3shop may produce a variety o- products li3e nuts" bolts" scre1s" sha-ts" gears" etc but
each item in a limited ,uantity.
=he -ollo1ing production systems are in use in the apparel industry.
Sl; Pro'*-tion
S,stem
Di9ision of
la7or
Transfer
S,stem
Transfer
Met)o'
4; Synchro System As per process )iece by
piece
!anual
:; Bundle System As per process By bundles !anual
B; Unit Synchro
System
According to
process +
group
By lots !anual
5; :anger System According to
process
By pieces :angerM
conveyor
C; U.Shaped Layout According to
process
By pieces !anual
3; PR Layout According to
process
By pieces !anualM
conveyor
7. Sourcing -abric" accessories and trims %buttons" labels" thread etc.>
89 | P a , e
L. Storage o- -abric" accessories and trims needed -or production.
H. (ther than this the store loo3s a-ter issuing material -or outsourcing.
/. Raising purchase orders -or materials needed in productionMsampling.
B. Arrange timely delivery -rom suppliers" to avoid production delay.
8. ;abricMAccessories chec3ing is done 1ith supervision -rom the store" as rejected goods
are returned to the supplier.
@. I- any garments or production process has been outsourced" goods a-ter entered
-actory premises" are chec3ed -or shortages" damage etc be-ore issuing to
productionM-inishing.
$ood -abric is the 3ey to success-ul production" minimi4ing rejections and ensuring
smooth production runs. ;abrics are tested -or color -astness standards and -abric strength.
Bangladesh has a versatile and 1ide range o- -abrics and -inishes. A separate boo3let o- -abric
s1atches can be made available" o--ering insight into the range o- -abrics available. #e have
good -abric sourcing in the country. All testing methods con-irm to IS(" Bsen + AA=CC i-
Buyer re,uire.
P ro'* -t ion M on it orin " S ,st em#
M at erial O r' e r
9o: Buyer Code: )(%s> Bloc3 order:
St,le
No;?s)
Pattern
A9"
;
Gross
A9"
;
(a7ri-
Re/*ire
ment
Te-)ni-al
S!e-ia
l
Deli9er,
Date
Re/*
ire'
Remar6s
9' | P a , e
=rimMAccessories =echnical etail Pty Style 9o%s>
7. Buttons
L. 5ipper
H. &lastic
/. Lace
B. ZZ.
8. ZZ.
@. ZZ.
A. ZZ.
6. ZZ.
70. ZZ.
Authori4ed Signatory
-.1 ,aily p&od.ction &epo&t '&om s.pplie&s to match ?ith 'acto&y
p&od.ction planning
As soon as order plan is ready" it is communicated to the ;actory managerM )roduction
!anagerM !anager )roduction )lanning. ;actory management in consultation 1ith right people
and appropriate departments allocates the orders to the relevant -loor and production lines. =his
is necessary in production planning -or each -loor and -or each production line.
Some plans sho1 daily production plan. A sample o- a ;actory )roduction )lan overvie1 is
sho1n belo1 -or re-erence. aily production report -rom suppliers to match 1ith
-actory
production planning:
9& | P a , e
-.2 @C management system 'o& monito&ing o' s.pplie&s
p&od.ction
Puality management is the aspect o- the overall management -unction that determines
and implements the ,uality policy. Puality assurance covers all the process 1ithin a company
that contributes to the production o- ,uality products. =he inspection is carried out by
representatives o- the current production and the result record on control chart. =he aim o-
garment inspection is to visually inspect articles at random -rom a delivery in order to veri-y
their general con-ormity and appearance 1ith instructionMdescription andMor sample received.
Puality Control System is -ollo1ed by all concerned in the company -rom piece
goods inspection to the -inal statistical audit.
)iece goods ,uality control: (n receipt o- -abrics in the 1are house" at least 70C are
inspection as per I/ )oints* systemM70 )oints systemML.B )oint systemM8.0 )oint system.
=he most commonly used systems are.
/ )oints system as per belo1 .
SI5& (; &;&C= )&9AL=?
H Inches or less 7 )oint
(ver H" under 8 Inches L )oint
(ver 8" under 6 Inches H )oint
(ver 6 Inches / )oint
A ma2imum o- / points are changed in one
linea
92 | P a , e
&,uipment All inspection" measuring and test e,uipment re,uires e--ective maintenance
and calibration. )urchased !aterials and Services the ,uality system must be capable o-
controlling the standards o- materials and services supplied by third party suppliers. ?our
purchasing documents must clearly de-ine any desired standards or speci-ication re,uirements.
All incoming goods -rom third party suppliers must be inspected and tested as appropriate and
records maintained. !anu-acturing Control In.1or3 inspection should be conducted during
manu-acture on all characteristics" 1hich cannot be le-t until -inal inspection to prevent
subse,uent sub. standard products. =his type o- inspection to be e--ective must act as a process
control.
#or3 InstructionsM#or3manship is the supplier must establish satis-actory 1ritten standards
and representative samples or 1or3manship 1hich must e,uate to standards and speci-ications
laid do1n in ata Sheets" !a3e.up Speci-ications and Sealed Samples. =hese standards must
provide an objective base on 1hich decisions are made by s3illed personnel.
=hese are the procedures done step by step by a merchandiser. :o1ever" in case o- practical
sample sending and production sending the steps start -rom belo1.
-.4 P&epa&ation o' p&od.ction 'iles 'o& p&od.ction
sta&ting
Approval Sample
(rder sheet
!easurement sheet
Assortment
;abric ,uantity
)ac3ing list
Carton measurement
93 | P a , e
3.=.1 Sendin" procedure of pre#production s($ples (ppro1ed /0
/u0ers9 production file - p(ttern to in c*(r"e of f(ctor0
Collect approved sample" production -ile and approved pattern -rom
buyer. !erchandiser arrange meeting 1ith production manager.
$ive clear idea about approved sample" production -ile and approved pattern.
=han handover these items to )!.
3.=.2 Prep(r(tion - conductin" of pre production $eetin" in f(ctor0 re2uired
for production pl(nnin" in f(ctor0 Pre#production $eetin" in f(ctor0:
)re.production meeting J once pre.production %))> sample is approved %also called
sealer sample> and most o- the trims are sourced" merchants or production planning department
conduct pre.production meeting 1ith production team" ,uality team and sourcing team. All
import ant comments" procedures to be -ollo1ed" dos and donts are discussed. Scheduling o-
)C %planned cut date> and shipment date is announced to all teams.
)roduction plans" !aterial planning and line planning J to start production on time and ship
the order on time planning is must. )lanning is needed -or material sourcing" production
capacity" line planning. Scheduling o- jobs and responsibility is de-ined at this stage.
=his meeting should be conducted directly a-ter the merchandise manager approves the concept
-or development. =he purpose o- the meeting is to revie1 the preliminary product and pac3age
speci-ications and to ensure that the supplier is a1are o- the companies ,uality and product
development procedures. =he meeting should be o- a technical nature. =here-ore" the supplier
should bring to the meeting the appropriate representation -rom their sta--. &2pect to discuss
the
manu-acturing process in detail and address any potential manu-acturing concerns or
limitations
94 | P a , e
in regard to manu-acturing the particular item being discussed. In this meeting" the supplier
should be provided an initial speci-ication -ile 1ith details o- the garment that is
to be manu-actured. =he supplier should be re,uested 1ithin a short period o- time to
-ormally ac3no1ledge their understanding o- the re,uirements. It is a good idea to obtain this
in 1riting.
