Transcript
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FACTOR AFFECTING THE GROWTH OF SUPPLY
CHAIN MANAGEMENT IN INDIAN APPAREL
INDUSTRY
Minor Project
Submitted By:AKHILESH KUMAR
FMS - 0724
2007
DEPARTMENT OF FASHION MANAGEMENTSTUDIES
NATIONAL INSTITUTE OF FASHION TECHNOLOGYGH-0 ROAD, NEAR INFO CITY,
GANDHINAGAR 382007
GUJARAT
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ACKNOWLEDGEMENT
In order to choose and carry out any research with a successful execution requires
personal liking, interest, support, and most important guidance.
I would like to take this opportunity to thank and I am highly indebted to my
guide Dr. Benaya Bhushan Jena, course coordinator, PGFMS for his never-
ending support and suggestions throughout the project, giving me direction and molding
my minor project into final stage.
I would like to mention the support,patience and help of my classmates, without
which the execution of this project would have been difficult.
Akhilesh kumar
FMS 0724
ACKNOWLEDGEMENT ............. .............. .............. .............. .............. ............... .............. ....... ...... ...... ...... ..2
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INTRODUCTION ............. .............. .............. .............. ............... .............. .............. .............. ......... ..... ..... ..... ..3
Chapter 1
INTRODUCTION
Supply Chain Management or SCM as its popularly known seems to have
become the all important focal point for business success. It has gained enormous
importance and continues to be a buzzword in the Industry as well as in the IT & the
student community. Today, people are increasingly realizing that in the intensely
competitive world, one has to keep the chain lean and responsive. Is it just something
made popular by the consultants and a few people or is it really significant for the
industry? And, what really does supply chain mean and why has it been in the limelight?
Is it something new that was non-existent earlier or is it just another buzzword which will
fade away giving way to something new. In my view, supply chain as a concept is
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definitely here to stay and it implies a new way of looking at things by questioning the
existing boundaries.
Earlier one would take at supply chain in parts, i.e. marketing, manufacturing,
purchase, distribution, transportation and so on. Each function had a different set of
people working with a particular objective in their minds. This objective was not
necessarily common across people and led to very little interaction across functions.
People were encouraged to be experts in their own functions and this helped in achieving
functional excellence. You could hear somebody say that company X excels in
manufacturing where as company Y excels in distribution or purchasing. Being excellent
in even one of these functions could give a company an edge over competition. However,
a further improvement in any of these functions wilt no longer yields substantial business
benefits. Therefore, a time has come to integrate all functions with a view to achieve
overall excellence. Probably this is why supply chain has suddenly become an all-
important arena where all the action is. Simultaneously, advances in technology have
fuelled the growth of supply chain solutions
WHAT EXACTLY IS SUPPLY CHAIN?
There are various ways to look at supply chain. One can say that it starts from the raw
material vendor and ends with the consumer; thus, it includes purchasing, marketing and
even consumer buying the product. Therefore all the processes involved in the entire
spectrum from demand generation to demand satisfaction can be called as supply chain
management. Today, in some advanced companies supply chain extend right from the
vendor procuring his raw material to the point of sale where the last sale of the product
takes place. This implies that there is transparency and information flow in the entire
chain resulting in appropriate action at each point. This action by each entity contributes
to the smooth functioning of supply chain. In some companies supply chain could only be
internal i.e. across the manufacturing facilities to company owned depots. One can
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always choose a part of the supply chain that is most relevant and focus resources to
achieve increased productivity. The benefits of supply chain could vary from
organization to organization. Key benefits could be achieving higher channel partner
satisfaction by reducing inventory, reducing inventory levels, reducing stock out
situations by balancing inventory, reducing transportation, and storage and
damage/expiry costs, meeting delivery lead times and achieving greater accuracy in the
planning process through automation.
Why is Supply Chain in the Limelight?
This recent popularity of supply chain is a simple result of advances in technology
and competition. In todays world barriers across countries have become almost invisible
as far as trade and technology are concerned. Today, the industry is facing immense
competition and also has access to the advanced world-class technology. This coupled
with the sky-high expectations of the company stakeholders calls for a new way of doing
old things. The emergence of the concept of supply chain is a result of this external
pressure.
