1.1.

Rationality
The RMG industry is the only multi-billion-dollar manufacturing and export industry in
Bangladesh. Whereas the industry contributed only 0.001 per cent to the countrys total export
earnings in 1976, its share increased to about 75 per cent of those earnings in 2005. Over the past
one and half decade, RMG export earnings have increased by more than 8 times with an
exceptional growth rate of 16.5 percent per annum, due to policy support of the government and
dynamism of the private sector entrepreneurs. The export-quota system in trading garment
products played a significant role in the success of the industry. However, the quota system came
to an end in 2004. Even after the end of the quota system, earnings reached about 8 billion USD
in FY06, which was only less than a billion USD in FY91. Excepting FY02, the industry
registered significant positive growth throughout this period. Bangladesh exported garments
worth the equivalent of $6.9 billion in 2005, which was about 2.5 per cent of the global total
value ($276 billion) of garment exports. The countrys RMG industry grew by more than 15 per
cent per annum on average during the last 15 years. The foreign exchange earnings and
employment generation of the RMG sector have been increasing at double-digit rates from year
to year. Some important issues related to the RMG industry of Bangladesh are noted in table 1.

Table 01: Important issues related to the Bangladesh ready-made garment

industry

Currently, The RMG industry in Bangladesh has still been expanding horizontally and
contributing to national development significantly. It comprises of about 16 percent of GDP (FY
2010-11) providing employment (both directly and indirectly) to 10.72 percent of national labor
force, in which 6.83 percent are directly employed (BBS& BGMEA). Nearly 79 percent of the
total exports of the country comprises of RMG products in FY 2010 11(EPB). Now as per the
2011 statistics, the number of RMG units is around 5,000 and the export earnings have reached
over $19.00 billion and over 3.7 million garment workers are working in the RMG units, of
whom 80 per cent are women. The following table shows the growth of RMG sector in
Bangladesh.

Table 2: Year wise Total number of RMG factories and its total employees. (BGMEA website, 2011)

To about 30 countries around the world, Bangladesh presently exports ready-made garments,
with over 45% to USA, 50% to the countries in EU and 3% to Canada and rest to the other

countries of the world. Bangladesh is known in these countries as -Bangladesh is a small

country with a strong presence.
In terms of GDP, RMGs contribution is highly remarkable; it reaches 13 percent of GDP which
was only about 3 percent in FY91. This is a clear indication of the industrys contribution to the
overall economy. It also plays a pivotal role to promote the development of other key sectors of
the economy like banking, insurance, shipping, hotel, tourism, road transportation, railway
container services, etc.
Bangladeshi RMG products are mainly destined to the US and EU. Back in 1996-97, Bangladesh
was the 7th and 5th largest apparel exporter to the USA and European Union respectively. The
industry was successful in exploring the opportunities in markets away from EU and US. In
FY07, a successful turnaround was observed in exports to third countries, which having a
negative growth in FY06 rose three-fold in FY07, which helped to record 23.1 percent overall
export growth in the RMG sector. It is anticipated that the trend of market diversification will
continue and this will help to maintain the growth momentum of export earnings.

COMPARATIVE STATEMENT ON EXPORT OF RMG AND

TOTAL EXPORT OF BANGLADESH3
35000
30000
25000
20000
15000
10000
5000
0

EXPORT OF RMG
In Million US$

TOTAL EXPORT OF BANGLADESH

In Million US$

Fig 1: Data Source Export Promotion Bureau (Year 1983-84 to Year 2013-14) Compiled by BGMEA
(3Based on Table 03)

In the above line graph (Fig 1), one can easily find out trend and the growth rate of Bangladesh
garments industry. The trend starting to going up from the year 1994-1995 and started to have a
sharp rise from the year 2009-2010. And now our total RMG export is around 25b US$ where
else the total export of Bangladesh is only around 30b US$.
In the Fig 2, one can see the comparison of export based on type. From 1992 to 2004, woven
dominated to total RMG export but now the difference is quite minimum. In the year 2013-2014,
we can see the total woven export was about 12.5b US$ compare to the knit whose total export
was just above the 12b US$.