3.=.3 Tri$s c(rd prep(r(tion
S*7mission of Trims
Be-ore apparel production begins" it is critical that the buyer approves all components that
1ill comprise the -inished product. Some buyers 1ill re,uire revie1 o- all trims and
others 1ill re,uire the approval o- major trim components only. ;or e2ample" some buyers
1ill 1ant to see e2amples o- the actual se1ing thread. :o1ever" others may not re,uire
vie1ing the thread. It is important to understand 1hat the buying company 1ishes to
revie1 prior to production. &2perienced -ashion merchants 1ill re,uire that you submit trim
submissions on an appropriate -orm. =his allo1s both the supplier and the purchaser to
maintain 1ell organi4ed records
=rims are those items that are -i2ed 1ith a garment and -orm part and parcel o- that
garment. =hus buttons" 4ipper" laces are this category o- items. Some authors de-ine trims as
materials that can decorate and ornament a garment. &2amples include lace" embroidery"
appli,uW" screen printing" heat trans-ers" se,uins" etc. (n the other hand" accessories are
items that are not part and parcel o- the garment but are re,uired -or -inishing or mar3eting o-
garments. Bac3 board" nec3 board" hang tag" price tic3et" poly bags" cartons are e2amples o -
accessories. Accessories are thro1n a1ay by the end user a-ter a garment is bought and ta3en
home.
. :ere are a -e1 e2amples o- items that may need to be submitted -or
revie1.
Lab dips" stri3e o--s %screen printed s1atches>" reeling o- yarn in all colors.
)roduction -abric"3nit1ear etc. !ost o-ten re,uired in a large enough si4e to
containing -ull pattern repeat.
Care labels + main labels
95 | P a , e
Clothing Components: Buttons" lace" 4ippers" interlinings" shoulder pads"
elastics" hangers" hangtags" price tic3ets" etc.
)ac3aging: AS9 labels" chip board" jet clips" tissue paper" polybags" etc.
In addition to trimming" you 1ill most li3ely be re,uired to submit ;it Samples" pre.production
garment samples" testing samples" =() Samples %=op o- )roduction Samples>" etc. ?ou
may also be re,uired to submit documents during this phase such as -lammability documents
etc.
-.5 %o.&ly daily 9 monthly p&od.ction
&epo&t
?Atta-)e' in ne&t !a"e)
96 | P a , e
97 | P a , e
98 | P a , e
-.17 #mp&ovement o' p&od.ctivity th&o.gh ?o&< st.dy p&oced.&e
B)= %Basic )itch =ime>: =otal standard time[ 9o o- operator
UCL %Upper Control Limit>: Basic pitch time[ .AB
LCL %Lo1er Control Limit>: L\B)=.UCL
(rgani4ation &--iciency: B)=[ :ighest bottlenec3 time\700
)roductivity: )er hour production [ =otal operator
)roduction =arget: %9o o- operator\H800> \ABC [ =otal standard time
Actual production: H800[:eight bottlenec3 time
1* alit , -) e-6 t o en s* re /* alit , ! ro'* -t
In the garment industry ,uality control is practiced right -rom the initial stage o- sourcing ra1
materials to the stage o- -inal -inished garment. ;or te2tile and apparel industry product ,uality
is calculated in terms o- ,uality and standard o- -ibers" yarns" -abric construction" color
-astness" sur-ace designs and the -inal -inished garment products. :o1ever ,uality e2pectations
-or e2port are related to the type o- customer segments and the retail outlets.
:ere it -ollo1s:
7. Understanding the customersE ,uality
re,uirements
L. (rgani4ing + training ,uality control
department
H. &nsuring proper -lo1 o- ,uality re,uirements to the PC
department
/. &nsuring proper -lo1 o- ,uality re,uirements to the )roduction
epartment.
99 | P a , e
B. &stablishing ,uality plans" parameters" inspection systems" -re,uency" sampling
techni,ues" etc.
8. Inspection" testing" measurements as per plan
@. Record deviations
A. ;eed bac3 to )roduction epartment
3.1>.1 Pre#production:
Auditing in1ard -abric and trims and ensuring only ,uality goods are accepted.
Involvement in product development and sampling stage and ta3e care o- ,uality
aspects o- samples.
&nsure that no -aulty -abric is sent -or cutting. I- minor -ault are present in the -abric"
de-ects should be mar3ed on the -abric and same thing must be communicated to
cutting department.
)reparing audit report o- the -abric and trims ,uality.
Conducting pre.production meeting be-ore production start.
3.1>.2 Production:
)er-orm in . line inspection and end.o-.line inspection in se1ing -loor.
)er-orm inline inspection" pre.-inal audit and -inal inspection in -inishing
department. Audit o- the pac3ed goods prior to o--ering shipment to buyer PA.
Responsible -or analysis ,uality reports and prepare improvement plan.
&nsuring the right ,uality o- the out1ard garment by conducting ,uality audits
in manu-acturing process.
&'' | P a , e
-.11 P&epa&ation o' shipping samples 9 sending to b.ye& th&o.gh p&ope&
pac<ing
9
doc.mentation
S)i!!in"# =he procedure o- transporting an item" usually through the email. Shipment is a
very basic" common 1ay o- getting an item -rom one place to another" or -rom one person to
another. =his process can be done physically or by transporting commodities or cargo by
land" air" and sea.
Shipping sample is prepared be-ore shipment but it is send to buyer 1hen -inal inspection is
completed. =his is an important sample to buyer thats 1hy sample department ta3e e2tra care
to ma3e it. It is send to buyer by air -or going early.
Sen'in" Pro-e'*re of S)i!!in" Sam!le#
!a3ing according to the measurement
sheet. Puality chec3.
Ironing.
Labeling.
)oly bagging.
;or1arding letter.
!easurement sheet.
;inally re.chec3.
Send to buyer by courier
3.11.1 Prep(r(tion of p(c3in" list (fter fin(l
inspection
=here are many 3ind o- pac3ing system is used in Apparel Industry. :ere are many 3ind
o-
pac3ing system is used in Apparel Industry. Some pac3ing name given
belo1:
&'& | P a , e
7. ;lat pac3ing
L. Standard pac3ing
H. :anger pac3ing
=he bac3 side o- the pac3ing some speci-ications are included -or attracting the buyer. In
the store room is used ]FI! card in these vim card some in-ormation is included such as
buyer no" order no" style no" -abric ,ty.
In the pac3aging section 1hile pac3ing the apparel industry -ollo1 these assort
ments
7. Assort color assort si4e
L. Assort color solid si4e
H. Solid color solid si4e
/. Solid color Assort si4e
In 9it at ion t o t) ir' ! art , li6e S GS fo r fin a l
in s! e-t ion
ear Sir"
=han3s" recently 1e have completed one order -rom U< Buyer. 9o1 1e are ready -or -inal
inspection. According to our buyer re,uirement need your organi4ation -inal inspection
certi-icate. So please come to our -actory and -inal inspection this order and give the
con-ormation date -or -inal inspection.
Best regards"
!r. '
Sr. !erchandiser
B&'I!C( ;AS:I(9 L=.
&'2 | P a , e
-.12 Selection o' shipping8 'o&?a&ding 9 Consolidation Company 'o&
smooth shipment
(or0ar'in"# =he procedure -or carrying out -or1arding activities: procedure -or
rendering services related to shipment o- cargos by any types o- transport and e2ecution
o- shipping documents" documents -or customs purposes and other documents re,uired -or
shipment o- cargos.
Consoli'ation# Aggregation o- LCL cargoes and consolidation activities being the core
business o- the company it is very -ocused about its e2ecution. =his is done through 1ith
a highly motivated team o- pro-essionals 1ith a proven trac3 record" a net 1or3 o- o1ned
o--ices and -ranchisees in India that covers the length and breadth o- the country" a established
net1or3 o- agents 1ho are all majors in their respective regions giving our customers best o-
both 1orlds irrespective o- 1hich sector the business is headed^^ (ur valuable customers
comprise o- some o- the biggest names in ;reight ;or1arding in the domestic mar3et" !ulti.
9ational Companies having global presence and conglomerates.