Supply chain focus possible without technology
The data that was available earlier say only say once in a month is available online today.
And not only are that, all those complex calculations done using paper and pencil just a
matter of seconds. One no longer needs to spend energy on getting and correcting data
but correct information is available online as per requirements. Also, by just one click
one can do calculations that would probably have taken say a day earlier. The results
could also be far superior due to the sheer number of permutations that a human mind
may not be able to comprehend and also eliminates possibility of human error at various
instances. Also, the system facilitates usage of advanced planning or optimization
algorithms to achieve a very high quality output.
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However, this can be made possible only if one begins to appreciate the huge
implications of a supply chain project and invites the change by working towards
building a system that fulfills the organizational needs. Even though it may sound
clinched, the concept of supply chain comes as a tool or rather a weapon to fight out all
the inefficiencies and give real business benefits in measurable numbers. One can rise
above the mundane activities as they can be easily left to the system and give a higher
share of mind to more productive activities that include modeling and using the system
inteiiioentiy to add value to the company.
What does a Supply Chain journey imply?
The above holistic perspective is extremely essential when any organization wants to
move towards a supply chain approach. Supply chain is after all a way of thinking.... Just
doing the same old things in a new way.
However, having said the above, I would also like to add that supply chain is not as rosy
or as simple as it appears. Supply chain implies everything right from re-looking at the
organization structure to changing peoples mindsets across levels. It could also need anadvanced technology like an APO or an i2 but this in itself can help an organization only
a small way. It also includes empowering people with new skills on aH fronts,
technological inputs, analytical inputs etc. Various training sessions could be required
along with change management inputs as this not only calls for learning, mastering and
LIKING a new complex system but it also means changing attitudes for which beliefs
need to be changed! Over the years, people have formed and arrived at a set way of
working which is considered to be the best. Thus, working with a new system which is
complex initially and which calls for new learning can face a lot of resistance. A tot of
drive and commitment from the top management witi be required in the initial phase if
the entire organization has to succeed on this supply chain journey. And believe me, it
will not be easy at all... it will be really tough as one not only has to cope with the day to
day business performance pressures but also the pressures of the new way of working.
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Thus, till everyone becomes comfortable with this new way of working... the support wif!
be required across ivies. Along with this, it could also call for a change in the Key
Performance Indicators across the organization.
A lot of questions may be raised about whether the system was required at all and also
about the credibility of the system. These questions/doubts need to be addressed in order
to ensure that a lot of positive energy is generated. It could also lead to some
undercurrents that need to be managed tactfully. If issues are not managed well, this
could shake the confidence of the entire organization in the system benefits and derail the
supply chain journey.
In order to avoid any jolts midway, a proper homework is absolutely essential on the
functional as well as the people front. Once the organization has very thoroughly and
logically decided on commencing a supply chain journey and achieved a true consensus
within the organization, the likelihood of any stumbling blocks on the way is highly
unlikely. The benefits as well as the steps should be clearly shared and agreed among all
involved or impacted by the journey. This will give a strong foundation to the project that
will go a long way in ensuring success. Needless to say, along with good homework,
constant moral boosting and appropriate support at every step will be required.
Chapter 2
LITERATURE REVIEW
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Supply chain management (SCM) is the process ofplanning, implementing, and
controlling the operations of the supply chain as efficiently as possible. Supply Chain
Management spans all movement and storage of raw materials, work-in-process
inventory, and finished goods from point-of-origin to point-of-consumption. The term
supply chain management was coined by consultant Keith Oliver, of strategy consulting
firm Booz Allen Hamilton in 19821
Supply chain management must address the following problems:
Distribution Network Configuration: Number and location of suppliers,
production facilities, distribution centers, warehouses and customers.
Distribution Strategy: Centralized versus decentralized, direct shipment, Cross
docking, pull or push strategies, third party logistics.
Information: Integrate systems and processes through the supply chain to share
valuable information, including demand signals, forecasts, inventory and
transportation etc.
Inventory Management: Quantity and location of inventory including raw
materials, work-in-process and finished goods.
Supply chain execution is managing and coordinating the movement of materials,information and funds across the supply chain. The flow is bi-directional.
