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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/Inventory


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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_management


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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
http://en.wikipedia.org/wiki/Quality_assurancehttp://en.wikipedia.org/wiki/Quality_assurance


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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
http://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Logistics


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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
http://en.wikipedia.org/wiki/Best_practicehttp://en.wikipedia.org/wiki/Best_practice


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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/

akhilesh mp

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