(o r0a r' in " 8 Consoli' at ion -om! an , for smo ot )
s) i! ment #
=he recogni4ed ;reight ;or1arding Company 1ho does consolidation services to the
Companies in India. (ur 1ell trained operational sta-- has diverted their total attention to each
and every shipment" o- 1hich in it resulting the delivery o- our customerEs shipments the
ne2t day or the
-ollo1ing day" as a value added special
service.
&'3 | P a , e
J o c u m e n t a t io n . & ,u ip y o ur o c u m e n t a t io n t e a m 1 it h t h e m o s t a u to m a t e d d o c u m e n t a t io n
s yst e m. All do cu me nt at io n r e lat ed r e,uir e me nt s ar e cat er ed in t his mo du le.
ocumentation Sea . &2port" Import"
ocumentation Air . Import + &2port
J C u s to m s u t y C a lc u la t io n . A u to m a t ic u t y c a lc u la t io n a t -in g e r t ip s . Upd a t e s -o r t h e du t y
st r uct ur es based o n not i-icat io n a nd c ir cu lar s ar e hand led by I = IS L.
Automatic uty Calculation based on products" schemes" shipment type
J In.BondM&2 Bond . Kobs related to In.bond and &2.Bond is handled in the )(#&RS:&LL
&2im smoothly. It helps to automate the transaction. Some 3ey -eatures .
!anage multiple &2.Bonds against one In.
Bond. !anage Inventory at each -or every In.
Bond
Bond to Bond =rans-ers and
Consulate Shipment
J L ic e n s e ! a s t e r . L ic e n s e ! a s t e r m a in t a ins t h e r ec o r ds o - c u s to m e r s E lic e n s e s a n d a -t e r
e v e r y
debit it is updat ed auto mat ica lly. S o me o - t he 3e y - eat ur es J
!anage CustomerEs &2port + Import Licenses
$et reports o- licenses nearing e2piry date" or 1ith balance ,uantity.
Add value to your service by updating your customer about their license details.
J I C & $ A = & + & I ! o du le . ; iling to I C & $ A = & b ec o m e e a s ie r a n d m o r e acc u r a t e . A C h ec 3
is per -o r med be -o r e -il ing to I C& $A= & to avo id err or s.
)repare chec3list be-ore -iling to IC&$A=&.
Import + &2port &I $eneration -or Air + Sea Kobs
$enerate Console I$!
$enerate .sb or .be -ile and -ile to IC&$A=& or upload to
IC&$A=& Save the -ile and save to -loppy -or manual -iling
&'4 | P a , e
!anual Shipping Bill M !anual Bill (- &ntry printing
J & 2im Repo r t s + St at uto r y Repo rt s
9 ;orm + $S) ;orm
Certi-icate (- (rigin
Anne2ure
$att eclaration
Bill (- &ntry
)rint (nline oc3et -or &2port + Import Kobs
Kob Registers
In Bond . &2 Bond Register
J Aut o SR Report . Auto mat ic $e ner at io n o - S hip me nt St at us Report % SR> .
3.12.1 Ti$e - &ction pl(n prep(r(tions
)roduct or lines -or each season must reach the store and sell through in a designated time
-rame. elays can totally disrupt the business" because" products meant -or one season cannot
be sold in other seasons. So lend time must be strictly -ollo1ed. Lead.time is generally
divided into
se,uence o- actions over a time -rame. An e2ample is sho1n
belo1:
SI Time (rame A-tion to 7e ta6en
4; 07.0@.L07L Received !aster LMC -or an e2port order
:; 0L.0@.L07L =o receive )ro-orma Invoice -or piece goods +
accessories
B; 0H.0@.L07L =o open Bac3 to Bac3 LMC -or -abric
5; 0A.0@.L07L =o open Bac3 to Bac3 LMC -or trims + accessories
C; 06.0@.L07L =o submit ;it Sample to buyer
3; 70.0@.L07L =o receive -abric sample -rom -abric supplier
&'5 | P a , e
D; 7B.0@.L07L =o receive sample o- trims + accessories
E; 7B.0@.L07L =o receive comments on ;it sample -rom buyer
F; 78.0@.L07L =o submit si4e set sample to buyer
4G; 7A.0@.L07L =o receive commentsMapproval o- si4e set sample
44; LH.0@.L07L &2.-actory o- -abric
4:; LB.0@.L07L =o submit )) sample to buyer
4B; LB.0@.L07L ;abric shipped -rom supplier port
45; L8.0@.L07L =o get approval o- )) sample -rom buyer
4C; H0.0@.L07L =o receive trims + accessories t store
43; 06.0A.L07L =o receive -abric at store
4D; 70.0A.L07L Inventory control to ensure all goods in place
4E; 77.0A.L07L ;abric cutting starts
4F; 7L.0A.L07L ;irst production run commences
:G; 7H.0A.L07L =o submit production samples to buyer
:4; 78.0A.L07L =o start -inishing o- garments
::; 7A.0A.L07L Receipt o- cartons a store
:B; 7A.0A.L07L Cartooning commences
:5; L0.0A.L07L Se1ing complete
:C; LH.0A.L07L ;inishing complete
:3; L/.0A.L07L )re.shipment inspection complete
:D; LB.0A.L07L &2.-actory o- the merchandise
:E; L@.0A.07L :anding over to shipping line
:F; LA.0A.L07L Shipment o- goods
BG; L6.0A.L07L =o send shipment con-irmation documents to buyer
3.12.2 To *elp co$$erci(l dep(rt$ent for $(3in" proper docu$ent(tion
for su/$ission in /(n3 (s per ter$s - condition $entioned in M '8C
Buyers 9ame
)(M(rderM Style 9o.
Item escription %As appropriateMcomplete to determine the CatM:S Code
9o.> B&'I!C(s atate2 (rder 9o.
Lot X" i- Any and ,ty per Lot
X (rder Puantity
Carton Puantity
&2port LMC 9o.
;abric Source
&'6 | P a , e
;abric Construction
;abric escription
Unite )rice
;reight =erms
!ode o- Shipment
)ort o- Shipment
)ort o- ischarge
Latest Shipment ate in the LMC
LC Lien Ban3 + ;actory AMC %BBLMC ept.>
C M Any Speci-ic el.date to maintain
&=A estination as per )(MContract
$. #t
9t. #eight
9et. #eight #t.
=otal CB!
=entative date o- inspection
;actory -rom the #here the $ood #ill be delivered: B;SL.
;inal estination o- the $oods
SA 9o. :
I- any other Special =erms + Condition =o =a3e Care
-.1- Monthly Me&chandising &epo&t
Update the &R) system
=ime +Action update
(rder progress meeting date
Subcontracting %In or out> plans
Shipment plan % !onthlyM #ee3ly>
&'7 | P a , e
-.1/ ;&itten '.t.&e b.siness plan
A business plan is a document that is prepared in order to organi4e the businessEs
operations" -orecast -inancial per-ormance" set -inancial and operational goals" attracts
investors and applies -or business loans. A business plan is a 1ritten description o- a businesss
-uture. It reports on the environment in 1hich the company operates" e2plains 1hat the
company plans to do in the near -uture and predicts ho1 it 1ill per-orm -inancially.
=he -ollo1ing loose outline can be used as the basis -or preparing a simple business plan.
4; E&e-*ti9e S*mmar,
A; $*siness Con-e!t
escribes business" product and mar3et" pointing out e2actly 1hat 1ill be sold" to 1hom
and 1hy and 1hy this 1ill be success-ul.
$; (inan-ial (eat*res
e-ines the summary o- important -inancial points o- business plan.
C; (inan-ial Re/*irements
Summary o- capital needed to start or e2pand the business" ho1 this 1ill be used and 1hat e,uity
%i- any> 1ill be provided or collateral is to be put up.
D; S*mmar, of Strate", !ro!ose'
(vervie1 o- the mar3et 1here the business -unctions" its strategy to beat the
competition" and -uture predictions as to pro-itability and li3ely return on investment is
described.
