Kores (Bangladesh) Ltd.
(ISO 9001:2000 Certified Company)
HISTORY:
Kores (Bangladesh) Ltd is a manufacturer/exporters and buying agent of Garments having good linkage program with garments industries to support import program from Bangladesh. Kores (Bangladesh) Limited emerged from Magura Group of companies in the year 1998 as one of the best quality sweater manufacturers The Mascot International Limited a sister concern of Kores ( Bangladesh) Limited working as a buying house of different Garments items, mainly sweater of different styles, long pants, shorts, cargo pants on denim/twill fabrics, T-shirts etc., well equipped with skilled and professional team members with commitment to execute big volume orders of the valued buyers.The company is in a position to open Back to Back L/C for import of yarn and raw materials within a couple of days form the date of receipt of Master L/C for execution of the Export orders.
Sister Concern
The Mascot International Ltd.
A Sister Concern of Kores (Bangladesh) Ltd. Located House No # SW(C)14 ,
Road No # 7, Gulshan-1 Dhaka-1212, Bangladesh.
Phone:-880-2-9883736, 603079, 8829935. Fax:-880-2-8821192,
E-mail:-mgroup@bdcom.com
Service & quality
So far we have been working with different foreign buyers of Italy, France & Denmark to feed back our own manufacturing unit Kores (Bangladesh) Ltd and planning to split orders to our associate industries.
If you have a specific query on us we can offer you our services in the following manner:
1) Providing you required customer samples & salesman samples on your specific orders Queries.
2) Offering you our best workable prices on the s/samples.
3) Execution of your export orders maintaining delivery schedule, Follow-up all the steps in the production, keeping you informed about current status of your orders, checking of measurements, weight of garments as per measurements / spec sheet ultimately issuing pre-shipment inspection certificate for & on your behalf.
COMPANY OF KORES & MAGURA GROUP
Name of the associated companies of Magura Group is:
v The Mascot International Ltd.
v Kores Textiles Ltd
v Magura Paper Mills Ltd
v Bangladesh Monespool Paper Mfg. Co. Ltd.
v Bangladesh Development Company
Proposed Project:
We have taken up another sweater project of 600 knitted machines comprising of 3, 5, 7, 10 & 12 GG along with required supporting machines in the next phase, which is now under implementation. Hopefully we would be able to start serving our customers with the new sweater project from January, 2005 onward.
Kores (Bangladesh) Ltd – ISO 9001:2000 Certificate
The Value Chain Management
The Value Chain
To better understand the activities through which a firm develops a competitive advantage and creates shareholder value, it is useful to separate the business system into a series of value-generating activities referred to as the value chain. In his 1985 book Competitive Advantage, Michael Porter introduced a generic value chain model that comprises a sequence of activities found to be common to a wide range of firms. Porter identified primary and support activities as shown in the following diagram:
Porter’s Generic Value Chain
The goal of these activities is to offer the customer a level of value that exceeds the cost of the activities, thereby resulting in a profit margin.
The primary value chain activities are:
Inbound Logistics: the receiving and warehousing of raw materials, and their distribution to manufacturing, as they are required.
Operations: the processes of transforming inputs into finished products and services.
Outbound Logistics: the warehousing and distribution of finished goods.
Marketing & Sales: the identification of customer needs and the generation of sales.
Service: the support of customers after the products and services are sold to them.
These primary activities are supported by:
v The infrastructure of the firm: organizational structure, control systems, company culture, etc.
v Human resource management: employee recruiting, hiring, training, development, and compensation.
v Technology development: technologies to support value-creating activities.
v Procurement: purchasing inputs such as materials, supplies, and equipment.
The firm’s margin or profit then depends on its effectiveness in performing these activities efficiently, so that the amount that the customer is willing to pay for the products exceeds the cost of the activities in the value chain. It is in these activities that a firm has the opportunity to generate superior value. A competitive advantage may be achieved by reconfiguring the value chain to provide lower cost or better differentiation.
The value chain model is a useful analysis tool for defining a firm’s core competencies and the activities in which it can pursue a competitive advantage as follows:
Ø Cost advantage: by better understanding costs and squeezing them out of the value-adding activities.
Ø Differentiation: by focusing on those activities associated with core competencies and capabilities in order to perform them better than do competitors.