1COMPILED FROM MENTZER T, JOHN ;SUPPLY CHAIN MANAGEMENT
http://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Controllinghttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Consultanthttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/1982http://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Inventoryhttp://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Controllinghttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Consultanthttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/1982http://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Inventory8/3/2019 akhilesh mp
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Textile Manufacturing Retail
Raw material
FabricWoven
Knitted
Exporter andManufacturer
MerchantExporter
Sub -contractorOr job worker
Direct exporter
Indirect exporter
Buying houses
Buying office
Importer
Agent
Supply chain management is a cross-functional approach to managing the movement of
raw materials into an organization and the movement of finished goods out of the
organization toward the end-consumer. As corporations strive to focus on core
competencies and become more flexible, they have reduced their ownership of raw
materials sources and distribution channels. These functions are increasingly being
outsourced to other corporations that can perform the activities better or more cost
effectively. The effect has been to increase the number of companies involved in
satisfying consumer demand, while reducing management control of daily logistics
operations. Less control and more supply chain partners led to the creation of supply
chain management concepts. The purpose of supply chain management is to improve
trust and collaboration among supply chain partners, thus improving inventory visibilityand improving inventory velocity
Supply chain business process integration
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Successful SCM requires a change from managing individual functions to integrating
activities into key supply chain processes. An example scenario: the purchasing
department places orders as requirements become appropriate. Marketing, responding to
customer demand, communicates with several distributors and retailers, and attempts to
satisfy this demand. Shared information between supply chain partners can only be fully
leveraged throughprocess integration.
Supply chain business process integration involves collaborative work between buyers
and suppliers, joint product development, common systems and shared information.
According to Lambert and Cooper (2000) operating an integrated supply chain requires
continuous information flows, which in turn assist to achieve the best product flows.
However, in many companies, management has reached the conclusion that optimizingthe product flows cannot be accomplished without implementing a process approach to
the business. The key supply chain processes stated by Lambert (2004) are:
Customer relationship management
Customer service management
Demand management
Order fulfillment
Manufacturing flow management
Supplier relationship management
Product development and commercialization
Returns management
One could suggest other key critical supply business processes combining these processes
stated by Lambert such as:
Customerservice management
http://en.wikipedia.org/wiki/Process_integrationhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Service_managementhttp://en.wikipedia.org/wiki/Process_integrationhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Service_management8/3/2019 akhilesh mp
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to transfer possible requirements more rapidly. Activities related to obtaining products
and materials from outside suppliers. This requires performing resource planning, supply
sourcing, negotiation, order placement, inbound transportation, storage and handling and
quality assurance. Also, includes the responsibility to coordinate with suppliers in
scheduling, supply continuity, hedging, and research to new sources or programmes.
c) Product development and commercialization
Here, customers and suppliers must be united into the product development process, thus
to reduce time to market. As product life cycles shorten, the appropriate products must be
developed and successfully launched in ever shorter time-schedules to remain
competitive. According to Lambert and Cooper (2000), managers of the product
development and commercialization process must: coordinate with customer relationship
management to identify customer-articulated needs; select materials and suppliers in
conjunction with procurement, and develop production technology in manufacturing flow
to manufacture and integrate into the best supply chain flow for the product/market
combination.
d) Manufacturing flow management process
The manufacturing process is produced and supplies products to the distribution channels
based on past forecasts. Manufacturing processes must be flexible to respond to market
changes, and must accommodate mass customization. Orders are processes operating on
a just-in-time (JIT) basis in minimum lot sizes. Also, changes in the manufacturing flow
process lead to shorter cycle times, meaning improved responsiveness and efficiency of
demand to customers. Activities related to planning, scheduling and supporting
manufacturing operations, such as work-in-process storage, handling, transportation, and
time phasing of components, inventory at manufacturing sites and maximum flexibility in
the coordination of geographic and final assemblies postponement of physical
distribution operations.
e) Physical distribution
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This concerns movement of a finished product/service to customers. In physical
distribution, the customer is the final destination of a marketing channel, and the
availability of the product/service is a vital part of each channel participant's marketing
effort. It is also through the physical distribution process that the time and space of
customer service become an integral part of marketing, thus it links a marketing channel
with its customers (e.g. links manufacturers, wholesalers, retailers).
f) Outsourcing/partnerships
This is not just outsourcing the procurement of materials and components, but also
outsourcing of services that traditionally have been provided in-house. The logic of this
trend is that the company will increasingly focus on those activities in the value chain
where it has a distinctive advantage and everything else it will outsource. This movement
has been particularly evident in logistics where the provision of transport, warehousing
and inventory control is increasingly subcontracted to specialists or logistics partners.