VALUE OF TOTAL APPAREL EXPORT

FISCAL YEAR BASIS4
14000
12000
10000
8000
6000
4000
2000
0

30000
25000
20000
15000
10000
5000
0

WOVEN

KNIT

TOTAL

Fig 2: Data Source Export Promotion Bureau (Year 1992-93 to Year 2013-14) Compiled by BGMEA
(4Based on Table 04)

And in the following graph (Fig 3) we can see the comparison of total RMG export in the last
two fiscal year 2012-2013 and 2013-2014. Where we can see the RMG growth rate is

experiencing a declining trend starting from the month of April 2014. And this is due to the
recent violence and security issues in the garments industries of Bangladesh.

BANGLADESH'S RMG ((Woven + Knit) EXPORTS TO WORLD, FY 2012-13 & 2013-146

Value in Million US$
3000
2500
2000
1500
1000
500
0

50
40
30
20
10
0

Total (Woven + Knit)

(2012/13) (Million US$)

Total (Woven + Knit)

(2013/14) (Million US$)

Growth Rate (%)

Fig 3: Data Source Export Promotion Bureau (FY 2012-13 & 2013-14) Compiled by BGMEA
(6Based on Table 05)

1.1. Performance Appraisal Criteria

Results:
Question

Answers
Epyllion Group

Ha-Meem Group

ZA Apparels

Design & Source Ltd.

Yes but faced difficulties

and stop using it.

Yes and gives conflicting

results

Yes but faced difficulties

and gives conflicting
results.

Yes but faced difficulties

and gives conflicting
results.

Regular feedbacks:
360 degree feedback
Strengths
and
improvement areas
Support and plan
Best fit and compensation

Job Expectations & Goals

Timely
Reviews
&
Feedback
Performance Rewards
Training & Coaching

Planning
Monitoring
Rewards

What are the main objectives of

your
company's
performance
appraisal system?

Achievement
of
Organization Goals
Setting of individual
objectives
Evaluation of individual
performance
against
objectives
Improvement
of
Performance
Allocation of Rewards

Encouraging
Performance
Improvement
Motivating
Superior
Performance.
Setting and Measuring
Goals
Counseling
Poor
Performers
Determining
Compensation Changes
Encouraging Coaching
and Mentoring
Supporting
Manpower
Planning
Determining Individual
Training
and
Development Needs
Determining
Organizational Training
and Development Needs
Improving
Overall
Organizational
Performance

Have your traditional performance

appraisal system ever failed?
Does it give you conflicting
results? Do you think "Behavioral
anchored rating scale (BARS)"
might help you to overcome these

Yes.

Yes.

Develop an evaluation
form.
Identify
performance
measures.
Set
guidelines
for
feedback.
Create disciplinary and
termination procedures.
Set
an
evaluation
schedule.
Setting and Measuring
Goals
To judge the gap between
the actual and the desired
performance.
To help the management
in
exercising
organizational control.
Helps to strengthen the
relationship
and
communication between
superior subordinates
and
management

employees.
To diagnose the strengths
and weaknesses of the
individuals so as to
identify the training and
development needs of the
future.
To provide feedback to
the employees regarding
their past performance.
Provide information to
assist in the other
personal decisions in the
organization.
No.

Yes, most of the time.

Yes, most of the time.

Yes, most of the time.

Yes, most of the time.

Yes I think "Behavioral

anchored rating scale

Yes I think "Behavioral

anchored rating scale

Yes I think "Behavioral

anchored rating scale

Yes I think "Behavioral

anchored rating scale

Did you ever use essay appraisal

for performance appraisal? Would
you like to share the experience
with us?
What
are
the
important
components of your company's
performance appraisal system?

Achievement
of
Organization Goals
Setting of individual
objectives
Motivating
Superior
Performance.
Supporting
Manpower
Planning
Improving
Overall
Organizational
Performance

Yes.

difficulties?
What are the main KPI's (Key
Performance Indicators) of your
company?