Cost Advantage and the Value Chain
A firm may create a cost advantage either by reducing the cost of individual value chain activities or by reconfiguring the value chain.
Once the value chain is defined, a cost analysis can be performed by assigning costs to the value chain activities. The costs obtained from the accounting report may need to be modified in order to allocate them properly to the value creating activities.
Porter identified 10 cost drivers related to value chain activities:
- Economies of scale
- Learning
- Capacity utilization
- Linkages among activities
- Interrelationships among business units
- Degree of vertical integration
- Timing of market entry
- Firm’s policy of cost or differentiation
- Geographic location
- Institutional factors (regulation, union activity, taxes, etc.)
A firm develops a cost advantage by controlling these drivers better than do the competitors.
A cost advantage also can be pursued by reconfiguring the value chain. Reconfiguration means structural changes such a new production process, new distribution channels, or a different sales approach. For example, FedEx structurally redefined express freight service by acquiring its own planes and implementing a hub and spoke system.
Differentiation and the Value Chain
A differentiation advantage can arise from any part of the value chain. For example, procurement of inputs that are unique and not widely available to competitors can create differentiation, as can distribution channels that offer high service levels.
Differentiation stems from uniqueness. A differentiation advantage may be achieved either by changing individual value chain activities to increase uniqueness in the final product or by reconfiguring the value chain.
Many of these also serve as cost drivers. Differentiation often results in greater costs, resulting in tradeoffs between cost and differentiation.
There are several ways in which a firm can reconfigure its value chain in order to create uniqueness. It can forward integrate in order to perform functions that once were performed by its customers. It can backward integrate in order to have more control over its inputs. It may implement new process technologies or utilize new distribution channels. Ultimately, the firm may need to be creative in order to develop a novel value chain configuration that increases product differentiation.
Technology and the Value Chain
Because technology is employed to some degree in every value creating activity, changes in technology can impact competitive advantage by incrementally changing the activities themselves or by making possible new configurations of the value chain.
Linkages between Value Chain Activities
Value chain activities are not isolated from one another. Rather, one value chain activity often affects the cost or performance of other ones. Linkages may exist between primary activities and also between primary and support activities.
Consider the case in which the design of a product is changed in order to reduce manufacturing costs. Suppose that inadvertently the new product design results in increased service costs; the cost reduction could be less than anticipated and even worse, there could be a net cost increase.
Sometimes however, the firm may be able to reduce cost in one activity and consequently enjoy a cost reduction in another, such as when a design change simultaneously reduces manufacturing costs and improves reliability so that the service costs also are reduced. Through such improvements the firm has the potential to develop a competitive advantage.
Analyzing Business Unit Interrelationships
Interrelationships among business units form the basis for a horizontal strategy. Such business unit interrelationships can be identified by a value chain analysis.
Tangible interrelationships offer direct opportunities to create a synergy among business units. For example, if multiple business units require a particular raw material, the procurement of that material can be shared among the business units. This sharing of the procurement activity can result in cost reduction. Such interrelationships may exist simultaneously in multiple value chain activities.
Unfortunately, attempts to achieve synergy from the interrelationships among different business units often fall short of expectations due to unanticipated drawbacks. The cost of coordination, the cost of reduced flexibility, and organizational practicalities should be analyzed when devising a strategy to reap the benefits of the synergies.
Outsourcing Value Chain Activities
A firm may specialize in one or more value chain activities and outsource the rest. The extent to which a firm performs upstream and downstream activities is described by its degree of vertical integration.
A thorough value chain analysis can illuminate the business system to facilitate outsourcing decisions. To decide which activities to outsource, managers must understand the firm’s strengths and weaknesses in each activity, both in terms of cost and
Ability to differentiate. Managers may consider the following when selecting activities to outsource:
- Whether the activity can be performed cheaper or better by suppliers.
- Whether the activity is one of the firm’s core competencies from which stems a cost advantage or product differentiate.
- The risk of performing the activity in-house. If the activity relies on fast-changing technology or the product is sold in a rapidly changing market, it may be advantageous to outsource the activity in order to maintain flexibility and avoid the risk of investing in specialized assets.
- Whether the outsourcing of an activity can result in business process improvements such as reduced lead-time, higher flexibility, reduced inventory, etc.