&'8 | P a , e
$*siness Des-ri!tion
Short description o- industry you operate in" present outloo3 and -uture
possibilities. In-ormation on various mar3ets 1ithin the industry" including any
ne1 products or
developments that 1ill bene-it or hurt your
business. 9e1 business or already established_
Structure o- your business J e.g. 1holesale" retail" manu-acturer or service.
#ho 1ill your customers be_
:o1 1ill your product be distributed_
escription o- the products or services you intend to mar3et.
In-ormation about the team J the individuals 1ho have launched the company"
etc.
-.10 Me&chandising activities on P&od.ct development
Mer-)an'isin" a-ti9ities on Pro'*-t 'e9elo!ment
)roduct development is another important responsibility -or R!$ merchandisers. Be-ore go to
bul3 production various stage o- sampling has to pass in order to develop a product -or end
user.
Se,uence o- Sampling
Counter sampleMStyle sampleMSalesmen sample
;itting sampleM Si4e set sample
)re.)roduction.
&'9 | P a , e
)re.Shipment Sample.
Shipping Sample.
)hotoM AdvertisementM Catalog Sample
Se/*en-e of Sam!lin"
Counter sampleMStyle sampleMSalesmen sample
;itting sampleM Si4e set
sample
)re.)roduction
)re.Shipment Sample
Shipping Sample
)hotoM AdvertisementM Catalog Sample
&&' | P a , e
3.14.1 Steps of G(r$ent S($ple &ppro1(l:
Step.7
St,le sam!le ?Closest a9aila7le fa7ri-s an' trims)
Step.L
Si<e Set sam!le ?a-t*al fa7ri- an' -losest a9aila7le trims)
Step.H
Pre= !ro'*-tion sam!le ?In A-t*al)
Step./
Pre=S)i!ment sam!le ?In A-t*al)
(a7 ri-s S ele-t ion
Approval ;abrics %-or hand -eel + Approval> =est done -rom o--icial =esting :ouse
7
st
Bul3 ;abrics in each Color =est report in each color
La! ' i!
&ach Color ` (ptions -or ry Recipe Con-irmation 1ith OSpectro ReadingsORe. Sub
9eeded Until Approval.
&&& | P a , e
S0at-)
S1atch is a presentation o- all the materials is %;abrics + Accessories> used -or any
speci-ic styleMorder. Usually small piece o- -abrics and each piece o- accessories are
attached in board paper in a systematical manner. S1atch is very important -or production
line to ma3e the correct construction o- a garment and PC departments ensure it. Concerned
merchandiser should con-irmMapprove the s1atch.
St,le sam!le 'e9elo!ment
=he main object to develop style sample is to approve the styling o- a product that a designer
imagine -irst. =his sample is usually made by available color but actual design" construction
and 1eight. But some time buyer as3 sample to ma3e by actual color
Si<e set sam!le
'e9elo!ment
=he main object to develop si4e sample is to con-irm the measurement" body -itting etc.
=his sample is also made by available color but actual construction and 1eight.
Pre !ro'*-tion sam!le
'e9elo!ment
=he main object to develop )re production sample is to con-irm the -inal product -rom
buyer. A-ter receive pre production sample 1e can start -inalMbul3 production.
Pre=S)i!ment sam!le
'e9elo!ment
=he main object to develop )roduction sample is to con-irm ultimate buyer that 1hat
1e produced and ship to sell -or end user.
&&2 | P a , e
-.11 Me&chandising activities on p&od.ction
Mer-)an'isin" a-ti9ities on !ro'*-tion follo0 *!
Pro'*-tion !lan
A-ter receive a purchase order -rom buyer merchandiser have to sit 1ith production planner
to ma3e a production plan. )roduction plan contain belo1 things:
)lanned date to start 3nittingM 1eaving to ma3e the re,uired
-abrics. )lanned date to start dyeing to color the -abrics.
)lanned date to start cutting -abrics.
) la n ne d d at e t o st ar t s e 1 ing t he r e, u ir e d ga r me nt s.
) la n ne d d at e t o st ar t pa c 3 ing t he r e, u ir e d g a r me nt s.
)lanned date to hand over -inished goods to buyer nominated sea or air -or1arder.
Trail2 Test -*ttin"
Be-ore start bul3 cutting to adjust pattern 1e cut each si4e and each color70M7B pcs. =his is
called trail or test cutting. A-ter approved trail or test cutting 1e can go -or bul3 cutting.
Se0in"
Se1ing section is the section 1here cutting part are joined to ma3e a garments. In se1ing
section se1ing machines are set up according to the 3ind o- -inal product.
Pa-6in"
A-ter se1ing" garments are pac3ed into pac3ing section. :ere 1e put iron on garments"
add various 3inds o- hangtags" poly bags and ma3e garments ready to ship to the buyer.
&&3 | P a , e
-.12 Me&chandising activities on @.ality
cont&ol
=he main objective o- ,uality control is to ensure that goods are produced to the -irst
customer %irect (rder> and hope-ully to the second customer %RecorderMAlter orderM ne1
order> as 1ell. I- both customers can be satis-ied then the manu-acturer products are more
li3ely to continue to be in demand. Satis-actory ,uality can only be ensured through %-rom the
manu-acturer pint o-
vie1>
<no1ing the customers needs.
esigning to meet them
;aultless construction.
manu-acture. Certi-ied per-ormance
and sa-ety. Clear instruction
manuals.
Suitable pac3ing.
)rompt delivery.
;eed bac3 o- -ield e2perience.
Satis-action ,uality can be ensured -rom the customer -rom the customers point o- vie1
by providing:
Right )roduct.
Right Puality.
Right =ime.
Undamaged Condition
P rin -i! le s of 1* alit , M an a"emen t
=he main objectives is to prevent errors by early detection and action
=he need to ma3e the re,uirement complete and clear at all levels" -rom this
speci-ication
o- a large system to the individual 1or3 construction and terms o- re-erence.
&&4 | P a , e
=he detection error by monitoring both product and the method by 1hich is
produced. =he prevention o- errors at all earliest
=he total involvement all concerned o- the contribution to the -inal products ,uality.
&stablish a total -or1ard and bac31ard control system" allo1ing -le2ibility -or change.
P*r!ose of 1*alit, Control
It is a long standing trading o- any organi4ation to o--er the customers -irst ,uality
merchandise. =he purpose o- this ,uality control program is to assist manu-acturers in
meeting the high standards. In addition" companys ,uality control program can also help the
supplier 1ith their operation. Puality control program not only help spot and reject
de-ective items" but more importantly they pinpoint production operations that need special
attention" thereby reducing the number o- de-ects in -uture production. =his type ,uality
control provides basis -or management decision in the manu-acturers plant. ;or the
purpose o- this manual" the de-ect re-ers to a condition that renders merchandise o- second
,uality and or unacceptable because the de-ect is
one or more o- the
-ollo1ing:
It is conspicuous.
It 1ill a--ect the salability o- the product.H. I t 1 ill a --e c t t he s er vic e a b ilit y
o - t he p r o du ct .
It is understood that all per-ormance and legal re,uirements be -ollo1ing to the letter %that is
LMC
or any other contact bet1een the buyer + seller> 1ith no division allo1ed.
&&5 | P a , e
-.14 Me&chandising activities on goods delive&y to b.ye&s
destination
$oo6in" to for0ar'er
A-ter ma3ing -inal inspection merchandiser received pac3ing list -rom pac3ing section 1hich
contain the list o- carton" ho1 many pieces garments in the carton" 1eight o- the carton"
number o- pieces o- garment to be shipped etc. Re-er to this in-ormation merchandiser ma3e
boo3ing to sea or air -or1arder.
E&!ort Do-*mentation
=he documents 1hich to be submitted by a C+; agent -or e2port: An e2porter should
have to submit the -ollo1ing documents to the customs authority o- a station:
7. Shipping bill o- entry.
L. &2port LMC.
H. )ac3ing List.
/. Commercial Invoice.