What are your major criteria to

assess the performance of an
employee?

What
performance
appraisal
system are you following, a) 180
degree performance appraisal
system. Or b) 360 degree
performance appraisal system and
why?
What can you aim to achieve
through
your
preferred
performance appraisal system?

What are the prerequisites and the

main phases of your preferred
performance appraisal system?
How do you use your appraisal
system to chalk out employees
career progression?

How does your appraisal help in

counselling?

Who, When, and How often your

company evaluate employees
performance based on "Graphic
Rating Scales or Category
Ratings" method?
Do you use Forced Choice
Rating method for selecting or
recruiting new employees? If, yes,
then please arrange the following
main goal that you want to
achieved based on the priority; a)
To identify the activities the
candidate prefers to focus. b) To
identify if the candidates strongest

(BARS)" might help

Factory Efficiency%:
Man to Machine Ratio
Cut to ship ratio
Order to ship ratio
On time Delivery
Right First time quality
Quality to Production
Average style changeover
time
Down time percentage
Quality & quantity
Timeliness
Cost efficiency
Need for supervision
Interpersonal collision
Problem examination
Customer direction
Market direction
Negotiation skills etc

(BARS)" might help

Factory Efficiency%:
Man to Machine Ratio
Cut to ship ratio
Order to ship ratio
On time Delivery
Right First time quality
Quality to Production
Average style changeover
time
Down time percentage
Quality & quantity
Timeliness
Cost efficiency
Need for supervision
Interpersonal collision
improvement & creativity
Problem examination
Customer direction
Market direction
Entrepreneurial drive
Negotiation skills etc
360 Degree

(BARS)" might help

Factory Efficiency%:
Man to Machine Ratio
Cut to ship ratio
Order to ship ratio
On time Delivery
Right First time quality
Quality to Production
Average style changeover
time
Down time percentage
Quality & quantity
Timeliness
Cost efficiency
Need for supervision
Problem examination
Customer direction
Market direction
Entrepreneurial drive etc

(BARS)" might help

Factory Efficiency%:
Man to Machine Ratio
Cut to ship ratio
Order to ship ratio
On time Delivery
Right First time quality
Quality to Production
Average style changeover
time
Down time percentage
Quality & quantity
Timeliness
Cost efficiency
Need for supervision
Problem examination
Customer direction
Market direction
Entrepreneurial drive etc

180 Degree

360 Degree

An analysis of
development requires and
the setting of
development action plans

An open review of
performance at standard
periods

Training
Evaluation
Review
Promotion
Compensation
Employees Development
Selection Validation
Communication
Motivation
Setting
goals
and
formulating action plans
for further improvement.

Training
Evaluation
Review
Promotion
Compensation
Employees Development
Selection Validation
Communication
Motivation
Understanding himself his
strengths
and
weaknesses.

Initiated
by
HR
Department
Conducted by Managers
After
every
Three
Months
Yes

A focus for arrangement

about setting apparent
performance objectives
which are connected to
the corporate and
business strategy
Training
Evaluation
Review
Promotion
Compensation
Employees Development
Selection Validation
Communication
Motivation
Improving his
professional and
interpersonal competence
by giving him feedback
about his behavior.
Initiated by HR & Admin
Department
Conducted
by
HR
Department
After every Six Months
Yes

Initiated by Head of the

Respective Department
Conducted by Head of
the Department
Yearly
Yes

Initiated by HR
Department & Manages
Conducted by Managers
Yearly

B, A, D, C

A, B, D, C

B, A, C, D

B, A, D, C

360 Degree

An open review of
performance at standard
periods
A relation to the annual
salary review
Training
Evaluation
Review
Promotion
Compensation
Employees Development
Selection Validation
Communication
Motivation
Understanding himself his strengths and
weaknesses.