The Value Chain System:
A firm’s value chain is part of a larger system that includes the value chains of upstream suppliers and downstream channels and customers. Porter calls this series of value chains the value system, shown conceptually below:
The Value System
| … | > | SupplierValue Chain | > | FirmValue Chain | > | ChannelValue Chain | > | BuyerValue Chain |
Linkages exist not only in a firm’s value chain, but also between value chains. While a firm exhibiting a high degree of vertical integration is poised to better coordinate upstream and downstream activities, a firm having a lesser degree of vertical integration nonetheless can forge agreements with suppliers and channel partners to achieve better coordination. For example, an auto manufacturer may have its suppliers set up facilities in close proximity in order to minimize transport costs and reduce parts inventories. Clearly, a firm’s success in developing and sustaining a competitive advantage depends not only on its own value chain, but also on its ability to manage the value system of which it is a part.
Relevant Findings
3.1 Inbound Logistics
Required raw materials or accessories are listed bellow:
| Sl # | Item | Sl # | Item |
| 1 | Yarn | 18 | Size ring |
| 2 | Main Label | 19 | Silica gel |
| 3 | Size Label | 20 | Plastic Thread |
| 4 | Care Label | 21 | Scotch tape |
| 5 | Flap Label | 22 | Style Sticker |
| 6 | Hang Tag | 23 | Tag pin |
| 7 | Promo tag | 24 | Back Board |
| 8 | Brand Hang Tag | 25 | Sewing Thread |
| 9 | Barcode Tag | 26 | Zipper |
| 10 | Plastic Hang Tag | 27 | Button |
| 11 | Barcode Hang Tag | 28 | Tissue Paper |
| 12 | Poly Bag | 29 | Gum Tape |
| 13 | Blister Poly | 30 | S.P.Thread |
| 14 | Barcode Sticker | 31 | P.P.Belt |
| 15 | Hanger | 32 | Iron Belt |
| 16 | Elastic String (12″) | 33 | Master carton |
| 17 | Metal Clip (200 Pcs/Box) | 34 | Carton sticker |
Process of materials collection:
After get the order from buyer then Marketing & Merchandising section communicate with the Dying factory& Accessories supplier. And Marketing &Merchandising manager or Merchandiser consumption of Yarn as per buyer order.
Then order to Dyeing factory for Lab-dips development. Here order to that Dying factory which provide the lower cost and better quality& due time delivery. Before Lab-dips order Merchandiser must collect original sample of Yarn / Color swatch / Panton.no from buyer. And given some original swatch is to dyeing factory for Lab-dips development as like as original swatch.
After developed of Lab-dips dyeing factory submits for approval from buyer by the Marketing &Merchandiser. Here those shades get the approval from buyer. This shade goes to the bulk production.
Purchase to other accessories, Marketing &Merchandising manager or Merchandiser collect the original sample of all required accessories, Such as zipper, button, main label, size label ,care label, hang tag, price tag, poly, blister& carton from buyer.
Then communicate with the different supplier for sample development. Which accessories factory provide the lower cost and better quality& due time delivery. We order to those accessories factory for required accessories sample development.
After developed the accessories (zipper, button, main label, size label, care label, hang tag, price tag, poly, blister& carton) accessories factory submit for approval from buyer by the Marketing &Merchandiser those shade get the approval from buyer. This shade goes to the bulk production.
After approval sample of yarn and accessories from buyer then Kores (Bangladesh)Ltd opened Back-to-Back L/C against master L/C for the accessories supplier. Here, Bank accept 75% Back-to-Back not more.