B. UMU).
8. FB;.6A. ;rom to be supplied by the C+; agent.
@. &2port )ermission -orm %&')>.
$ill of Lan'in" ?$2L)
It is document issued by an eerier %railroad" steamship" or truc3ing Company> 1hich serves as
a receipt -or the goods to be delivered to a designed person or to his order.
&&6 | P a , e
BML describes the conditions under 1hich the goods are accepted by the career and details
=he ,uantity o- the
goods. 9ame o- vessel
Identi-ied mar3s and numbers
estination
In9oi-e#
Belo1 point are including in the invoice:
9ame and address o- the buyers and the
seller. =he ate and term o- the sale.
A description o- the
goods" =he price o- the
goods and
=he mode o- transportation.
Pa,ment release
A-ter prepared invoice" bill o- landing and other re,uired documentation 1e send it to
buyers nominated ban3 -or payment release
=his is all about the job o- !erchandisers 1here I have 1or3ed out -or three months. I have
1or3ed 1ith the team o- Bersh3a. So" here a brie- introduction o- Bersh3a is described 1ith
the
management body o- B&'I!C( related 1ith it.
&&7 | P a , e
-.15 ($!S%AA
Bersh3a is one o- the Spanish retail outlets o- Indite2 group. =he company 1as created in
April
766A as a ne1 store and -ashion concept" aimed at a young target mar3et. It no1 has AAB
stores in 8/ countries around the 1orld. =he sales made -rom Bersh3a represent 70C o- the
Indite2 group. Bersh3a basically appeals to their young customers and has trend to change
styles very -re,uently. =heir head,uarter is in Arte2io" Spain.
:ere" in B&'I!C( the team Indite2 is divided into three groups. =hey are. 5ara" Bersh3a"
and )ull +Bear. =his group communicates 1ith their local o--ice Indite2 ha3a. &very parcel
o- sample they send to Bersh3a should go through the route to this local o--ice. =his 1hole site
o- Indite2 group is ta3en care by !s. Sha4ia <han" as eputy $eneral !anager o- mar3eting
department in B&'I!C(. ;or" the development part o- Bersh3a" !s. Sabina ?esmin is
responsible and -or the production part" !r. A-4al Suriya and !o4aharul Islam are the persons
1ho are communicated.
=he costing" LMC" negotiation -or pricing and the decision o- ta3ing orders all are ta3en by t
his higher authority. =e other parts o- assisting them is done by the junior merchandiser
and
e2ecutive level
employees.
&&8 | P a , e
C.a5ter#4#Pro?ect#-issection o, t.e Ex5erience o,
/erc.an%iser
=he above part is -ull 1ith the description o- the three months observation o- the
responsibilities o- a mar3eting department o- te2tile industry do. =he hectic e2tensive
process o- chasing suppliers" buyers and manu-acturers is so vast and hard labor 1or3 to
e2perience. escription al1ays does not convey the -ull picture o- labor. =he repetition o- the
same processes basically ma3es the procedure long and lethargic to some e2tent. !oreover"
the pricing" political unrest and uncertainty o- the -riendly environment against the thought o-
meeting shipment deadline ma3es the tas3s very challenging. So" -or the deep e2planation I
have chosen here a style to be described its 1hole journey -rom the production house to the
customers o- 1orld 1ide.
As being a very dynamic retailer Bersh3a changes its trends very -re,uently. So" it is -ull 1ith
styles but less 1ith ,uantities. :ere" -or this summer season they have chosen to in house some
crochet collections. =he dresses they 1ant contained 1ith so-t and light -abric 1ith
di--erent laces. And" B&'I!C( here stands to supply them 1ith their desired ones.
:ere" I have pic3ed a style -rom Bersh3a collection to go through its in depth process o-
mar3eting -rom the development sector to production -loor. )roduction -loor details or
planning o- machines are not included in the responsibilities o- merchandising team but they
are
responsible to arrange the every ease -or completing the 1hole
tas3.
&&9 | P a , e
/.1 Bo.&ney o'
%A!!#$*
:arriet introduction.Bersh3a is a shop 1ith di--erent styles. It loves to -ull its shel- 1ith lots o-
ne1 collections. Changing trends and styles has made itsel- uni,ue and in this process 1ith
some ne1 ideas it has created its crochet collection this summer season. =his crochet
collection 1as included 1ith dresses" shirts" tops and bottoms. =hese styles had been presented
in a collection meeting at Spain in ;ebruary" L07H. As a regular production house o- Bersh3a"
B&'I!C( 1as nominated to e2hibit some collection on this crochet 1or3. =he top
management o- both side had an urgent meeting in Spain regarding some ne1 collections" their
con-irmed orders and the -uture prospects o- business 1ith some styles. So" the design studio
just jumped into this idea and 1ith the essence o- some old designs and ne1 trends they
submitted some collections in the meeting o- Bersh3a and B&'I!C( at Spain. :arriet is a
-ruit o- it. =he 1ord :arriet is re-erred as girls name. =his means Ihome ruler*. Concept o-
:arriet has come -rom serving the regular college or 1or3ing girls in summer.
esign studio o- B&'I!C( is -ull 1ith some innovative designers 1ho trans-er the pen
and paper idea o- buyer to the physical substance. Sometimes they design some styles -rom
their o1n to get buyers approval and get ne1 orders. =his crochet collection is 3ind o- a
similar 1ith the second one. ;or the meeting they 1ere given a re-erence e2ample o-
collections and they design some ne1 styles 1ith that re-erence. :arriet 1as prepared -rom the
re-erence o- &mily. =his 1as a light crochet re-erence 1here some editing 1as re,uired. =he
re-erence 1as prepared 1ith hal- sleeve and plain crochet line 1hich 1as re,uired to remove in
the ne1 designed style and under the supervision o- 9ibedita Bhabani in design studio the
team 1or3s 1ith tops prepared a ne1
style 1hich has turned into the ultimate :arriet shirt a-ter some -e1 re,uirement
changes.
&2' | P a , e
SLEEVELESS FRONT TIE SHIRTS WITH
LACE LAID ON PANEL YOKE AND CROCHET TAPE
TRIMS AS SHOWN
&2& | P a , e
/.2 ,esign st.dio:
=he -irst step is al1ays done by the design studio 1hen the collection type 1as -i2ed along
1ith the meeting date in Spain. =he designers -irst sat on a meeting internally by teams to
decide their styles. So" 1hile a team had prepared bottom items other had prepared tops items.
As mentioned be-ore" :arriet is a shirt 1hich can be classi-ied in the group o- S=ops. =his =ops
section team is leaded by 9ibedita Bhabani 1here other t1o designers are included also. In
case o- preparing :arriet" designer 9urjahan A3ter made the primary design. ;or limited time
span they sorted out some old patterns o- their collections 1here they got a style o- crochet lace
named I&milda*. So" they -ound out the pattern and 1ith the measurement o- it by using
$DL=4B44 -abric they prepared :arriet or" the shirt similar 1ith the original design sent by the
buyer named I&mily* aimage: pg Lb. In the time o- designing this shirt the -irst thing they
considered is the type o- this product 1hich means that -or 1hom the product 1ill be used.
=his is a very casual dress -or regular girls. As it is described earlier t1o seasons are
generally counted in -ashion industry 1hich are. SummerM Spring %SS> and AutumnM#inter
%A#>. So" the picture o- samples they got -rom the buyer side 1as a dress -or summer season
and the month 1as currently going on ;ebruary. So" the dress is about to be con-irmed -or
this summer season in L07H. =he design studio made the dress 1ith a very light" so-t denim
-abric and used the collected crochet lace -or the design. According to the measurements they
se1ed the lace border 1ith the shirt line %the red mar3ed line> 1ith t1o -ront poc3ets" pearl
buttons 1ith the tint plac3et and a t1ist at the end border o- the shirt li3e the previous picture
-or 3eeping the resemblance. =hey have used here random bleach 1ash 1hich is a heavy 1ash
-or giving the cloths 1hiter loo3 and they sent it 1ith
their meeting team on mid
;ebruary.