Yes

technical skills and knowledge

areas match the job requirements.
c)
To identify whether the
candidate prefers to work in a role
where they are isolated and
influence decisions solely or as
part of a larger consensus. d) To
identify whether the management
style that they are the most
productive.
Do you think it is possible to follow
Critical Incident Appraisal
technique in Bangladeshi Garment
Industries? Please explain your
companys HR policy in relation to
this.

Does your Company maintain the

Annual Confidential Report or
ACR? If yes, then What is the
evaluation period?
Management
by
Objective
(MBO) system built a link
between the upper management
and the lower level of the
hierarchy, does your company
follow this system, if yes, then
please
provide
the
major
advantages and disadvantages of
this system (based on your
experience)
Does your Company form a
committee, which study the rating
forms and make it as simple as
possible for avoiding unnecessary
complexity? (Simple Ranking /
Rating)

I dont think so, as the

number of employees are
much higher its very
tough
to
maintain
individual performance
log.

Its possible but only for

the top level employees.

01st January to 31st

December : For Workers
01st July to 30th June
: For Employees and
other Worker
Yes, we do follow it.

Yes

Not possible entirely as

its tough to maintain
such a huge number of
employees as it results in
very close supervision
which may not be liked
by the employee.

01st January to 31st

December : For All
Workers

Its possible and weve

tried to implement this
technique for all of our
employees but failed for
the general level of
employees. So we are
using it only for the top
level of employees.
01st January to 31st
December : For All
Employees

Yes

No, we dont follow this

Yes

technique.

technique.

Yes, we have a committee

No, we dont have this

No we dont have it but

for this purpose

type of committee

we from that committee

01st July to 30th June

: For All Employees

we

follow

this

occasionally.

Table 6: Results compression on the topic of Performance appraisal criteria

Out of the four local garments factory that weve visited follows more or less the same
performance appraisal systems.
For the essay appraisal system weve found that all of the garments faced difficulties using it as
most of the employees are under educated. They have also faced difficulties using this technique
for the educated employees as Managers do not take this method sincerely and Insufficient try
from all involved.

Out of the four garments the most common components performance appraisal system are
Timely Reviews & Feedback, planning, developing guideline and setting up the goals.
Surprisingly the main objectives of all the four garments companies are same. The main
objective of performance appraisals is to measure and improve the performance of employees
and increase their future potential and value to the company. Other objectives include providing
feedback, improving communication, understanding training needs, clarifying roles and
responsibilities and determining how to allocate rewards. All these are to meet the organizational
goals.
Among the four companies, three companys traditional performance appraisal system have
failed but all four companies gets conflicting results because manages sometimes lacks skill in
providing feedback and often provokes a defensive response from the employee, who may
justifiably feel he is under attack. Consequently, managers avoid giving honest feedback which
defeats the purpose of the performance appraisal. For these reasons they think "Behavioral
anchored rating scale (BARS)" might to overcome this problem as it is behaviorally based,
easy to use, fully equitable, individualized and action-oriented based system.
Three out of four selected garment company has following the modern and effective 360 degree
performance appraisal system because it help to design effective training and development
programs that increase the companys overall performance and productivity. It gives employees a
broad view of their performance from a range of sources and an opportunity to identify strengths
and weaknesses.
All four selected garment company follow the Forced Choice Rating method for selecting or
recruiting new employees and they follow it to identify the activities the candidate prefers to

focus, whether or not the candidates strongest technical skills and knowledge areas match the
job requirements. To identify whether the candidate prefers to work in a role where they are
isolated and influence decisions solely or as part of a larger consensus. And finally to identify at
what management style, they are the most productive.
Practically its not possible to follow Critical Incident Appraisal technique in Bangladeshi
Garment Industries as the number of general worker are very high and it results in very close
supervision which may not be liked by the employee.
Out of four three of the selected company doesnt follow the Management by Objective
(MBO) system because as in the local garment industry, the management has little trust on its
general workers as well as on its other employees. This is the reason why management makes
decisions autocratically and relies heavily on external controls to direct employee behavior. The
amount of time needed to implement and maintain an MBO process may also cause problems as
most of the employees have very little education. And only one company follows this system for
their top level of employees.