Also, to manage and control this network of partners and suppliers requires a blend of
both central and local involvement. Hence, strategic decisions need to be taken centrally
with the monitoring and control of supplier performance and day-to-day liaison with
logistics partners being best managed at a local level.
g) Performance measurement
Experts found a strong relationship from the largest arcs of supplier and customer
integration to market share and profitability. By taking advantage of supplier capabilities
and emphasizing a long-term supply chain perspective in customer relationships can be
both correlated with firm performance. As logistics competency becomes a more critical
factor in creating and maintaining competitive advantage, logistics measurement becomes
increasingly important because the difference between profitable and unprofitable
operations becomes more narrow. A.T. Kearney Consultants (1985) noted that firms
engaging in comprehensive performance measurement realized improvements in overall
productivity. According to experts internal measures are generally collected and analyzed
by the firm including
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Cost
Customer Service
Productivity measures
Asset measurement, and
Quality.
External performance measurement is examined through customer perception measures
and "best practice" benchmarking, and includes 1) customer perception measurement,
and 2) best practice benchmarking.
Components of Supply Chain Management are 1. Standardisation 2. Postponement 3.
Customisation
PROBLEM DEFINITION
Indias fashion supply chain management is performing below its
actual potential.
RESEARCH GAP
Historically, the three fundamental stages of the supply chain, procurement, production and
distribution, have been managed independently, buffered by large inventories. Increasing
competitive pressures and market globalization are forcing firms to develop supply chains that can
quickly respond to customer needs. To remain competitive, these firms must reduce operating costs
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while continuously improving customer service. With recent advances in communications and
information technology, we are still lacking behind the other countries, in this we would try to study
the problem or factors affecting in managing the supply chain in India.
OBJECTIVE OF STUDY
The objective of the study is to trace out the various factors that are affecting the growth
of fashion supply chain in Indian apparel industry. The supply chain of India apparel
industry is greatly affected by various internal and external factors, such as high
transportations cost, government policies and other factor which is affecting growth of
SCM in India.
RESEARCH METHODOLOGY
The research strategy, or method, can be seen as the mental bridge between a
problem raised and the empirical field of interest. The method chosen shall be suitable for
dealing with the problem addressed, but it can also be argued that the problem of interest
(the research question) directs the choice of method. In other words, the character of the
problem influences the way the researcher approaches the empirical field to be studied.
This chapter is, therefore, closely linked to chapter two, in which research gaps were
identified and research objective were framed.
There are two general ways to conduct research. The first way is to use induction, this
means to begin with research and then conduct a theory. The other way is to use
deduction, this implies to begin with a theory and then conduct Research. To use a
deductive method is to follow the way of conformation. An existing theory determines
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what information to collect and how to interpret that information, and finally how to
relate the results to the existing theory. To use an inductive method implies to follow the
way of discovery. The researcher can study an object without first establishing the study
in existing theory. One risk with conducting inductive research is that the conclusions are
based on an empirical material that could be specific for certain situations, certain people,
and certain things
The dynamics of supply chains are dependent on the following key issues:
Dependable infrastructure and distribution of:
a) Power
b) Communication facilitiesc) Transportation by air, rail, road, inland waterways and shipping through high seas
Levels of automation
Macrolevel support from the government
Access to sophisticated supply-chain capabilities
Purchasing power of the customers
Industrial climate of the country
Availability of technology
Quality of labour and management
Security of systems and normal law and order situation
Global outlook
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Corruption-free environment
Bureaucratic barriers and hassle-free systems and procedures
Healthy and hygienic environment
Customer satisfaction is the mantra of supply management
Since the customers have multiple choices at their doorsteps, it has become all the more
important to add value, cut costs, respond to sudden change in demand and enhance the
value delivery to them to maintain ones market share.