&22 | P a , e
&23 | P a , e
/.- P&od.ct pac<
)roduct pac3 is the -irst details o- product come -rom the buyer. =his product pac3 is
contained 1ith -abric type" order process" their description o- interest" trims description" 1ash
description and measurements. =he pac3 also contains amendments i- supplier sent any
sample be-ore. (verall" it is the re-lection o- buyers 1ants and demands. !any re,uirements
are also described here to -ul-ill. =he product pac3 has three parts J -irst part contains the mail
and o--icial order -or ma3ing samples o- a particular style 1ith their di--erent instructions o-
-abric" 1ash and -it comments. Second part is attached 1ith the picture o- the style 1ith
important instructions suppliers need to -ollo1" here also the trims instruction and
re-erence is given. =hird part contains the measurement sheet. It is consisted 1ith the
measurements supplier needs to maintain according to their si4e chart. A-ter the meeting in
Spain" the design o- &mily has been chosen by Bersh3a and 1ith some changes they sent the
product pac3 in ;ebruary7A" L07H. :ere" 1ith the pattern -ile they sent the mail 1ith all the
re,uirements and instructions.
:ere" at -irst the client part changed the name o- &mily to :arriet. =hey 1anted to have their
re-erence by the name o- :arriet. Second" they sent here their desired -abric" 1hich has the
code BL 7/BB. Actually this -abric 1as not used by the B&'I!C( design team rather they
used the -abric 1ith the code BL 7H77. =he reason o- changing -abric can be the color o- the
-inished product that B&'I!C( sent. =he sample sent by B&'I!C( had a bit yello1ish loo3
a-ter 1ash 1hich 1as not demanded by Bersh3a. =hey 1anted the clear loo3 o- product.
=hey here instructed about the 1ash o- garment. =hey pre-erred the 1ash o- sample but
1ithout the tint. =he tint is the part o- garment 1hat is put i- buyer does not 1ant to get the
clean loo3 o- denim. I- they 1ant any 3ind o- shado1 or dar3 area or other color shade then
they instruct to use tint.
=rims are instructed here also. Buyer sent B&'I!C( their original trims o r" buttons" the
crochet panel. As they 1ere not satis-ied 1ith the crochet supplier used" they sent di--erent
types o- lace -or using. =hread is also mentioned there. =hey 1anted to use the same thread
-or se1ing as
sample sent in
Spain.
&24 | P a , e
At last" they have instructed about the style o- the product they 1anted to see. =hey have
selected the pattern and the style o- supplier but they have changed it in various portions
according to their demand. =hey had di--erent thought bout the -it o- the product. ;it means
style and outloo3 o- product 1hich is mostly related 1ith the measurement o- garment. =hey
s3etched the placement o- buttons" cutting o- collar shapes" yo3e panel style" cancellation o- the
poc3ets %red mar3ed in previous picture>" cancel the darts at the bac3 1hich re-ers a se1ing
style. So" a-ter all
these amendments they 1anted their demand loo3s li3e
this.
&25 | P a , e
&26 | P a , e
and their suggested crochet panel 1as li3e
this.
Bersh3a re,uested B&'I!C( to source this type o- laces -or -urther processing o- this product
and -or the shape o- crochet lace shape they as3ed to see this attachment. So" they instructed
the button placement 1ith the button sample 1anted to add a sleeve 1hich has a bit curve and
small length. =hey 1anted to change the shape o- the bottom o- the garment also.so" 1ith all
ammendments and -ollo1ing the measurement that Bersh3a has given 1ith the product
pac3"
B&'I!C( 1as supposed to send them the -it sample 1hich 1ill be the -irst -it o-
:arriet.
&27 | P a , e
;ig: the measurement sheet
&28 | P a , e
/./ "#!S* "#*
A-ter sending the -irst -it B&'I!C( has got their reply -rom buyer. As B&'I!C( 1as
con-irmed about the order -rom the meeting they do the changes according to the buyer by
the -irst 1ee3 o- !arch. In the product pac3 buyer changed the measurements so they needed
to -ollo1 the ne1 pattern sent by the buyer. =his pattern -ile is a special art1or3 -ile uploaded
by the buyer 1ith 1hich the pattern team 1or3s. =his pattern recti-ication is mandatory -or all
the styles B&'I!C( supplies to the customer. =his pattern is also used to measure the cost o-
the garment -or 3no1ing the consumption o- the -abric -or the product.
A-ter completing the pattern recti-ication the garment goes -or se1ing. :ere" design
studio directly does not develop any changes o- the style" according to the buyers
re,uirementsG the development team o- mar3eting department arranges this. ;or the style
:arriet" they 1anted to change the -abric and also the crochet panel. =hey sent the picture
o- crochet sample and according to that B&'I!C( tried to source the lace. And have
remade it li3e they 1anted 1ithout the t1ist" poc3ets in -ront and their suggested button
placement. ;or arranging buttons they sourced the snap buttons 1ith copper -inishing and -or
lace sourcing they too3 some time and tried to arrange the lace li3e the le-t one o- sample. So"
1ith these all corrections B&'I!C( sent the -irst sample -or -it and have got the comment
a-ter one 1ee3 they sent it.
=hey have sent sample o- crochet designs -or piping be-ore and buyer have approved it. So"
they 1anted their sample 1ith the approved lace and the button si4e. But in case o-
measurement the approval 1as not got -or the garment. =here buyer 1anted to get and the
color o- lace 1as should be pure 1hite a-ter 1ash according to the buyer re,uirements 1hich
1as not achieved as it 1as outsourced and tried to match very close to the original re-erence. At
the -irst product pac3 they included the sleeve but at the time o- comment they did not li3e that
and 1anted to add another hanger nec3 inside o- denim. =here 1as another style CA!I Lace
ress 1as also going on parallel and Bersh3a used things -rom there as re-erence o- :arriet.
Buyer 1anted to change the thread as 1ell 1ith the a-ter 1ash loo3 as" they 1anted it pure
1hite. =he garment loo3ed
yello1ish a-ter 1ash 1hich 1as not pre-erred by Bersh3a. =he mail is attached
belo1.
&29 | P a , e
8rom; Mon4ro3 I!3am Cho@/hur4 N m a i3 to # M o n 4r o 3 I C M i t< tra / i n , 0 c o mO
Sent; Thur!/a4, March &', *$&+ &#&+ AM
To; 4ea!min !abina
Cc; Sabina Chan/raCant In,a3eP KSha7ia >hanKP mmahbubM! a2ar0 be< i mte<0 co mP
a97 a3 Mbe<i mte<0 co m
Su9?ect; RECTI MOD HARRIETDbe<imcoE
Dear Yeasmin
Pls find attached fitting comments on sample received
FABRIC
-Ok sample BDL_1455
SY- Noted with thanks.
MEASUREMENTS
-Find attached correct measrements! "d#st it and send s correct sample rgentl$
-"dd inside denim hanger neck
-%e are removing the sleeve
SY- Noted will follow the mentioned const!ction on the ne"t sam#le.
ACCESS$RIES
-&hread color confection mst 'e 1()*+1++ for all garment confection
-Overlook thread color confection inside garment mst 'e 1()*+1++
SY- Noted will coect the thead on the ne"t sam#le.
&3' | P a , e
-,nap 'ttons ok sample
SY- Noted with thanks.
-*rochet design on sholders ok- 't color is not ok- it mst 'e as $or sample *"./ L"*0 D10,,
*1O*20& *OLO1! Please inform s if $o have a sample or $o need a piece color for $or
reference!
SY- Noted desi%n a##o&al of sho!lde cochet lace. 'ls. note we ha&e the co!nte co#( of
CAMI )ACE *RESS sam#le to follow the same colo.