Findings:
Most of the company faced trouble using essay appraisal system. A most important trouble
they have faced was teaching the managers. The key findings were;

Managers do not take the method sincerely

Insufficient try from all involved

Awful statements and training obstruct effectiveness

The systems are too distinctive, remote and disruptive, and

Evaluation can be contradictory and dishonest.

The traditional appraisal technique failed in most of the company and they think "Behavioral
anchored rating scale (BARS)" might help to overcome this problem, because the BARS

approach offers several key advantages:

Its behaviorally based. The BARS system is totally focused on employee performance.
Ideally, it removes all uncertainty regarding the meaning of each numerical rating.

Its easy to use. The clear behavioral indicators make the process easier for the manager
to carry out and the employee to accept.

Its equitable. With its heavy emphasis on behavior, the evaluation process comes across
as fair.

Its fully individualized. From the standpoint of consistency within a company, BARS is
designed and applied individually and uniquely for every position.

Its action-oriented. With an understanding of the specific performance expectations and

standards of excellence, employees can much more easily take steps to improve their
performance, and theyre more likely to do so as a result.

The KPIs of these companies are the following.

Factory Efficiency%: Factory efficiency indicates how efficiently sewing lines is run in a
factory. For factory efficiency calculate total minutes produced by all lines and total minutes
attended by all lines. Factory efficiency% = (Total minutes produced X 100)/Total minutes
attended.
Man to Machine Ratio: When it is factorys Man to Machine ratio (MMR), every employees of
the factory is considered under manpower. So, Man: Machine= Total manpower: Total sewing
machines available in the factory (machines those are in use). For example, if a factory has 500

sewing machines and total manpower of the factory is 1100 then man to machine ratio
=1100:500 OR 2.2.
Cut to ship ratio: This is a ratio of total cut quantity and total shipped quantity of an order. This
indicator is measured order wise and monthly shipped orders. To keep buffer (for damaged,
defective garments) factory cuts extra pieces than order quantity. For example: factory received
an order of 20000 pieces, cut quantity 20200 pieces (1% extra cutting) and total shipped quantity
20000 pieces. Cut: Ship = 20200:20000 = 1.01. This indicator is measured to control surplus
quantity after shipment, reduction in extra cutting and damaged garment. Target Cut to ship ratio
is 1.
Order to ship ratio: Buyer expect to receive full quantity from supplier that has been ordered.
This is most important factor that buyer uses for vendor evaluation. This indicator is calculated
as = Total order quality/ Total shipped quantity. Target of Order to Ship ratio is always 1.
On time Delivery: Target on time delivery of each style is to meet shipment delivery date. If not
meet reasons of not meeting delivery date are analyzed. It is calculate as = Total orders shipped
on time/Total orders shipped on the month. For example, if factory shipped 18 styles on time out
of total 20 styles shipped in month then On time delivery of that month is =18/20*100% = 90%
Right First time quality: This indicator is represented in percentages. Total audits passed in first
time out of total audit conducted by auditors. Higher values (percentage) of right first time
quality is considered as better performance of the factory.
Quality to Production: Quality level of each department is measured in DHU and Percentage
defective unit. Higher the value of DHU higher alteration time and higher cost incurred in
quality.

Average style changeover time: Time gap between previous style over (last piece out from the
line) and first piece output of the current style is known as style change over time. Shorter
changeover time is considered as better performance level. It varies style to style and production
systems. Time of Change over time of each style is recorded and average changeover time of the
factory is measured.
Down time percentage: Down time is one of the top most reasons for less factory efficiency.
Factory analyses major down times to control and improve machine and operator utilization. Top
5 reasons for down time (also known as non-productive time, Off-standard time) are line setting,
operation sitting idle, no feeding, machine breakdown and no planning for line.

Now most of the company find using 360 degree performance appraisal system useful
because,

180 degree because its enable two-way feedback on an individuals performance.