The customer will always look for an easy solution to his problems instead of a
cumbersome process. The integration of supply chain with the customers will improve
the logistics as well as create confidence in the customers about the after sales service
and maintenance of the products as and when troubleshooting is needed.
Supply-chain techniques have played a vital role in creating a competitive force for the
marketability of products, by expanding the production base and market share.
The companies of developing economies have realized that an efficient supply
management is an effective tool to achieve corporate objectives.
In order to create a successful customer-centric supply-chain cycle, the business
enterprises must endeavour to synchronize their supply-chain planning whether it is 3PL,
4PL and/or Managed Supply Chain Operations (MSCO) with the product development,
procurement, materials, handling, transportation (inbound/outbound) and manufacturing.
In view of the liberalization and globalization of developing economies, the supply-
chain solutions face several challenges. Some of the developing nations, including India,
may emerge as an important manufacturing hub in the near future for a number of
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industries due to knowledge capital and strong technological and industrial capabilities in
several sectors. The key factor for any developing country and particularly India would
be the creation of dependable facilities for movement of goods and services for
indigenous and international operations.
Business enterprises are having frequent interfaces with their suppliers and customers to
retain their business presence in the market due to a tough competitive environment.
Business revolution has already taken place in China and today China is leading the
developing nations in FMCG markets all over Europe and America. South Korea,
Thailand, Taiwan, Malaysia and Indonesia are not far behind.
By the way, China being the most populated nation in the world is converting the
liability of overgrowth into an asset by providing good basic education with technical
knowledge and putting a tight cap on the further growth of population whereas we in
India are still struggling to evolve a consensus to control and regulate the supply chain of
population and how to make the best use of our existing human resources.
A safe and sound infrastructure is the foundation of an efficient and effective supply
chain. All the big brains of India agree that India needs the big bucks to upgrade the
existing infrastructure such as roads, rails, sea ports, airports energy and telecom
networks to world standards to improve its image and economy.
Dr Manmohan Singh, The Honble Prime Minister of India in his address to the New
York stock exchange during his recent visit to the USA has stated that India may need
approximate USD $150 billion for investment in infrastructure requirements. The civil
aviation sector may need $45 billion, railways $10 billion, power and telecom sectors
would be $75 billion and $25 billion respectively as a breakup of USD 150 billion.
But mobilizing adequate resources for investment in the infrastructure sector is the need
of the hour which will give agreat fillip to smoothen the supply chain constraints.
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Since the commitment of the domestic private sector and foreign investors has not been
very encouraging in the infrastructure sector, the Government has to step in with an
innovative approach to boost the confidence of the investors. Out of a total of $23 billion
of FDI that has flowed into the country in the last 13 years, only $7.66 billion has come
for infrastructure sectors like power, telecommunication and transportation.
Why the development of supply-chain infrastructure should be every developing
nations top priority is because within the next 20 years half the worlds manufacturing
exports could come from developing countries.
As regards transportation for the movement and distribution of goods and services,
which is the backbone of any supply-chain process the less said the better. Let us take the
example of our own country in regard to the vision, planning investment and
implementation and networking of various infrastructure systems.
The MNCs are certainly exploring India as a great outsourcing hub for products and
components for global markets. In order to attract foreign investors to set up a
manufacturing business, the country must develop investor-friendly infrastructure.
With power you can work 24 hours. But most of the developing economies are still
struggling to provide adequate power to maintain the desired growth in the industrial and
service sectors.
Communication connects the five factors of production namely men, money, machines,
materials and management facilitating the flow of information and knowledge, which is
vital for a supply-chain success. In underdeveloped nations, it lacks the push from the
government channels.
The issues of timing, care and safety can often cause nightmares when small but high-
value consignments of life-saving medical supplies, other highly perishable items and
items with expiry date restrictions are not delivered in time either due to transportation
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problems or improper handling and procedural delays at the port of clearance. As such
the quality of infrastructure is important for such critical and time-bound deliveries. The
logistics firms which offer supply-chain services for transportation, storage, distribution,
packaging, temperature controlled storage facilities, tracking and service support cannot
afford any goof-ups in such cases.