'lease note that we ha&e !sed sho!lde Cochet lace +,cm on the sam#le d!e to shinka%e it
comes +-cm. as this is cochet is lace fom so we wo!ld take +/cm width constant fo all the
si0es.
And we also want to #oceed 1!lk ode of this lace as we ae in &e( shot time on this
ode. 'ls. confim.
-*rochet pipping- find attached correct design that $o sent s 'efore- color mst 'e the same as
*"./ L"*0 D10,,
SY- Noted desi%n a##o&al of cochet #i#in% will #oceed 1!lk same as CAMI )ACE *RESS
colo.
*1O*20& ,".PL0 Please inform s if $o have it or $o need that 3e sent 'ack it for $or
reference!
SY- #ls. note we ha&e o! co!nte.
-"dd this pipping attached arond inside neck too
SY- Noted with thanks.
2AS3IN4 C$MMENTS
-%ash is not ok! Yor sample is going to $ello3 and it mst 'e light nice 'le please note that 3e
3ant the same 3ash as $o sample received *"./ L"*0 D10,, *1O*20& !Find attached pictre
&3& | P a , e
SY- Noted. will follow the same shade as CAMI lace dess on the ne"t sam#le.thanks.
Please prepare the correct sample rgentl$- 'ecase deliver$ it4s too close for approved
ever$thing!
Let s kno3 if $o have an$ do't and pdate s ne5t sample s'mission date asap!
Thanks & Regards
Mon(ol Islam Chowdh!(
.o'ile 6 78899:-81+55-591455
0-mail 6 .on$ rol /*;it 5t rad ing!c om
/.0 S$CON, "#*
A-ter these all comments the responsibility o- merchandisers 1as to get all the trim sources
and arrange all the re,uirements Bersh3a 1anted. So" they tried to source all these and
according to that they send their second -its in the last 1ee3 o- !arch7H. :ere" they tried to
arrange the lace according to the demand o- Bersh3a. A-ter that" they have got the comment o-
Bersh3a local o--ice about the -it.
According to the -its comments" the -abric is o3 as approved one. =hread is o3 in this case
1ith 1hat they 1ere not satis-ied be-ore. =he main problem B&'I!C( again -aced is
the measurement 1hich is -luctuating 1ith the original re-erence and the lace si4e. Buyer sent a
measurement o- 7B cm se1ed lace in the dress 1here the lace is shrun3 a-ter 1ash. So"
they
needed to send the same style again. =he lace 1as used by the team o- B&'I!C( 1as
actually
&32 | P a , e
7Bcm in length a-ter se1ing but just a-ter the 1ash it got shrun3. ;irstly" it has been arranged
locally -or minimi4ing the cost but then the lace does not 1or3ing the right-ul 1ay so they
need to change it and -or the -urther procedure they used the imported lace. =he lace used
in the plac3et o- :arriet is appreciated by the buyer and during the unavailability o- the prior
lace they have ignored it -or piping but buyer 1anted the same lace they used at the time o-
collection.
#ash o- the -abric is adjusted in this sample but buyer 1anted B&'I!C( to -ollo1 the
leg moc3 the sent prior to get 1as approval. But the main problem o- adjusting lace is there
and as this is the con-irmed order buyer re,uested them to send urgent si4e set as delivery date
is very near.
/.1 SiCe set sample
As" the order is con-irmed and a-ter the second -it sample the supplier B&'I!C( sent the
si4e set to the buyer and then the lace problem is re,uested to ignore. =his time the 1ash is
sent as the buyer 1anted that the light bleach 1ash 1hich creates an SAcru color o- denim
and the 1rong measurement has also been corrected.
In case o- si4e set i- di--erent color remains then jumping si4e are provided by the suppliers
li3e" -i2ing the !edium si4e other colors are sent one pieces -or one sample. So" be-ore o-
si4e set only the !edium si4e sample has been manu-actured but -or the si4e set samples o- all
the si4es o- si4e chart is needed. So" pattern is made in ne1 1ay -or di--erent si4es. It
re,uires grading. =hat time" calculation o- di--erent si4e varies and mismatch o- measurement
can be occurred -or doing the grading. )roblem occurs here -or the change o- ;abric roll also.
epending on the characteristics o- -abric it sometimes got shrun3 and sometimes stretched.
:ere" in case o- :arriet there is no di--erent color shades and 1ash instructions available.
So" just -ollo1ing the si4e chart o- Bersh3a" B&'I!C( sent the si4e set to buyer.
:ere" the responsibility o- evelopment team is over no1" the production team 1ill ta3e the
1or3-lo1 and
-urther procedure -or sending :arriet to Spain 1ill be done by )roduction
team.
&33 | P a , e
/.2 P&od.ction
p&ocess
=he -irst part o- production process is sending the )) sample 1hich re-ers to )re )roduction
sample 1here all actual trims" -abric and 1ash standard is -ollo1ed. $enerally in case
o- di--erent colors sample o- all si4es 1ith all colors are sent but in case o- :arriet" there is just
one color so" the sample is sent o- -our pieces o- di--erent si4es. Li3e" the Small %S>" !edium
%!>" Large %L>" &2tra Large %'L> are sent to buyer as sample si4e. All samples go through the
local o--ice o- Indite2 so" eight samples 1ere sent as pre production sample %)) Sample> -or
style :arriet.
.?.1Costin":
;or" the )roduction )rocess !erchandisers need to collect the costing o- all the -abric and
trims. =hey need to calculate the consumption o- -abric here and also the pattern si4e. =he
complicacy o- the style and the trims price is also included to count the costing o- any
garment. Accessories li3e the label" hangtag price is also included 1ith the costing sheet. :ere"
-or completing the costing part merchandise needs the pattern -ile -irst -or assuming the
consumption o- -abric and then" they needs to count the trims price attached in the garment. In
this case they also need the spec sheet
=hen" the production team needs the labor cost. =here is an Industrial &ngineer 1ho calculate
the time that every part o- samples needs to se1 and the cost o- the labor -or these hours. )rice
o- trims is very important in case o- measurement o- the garment. In some cases" it captures
the very big part o- costing. :ere" in case o- :arriet shirt t1o laces are used in design o- this
shirt and both o- these laces are very -ancy items and these are not very available to source.
So" the cost o- this type o- item is a bit high and adding the pro-it margin it reaches the cross
line buyer 1ants to agree. So" this is the moment o- challenges a supplier -aces to ship its
clothes. =he
sample o- costing chart is attached in the above part %content
H.8>
&34 | P a , e
.?.2 Profor$( In1oice 6PI7:
According to the )( sheet the supplier arranges all the re,uired items buyer has demanded
needs the )I %)ro-orma Invoice> 1hich is the legal document o- supplying garments to buyer.
=his is the memo that ho1 much ,uantity is ordered and supplied" 1here the all materials have
been sourced" 1hat 1ill be the carton si4e" ho1 it 1ill depart and so on. ;or :arriet the total
number o- garments that buyer 1ants is @L00 and -or that the details o- every part has been
attached hre
%)I is attached in appendi2>
.?.3 'etter of credit 6'8C7:
A-ter the )I the LMC is placed. #hen" the development team completes proceeding 1ith si4e
set these all parts o- )I" LMC are started by the production team in parallel. ;or Bersh3a" there
is a LMC o- H0 days is re,uired. So" the transaction 1ill be completed by H0 days a-ter
production. So" these all are challenges -or B&'I!C( that they need to manage all the
procedures by this
entire time span and to not hamper the shipment date. ;or" LMC they need the B(! sheet also.
It de-ines the Bill o- !aterial sheet that includes the trims" accessories" -inishing pac3age"
alarms and all prices and its boo3ing details.
.?. Boo3in" of r() $(teri(ls:
=he last preparation -rom the merchandiser end is storing the -abric" trims" accessories and
all necessary items -or production. So that -rom the operation end they do not need to 1ait
and production 1ill not be stopped.
;or the style :arriet the al boo3ing have been completed by the mid April as the production
1as supposed to start -rom the last 1ee3 o- April to meet the deadline o- shipment.