360 degree because its a multi-rater evaluation and focuses on skills needed across
organizational boundaries.

360 degree because it encourages self-development and promotes a more open culture
where giving and receiving feedback is an accepted norm. In addition it also increases
communication within the organization.

360 degree because it help to design effective training and development programs that
increase the companys overall performance and productivity. It gives employees a broad
view of their performance from a range of sources and an opportunity to identify
strengths and weaknesses.

The HR department of these company use the following points of appraisal system to chalk out
employees career progression.
Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programs
for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.
Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance Appraisal tries
to give worth to a performance. A compensation package which includes bonus, high salary
rates, extra benefits, allowances and pre-requisites are dependent on performance appraisal. The
criteria should be merit rather than seniority.
Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programs. It helps to analyze strengths and weaknesses
of employees so that new jobs can be designed for efficient employees. It also helps in framing
future development programs.
Selection Validation: Performance Appraisal helps the supervisors to understand the validity
and importance of the selection procedure. The supervisors come to know the validity and
thereby the strengths and weaknesses of selection procedure. Future changes in selection
methods can be made in this regard.
Communication: For an organization, effective communication between employees and
employers is very important. Through performance appraisal, communication can be sought for
in the following ways:

1. Through performance appraisal, the employers can understand and accept skills of
subordinates.
2. The subordinates can also understand and create a trust and confidence in
superiors.
3. It also helps in maintaining cordial and congenial labor management relationship.
4. It develops the spirit of work and boosts the morale of employees.
All the above factors ensure effective communication.
Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance
of employees, a persons efficiency can be determined if the targets are achieved. This very well
motivates a person for better job and helps him to improve his performance in the future.
After analyzing the mentioned four companies results, we can conclude that the following are
the main advantages and disadvantages of Management by Objective (MBO) system.
Management by Objective (MBO) system is a performance Appraisal method that includes
mutual objective setting and evaluation based on the attainment of the specific objectives.
MBOS advantages lie in its results oriented emphasis. It assists the planning and control
functions and provides motivation, as well as being an approach to performance appraisal. Thats
because employees know exactly what is expected of them and how they will be evaluated.
Moreover, employees understand that their evaluation will be based on the success in achieving
mutually agreed-on objectives.

The major disadvantage of MBO is that it is unlikely to be effective in an environment where

management has little trust in its employees. So in the case of Garments industry, like ours; the
managements has very little trust on its employees. This is the reason why management makes
decisions autocratically and relies heavily on external controls to direct employee behavior. The
amount of time needed to implement and maintain an MBO process may also cause problems as
most of the employees have very little education.

Table List:
Table 1: Important issues related to the Bangladesh ready-made garment
industry

Table 2: Year wise Total number of RMG factories and its total employees. (BGMEA
website, 2011)

Table 03: COMPARATIVE STATEMENT ON EXPORT OF RMG AND TOTAL EXPORT OF

BANGLADESH

YEAR

EXPORT OF
RMG
(IN MILLION
US$)

TOTAL
EXPORT OF
BANGLADESH
(IN MILLION
US$)