The growth and progress of the economy of a nation is reflected by the number of air
flights it operates in and out of the country. Air transportation is the leading mode of
logistics for movement and transfer of sensitive and bulk cargo to and from India.
There is hardly any airport of international standards for passengers and cargo handling
in India. We are still debating and deliberating on the FDI cap for the development and
improvement of our airports infrastructure.
Due to sustained growth in air traffic, both domestic as well as international, since the
1990s, there is virtual choking of all major airports in the country. Finding a parking lot
for a night halt at Delhi or Mumbai which are the industrial hubs for the movement and
distribution of air cargo is virtually impossible and airlines would soon be compelled to
move out to nearby airports or wait endlessly.
The cost-effectiveness of road transportation is washed away as soon as the rainy
season begins. The upkeep and maintenance of infrastructure is far from satisfactory. It
affects the bottom line of the business enterprises as well as the overall growth of the
national economy. It is also an inhibiting factor for attracting the investment
opportunities from foreign countries.
As regards modernization and upgradation of the existing network of Indian Railways,
expansion of capacity on key routes to handle additional freight and passenger traffic,
addressing safety concerns, etc., it is said that it is time for a surgery for Indian Railways.
Despite being an eco-friendly, cost-effective and fuel-efficient mode, the inland water
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transport system carries only 0.17 per cent of the total inland cargo in the organized
sector.
With regard to sea transportation of imports and exports, in the 15 November edition of
India Today under the Business and Economy feature there is a pathetic report on the
clogged ports about the abysmal infrastructure and surging traffic which cripples Indias
container trade gateway at JNPT and exporters losing crores of rupees due to bottlenecks
in the movement of export cargo. A garment exporter airlifted a shipment to the US at the
cost of Rs 30 lakh which was more than the value of the consignment in order to retain
his customer.
We have segmented attempts to improve particular modes of transport without realizing
the impact of such efforts on other modes. Instead we need an integrated approach of the
transport infrastructure which will minimize energy use and emissions while maximizing
competitiveness of the domestic industry with a paradigm shift in the supply-chain
process.
A practical approach is required to manage the flow of goods, services and information
from various sources based on the physical and financial resources available with each
developing country to manage the show.
In order to achieve a sustained superior performance in the supply-chain process, a
developing country must strive and evolve an appropriate strategy and execution plans
keeping in view the internal capabilities and understand the fundamental needs of the
business organizations, which will ultimately give an impetus to their sales, revenues and
profits.
With rapid economic growth in the manufacturing as well service sectors as foreseen
for the future, people cannot be denied the fruits of prosperity due to inadequate
resources to support and improve the fundamentals of supply-chain infrastructure.
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The administration responsible for the allocation of resources must listen to the signals
of the emerging demands of the industry to accord priority to the supply-chain systems
which can facilitate the growth of business and commerce.
It is not due to dearth of resources but lack of willpower, poor administration, corrupt
systems, self in the forefront and the interest of nation on the back, which leads to failure
of purpose.
Besides the competition on cost, quality and value addition, today the one with the best
supply chain will walk away with the customers.
Ultimately it will be the vision of the nation and its leadership at the macrolevel and its
style of functioning coupled with the leadership of business organizations and the cultural
ethos of the employees which will make a difference between the have and have-not
markets.
SCOPE AND NATURE OF STUDY
Nature:
Research is elaborated to understand the present state of Indian supply chain, competition
which India is facing in the global market & relatively less growth of the Indian textile
industry in the market as compared to other countries
Scope:
This research will help to find out the lacunae in the present supply system of Indian
textile and apparel industry, and will help in implementing the corrective measures which
will strengthen the Indias position in the global market.
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HYPOTHESIS
Government Policy and regulation affects Indias supply chain management.
Perceived quality affects Indias supply chain management.
Infrastructural issues affect Indias competitiveness in supply chain.
REFERENCES
1. Supply chain management by John T. Mentzer
2. www.iima.com
3. Fashion Buying and Merchandising by Sidney Packard
Textile Retail
Raw material
FabricWoven
Knitted
Exporter and
Manufacturer
Merchant
Exporter
Sub-contractor
Or job worker
Direct exporter
Indirect exporter
Buying houses
Buying office
Importer
Agent
http://www.iima.com/http://www.iima.com/
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