So" :arriet is almost ready to go -or its journey throughout the 1orld and the merchandisers
are in pressure o- the last moment o- its departure no1.
&35 | P a , e
/.4 Challenges:
.=.1 Intern(l C*(llen"es
;rom the sample part or the development part" the problem :arriet has to -ace is the
lace problem. =he matching o- the lace 1as almost going impossible as buyers
e2pectation because the lace is a -ancy item and due to its shrin3ing it 1as needed to be
sourced more and more 1hich 1as e2pensive and due to unavailability o- it" the sample
1as hung -or -urther procedure.
#ashing re,uirements 1as also a bit problem that B&'I!C( needed to overcome that
it 1anted the ACRU loo3 1hich is the pure -ade 1hite type o- color garment becomes
a-ter bleach 1ash. =his 1as hard to achieve because o- trims color as in bul3
production garments are 1ashed in heavy machine mi2ing huge amount o- garments.
So" 1hen all the garments mi2 together sometimes color split so" 3eeping the -resh loo3
is a challenge.
So" supplier needs to re,uest buyer to ta3e the garment as closest as possible.
=he -abric o- :arriet is tencel 1hich is an imported -abric and -or this it ta3es
generally
/B days -or development to production. $enerally it ta3es LB days. =hey have 7/ days to
shipment but the -abric needs more than this to be ready. So" this is a huge tension -or
supplier to maintain the ,uality and 1or3manship 1ith this constrained time
-or
shipment.
Communication gap bet1een the management stu--s can stretch the process as -or
their bit ignorance an approval could have been sent -or several times and
organi4ation can
-ace a big loss.
&36 | P a , e
.=.2 Extern(l C*(llen"es
&2ternal problems include the monitory policy and the e2change rate o- -oreign
transaction. B&'I!C( needs to import many items -rom abroad due to the
unavailability o- our production capacity. So" the cost sometimes gets higher because
locally sourced products can not meet the ,uality. In that case" i- the e2change rate
increases it has to -ace slight money constraint.
In case o- R!$ buyers China" :ong <ong" =ai1an is the competitor suppliers o-
Bangladesh. So" buyers can choose anyone i- they do not get in competitive price. =his
is also depended on the relationship 1ith the local o--ice o- buyers as they are the
media o- communicating 1ith suppliers. So" maintaining a good relationship is
important -or suppliers.
)rice margin is -i2ed -rom buyer. So" supplier should have a bulls eye -orecast to
maintain the price margin given by buyer. I- they can not go 1ith it then" the order can
be cancelled.
emand o- buyer sometimes go beyond the possible capacities and can be changed at
the very last moment o- time 1hich is a big ris3 -or supplier that at the last moment
production can be hampered as 1ell as the assembly line.
Unrest o- countrys political and business condition is a reason o- losing the con-idence
o- buyer to continue the business 1ith Bangladeshi supplier.
&37 | P a , e
/.5 P&ospect
=his is -ancy and trendy styles o- Bersh3a. =hese types o- products are not
ordered repeatedly.
=he product has been produced -or one buyer can not be sold to other one or" can not
be re-erred -or choosing because there is an agreement bet1een the buyer and the
supplier.
;or the di--erent type o- trims it re,uires suppliers try to avoid ta3ing this styles in
less ,uantity so" unless the ,uantity is not huge" there is no prospect.
Basic styles li3e t.shirts" shorts 1ithout variation can be ordered many items by
changing color and all but in this case :arriet does not have this chance to be ordered
again -or
ne2t season.
In -ine" it can be seen that the -uture prospect o- :arriet is not very sharp and huge in conte2t
to gro1 the business o- B&'I!C(.
C.a5ter @ve#ecommen%ation 1
Conc:usion
0.1
!ecommendation
B&'I!C( Apparels Ltd. is the largest te2tile group in Bangladesh. It has outstanding
reputation in the global mar3et -or e2cellence. It is a composite -actory 1here they have all the
sectors o- 1oven and 3nit item li3e spinning" 3nitting" dyeing" printing" embroidery"
accessories" and garments production0 So" this is huge in case o- production and maintenance
both.
:o1ever" this huge organi4ation is not -acing pro-it due to many o- reasons 1hat I
have observed -rom the internship period.
Supply chain or procurement department is not very strong in this company 1hich
causes that the merchandisers procure all the ra1 materials o- garments thats 1hy
they -eel more pressure to complete shipment and some time also over the shipment
date then
company should pay the e2tra money -or air shipment. So 1hen supply chain department
&38 | P a , e
procure all the ra1 materials then merchandiser can easily shipment the goods 1ithin
lead time.
)lanning department o- operation should be strong and the time management should
be -ollo1ed. :ere" productivity is lo1 due to less command o- the authority to1ards
the
production. It should be increased -or the higher productivity.
Puality assurance system should be moderni4ed because ,uality is the top priority o- all
international buyers.
#or3ing environment should be increased
)ay scale is very poor 1hich is needed to be increased because company 1ill
lose potential employees due to their policy.
istribution o- po1er should be 1ell managed and transparency among the 1or3ers and
the management should be -ollo1ed.
=he organi4ation is one o- the biggest organi4ations in Bangladesh and contributing the highest
amount o- $) in the economy but i- it -ollo1s these areas then it 1ill be among the greatest
in the region.
0.2 Concl.sion
In conclusion I can say that this internship report is really essential -or every student o-
business studies to get idea about te2tile industry. By completing this report I have got overall
idea o- R!$ sector and these may be help-ul to 3no1 about the technical and management
3no1ledge o- garments industry also these sector related organi4ations. =his is a huge
sector and yet to
discover the 1hole.
&39 | P a , e
I 1ant to than3 my department :ead -or giving me great opportunity o- learning. =his
Internship program 1ill help me in the -urther challenges o- li-e. I try my best to ma3e this
project enriched 1ith lots o- apparel related documents. B&'I!C( group is really a good
e2perience -or me because every person o- there so much help-ul and give me the proper
methods o- practical learning. So" at last" there is a hope o- eradicating all the obstacles and
become the leader o-
garment industries in near
-uture.
&4' | P a , e
A55en%ix
List o' abb&eviations:
Tint: dar3 area 1anted by buyer 1hich is done in denim garment. It can be blue" yello1"
pin3 etc.
Pla-6et# the line 1here button is placed in shirt.
En<,me 0as)# 1ash using by en4yme to ma3e the garment 1hite. It is done in denim product.
$lea-) 0as): it is done -or the light shade o- denim
Po!!er# snap button 1hich has -our parts
Garment A--essories: labels" barcodes" alarms etc
T)rea' -o'e. di--erent threads are used -or di--erent areas. Li3e L0ML" L0MH" /0ML. In midst
L0ML is thic3er than all.
PI= )ro-orma Invoice
PO. )urchase o- order
!e'e&ences:
1 1 1 . b e 2i m c o . c o m
h tt p: MM11 1 . a s s ig n m e n t p o in t . c o m Mo t h e r M in t e r n s h ip. r e po rt .o n . m a r 3 e t in g . ac t iv it ies . in .
b e 2 t e 2 . ltd.html
h tt p: MM11 1 . s c r ib d . c o m Md o c MH@AB0808 M B e 2i m c o . $ r o up
!s. Sha4ia <han
eputy $eneral !anager "
!erchandising B&'I!C( te2tile and
Apparel ivision !s. <amrunnanhar
esigner" B&'I!C( esign Studio
&4& | P a , e
!r. A-4al Surya
!anager" !erchandising B&'I!C( =e2tile and Apparel ivision
!r. !o4aharul Islam
Asst. !anager" !erchandising" B&'I!C( =e2tile and Apparel ivision
&42 | P a , e
Attachments:
Or'er
Referen
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&43 | P a , e
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&46 | P a , e
;ig: Attachment )I o- :arriet
&47 | P a , e