% OF RMGS TO
TOTAL EXPORT

1983-84

31.57

811.00

3.89

1984-85

116.2

934.43

12.44

1985-86

131.48

819.21

16.05

1986-87

298.67

1076.61

27.74

1987-88

433.92

1231.2

35.24

1988-89

471.09

1291.56

36.47

1989-90

624.16

1923.70

32.45

1990-91

866.82

1717.55

50.47

1991-92

1182.57

1993.90

59.31

1992-93

1445.02

2382.89

60.64

1993-94

1555.79

2533.90

61.40

1994-95

2228.35

3472.56

64.17

1995-96

2547.13

3882.42

65.61

1996-97

3001.25

4418.28

67.93

1997-98

3781.94

5161.20

73.28

1998-99

4019.98

5312.86

75.67

1999-00

4349.41

5752.20

75.61

2000-01

4859.83

6467.30

75.14

2001-02

4583.75

5986.09

76.57

2002-03

4912.09

6548.44

75.01

2003-04

5686.09

7602.99

74.79

2004-05

6417.67

8654.52

74.15

2005-06

7900.80

10526.16

75.06

2006-07

9211.23

12177.86

75.64

2007-08

10699.80

14110.80

75.83

2008-09

12347.77

15565.19

79.33

2009-10

12496.72

16204.65

77.12

2010-11

17914.46

22924.38

78.15

2011-12

19089.69

24287.66

78.60

2012-13

21515.73

27018.26

79.61

2013-14

24491.88

30176.80

81.16

Data Source Export Promotion Bureau (Year 1983-84 to Year 2013-14)

Compiled by BGMEA

Table 04: VALUE OF TOTAL APPAREL EXPORT FISCAL YEAR BASIS

TOTAL APPAREL EXPORT IN MN.US$

YEAR
WOVEN

KNIT

TOTAL

1992-1993

1240.48

204.54

1445.02

1993-1994

1291.65

264.14

1555.79

1994-1995

1835.09

393.26

2228.35

1995-1996

1948.81

598.32

2547.13

1996-1997

2237.95

763.30

3001.25

1997-1998

2844.43

937.51

3781.94

1998-1999

2984.96

1035.02

4019.98

1999-2000

3081.19

1268.22

4349.41

2000-2001

3364.32

1495.51

4859.83

2001-2002

3124.82

1458.93

4583.75

2002-2003

3258.27

1653.82

4912.09

2003-2004

3538.07

2148.02

5686.09

2004-2005

3598.20

2819.47

6417.67

2005-2006

4083.82

3816.98

7900.80

2006-2007

4657.63

4553.60

9211.23

2007-2008

5167.28

5532.52

10699.80

2008-2009

5918.51

6429.26

12347.77

2009-2010

6013.43

6483.29

12496.72

2010-2011

8432.40

9482.06

17914.46

2011-2012

9603.34

9486.35

19089.69

2012-2013

11039.85

10475.88

21515.73

2013-2014

12442.07

12049.81

24491.88

Data Source Export Promotion Bureau (Year 1992-93 to Year 2013-14) Compiled by BGMEA

Table 05: BANGLADESH'S RMG EXPORTS TO WORLD, FY 2012-13 & 2013-14

Value in Million US$

ALL COUNTRIES

Woven

Knit

Month
Growth
Rate

Year

July

2012/13

2013/14

993.84

1262.38

2012/13

27.02

Growth
Rate

Year

1001.07

2013/14

1253.76

Total
(Woven + Knit)

2012/13

25.24

1994.91

Growth
Rate

2013/14

2516.14

26.13

August

765.85

796.05

3.94

792.53

848.15

7.02

1558.38

1644.20

5.51

September

697.17

985.26

41.32

746.23

1058.29

41.82

1443.40

2043.55

41.58

October

761.48

820.49

7.75

873.16

862.01

-1.28

1634.64

1682.50

2.93

November

710.04

889.35

25.25

653.96

877.61

34.20

1364.00

1766.96

29.54

December

1042.68

1229.98

17.96

908.94

1048.87

15.39

1951.62

2278.85

16.77

January

1147.64

1195.2

4.14

944.96

1045.83

10.67

2092.60

2241.03

7.09

February

979.71

1049.64

7.14

811.24

915.76

12.88

1790.95

1965.40

9.74

March

991.77

993.37

0.16

854.68

920.69

7.72

1846.45

1914.06

3.66

April

835.17

944.95

13.14

795.11

972.38

22.30

1630.28

1917.33

17.61

May

997.72

1092.26

9.48

1008.37

1115.72

10.65

2006.09

2207.98

10.06

June

1116.78

1183.14

5.94

1085.63

1130.74

4.16

2202.41

2313.88

5.06

Total:

11039.8
5

12442.0
7

12.70

10475.88

12049.81

15.02

21515.73

24491.88

13.83

Data Source Export Promotion Bureau (FY 2012-13 & 2013-14) Compiled by BGMEA