Process of handling of raw materials:
| Winding dept | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether fire extinguisher provided | Yes/No | Yes | ||
| Whether first aid box provided | Yes/No | Yes | ||
| Whether face mask/cap provided | Yes/No | Yes |
| Knitting Dept | Whether sufficient lighting/ventilation | Yes/No | Yes | ||||||
| Whether fire extinguisher provided | Yes/No | Yes | |||||||
| Whether first aid box provided | Yes/No | Yes | |||||||
| Whether ample space between machines | Yes/No | Yes | |||||||
| Whether knitted panels are stored in bins | Yes/No | Yes | |||||||
| Whether proper production & QC records maintained | Yes/No | Yes | |||||||
| No of supervisors per machine | 1/30 | ||||||||
| Linking dept | Whether sufficient lighting/ventilation | Yes/No | Yes | ||||||
| Whether fire extinguisher provided | Yes/No | Yes | |||||||
| Whether first aid box provided | Yes/No | Yes | |||||||
| No of supervisors per machine | 1/26 | ||||||||
| Washing dept | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether fire extinguisher provided | Yes/No | Yes | ||
| Whether wshd & pre wshd garments are kept in bins | Yes/No | Yes | ||
| Whether proper production & QC records maintained | Yes/No | Yes | ||
| Whether workers are provided protective gear | Yes/No | Yes | ||
| Whether electric boards & switches protected fm water | Yes/No | Yes | ||
| Whether sufficient washing & drying capacity available | Yes/No | Yes |
| Pressing Dept | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether fire extinguisher provided | Yes/No | Yes | ||
| Whether pressed garments are kept in bins | Yes/No | Yes | ||
| Whether proper production records maintained | Yes/No | Yes | ||
| Whether first aid box provided | Yes/No | Yes | ||
| Whether pressing boards are marked for style & size |
| Mending/Trmg | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether pressed garments are kept in bins | Yes/No | Yes | ||
| Whether proper production & QC records maintained | Yes/No | Yes |
| QC dept | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether detailed QC records maintained | Yes/No | Yes | ||
| AQL level followed by the fty for inline & final inspections | Inline | 2.5 | ||
| Final | 4.0 | |||
| No of persons in the QC team | 12 |
| Sorting & Pkg | Whether sufficient lighting/ventilation | Yes/No | Yes | |
| Whether garments are sorted by shade before ctn pkg | Yes/No | Yes | ||
| Whether dept is adequately staffed | Yes/No | Yes | ||
| Whether sufficient walking space (aisles) btwn ctns | Yes/No | Yes | ||
| Whether ctns are stacked by style, color & size | Yes/No | Yes | ||
| Whether high stacks are avoided to prevent crushing | Yes/No | Yes | ||
| Whether carton are stacked away from water, oil etc. | Yes/No | Yes |
| Signs & Markings | Whether all depts. are properly marked | Yes/No | Yes | |
| Whether fire extinguishers are highlighted | Yes/No | Yes | ||
| Whether all exits and entrances marked | Yes/No | Yes | ||
| Whether electric boards are marked with “CAUTION” | Yes/No | Yes | ||
| Whether toilets are marked | Yes/No | Yes | ||
| Whether first aid boxes are highlighted | Yes/No | Yes | ||
| Whether generator & boiler are marked “CAUTION” | Yes/No | Yes |
Price list of required raw materials or accessories in the prospect of Bangladesh :
| Sl # | Item | Unit Value | |||
| 1 | Yarn | ……….. | 11 | Rubber Puller | $ 0.40/dzn |
| 2 | Woven Main Label | 12 | CASUAL | $ 0.40/dzn | |
| IBT Navy (KIDS) | $ 0.12 | 13 | GREAT STONE | $ 0.45/dzn | |
| TGT Red (Girls) | $ 0.12 | 14 | Zippers | ||
| Great Stone(MENS) | $ 0.14 | Nylon no-5, O/E – Full length | $1.60/dzn | ||
| Young Fashion(LADIES) | $ 0.14 | Vislon no-5, O/E – Full length | $ 2.40/dzn | ||
| 3 | Woven Size Label | $ 0.06/DOZ | Vislon no-5, O/E – half length | $ 1.00/dzn | |
| 4 | Paper Care Label | $ 0.06/DOZ | Nylon no-3, O/E – half length | $ 0.65/dzn | |
| 5 | Printed Price Tag | $ 0.12/DOZ | 15 | Embroidery: | |
| 6 | Rubber Patch | ART(0002)>4.80 unt/dz@0.25 | $ 1.20/dzn | ||
| PVC (Girls) | $ 0.50/DOZ | ‘S’logo(0003)>5 unt/dz@0.25 | $ 1.20/dzn | ||
| Great Stone | $ 0.40/DOZ | 16 | Twill Fabric | $ 1.45/yd | |
| 7 | Woven Badge(AUTHENTIC) | $ 0.48/DOZ | |||
| 8 | Fack leather string | $ 0.05/yd | |||
| 9 | CASUAL | $ 0.10/dzn | |||
| 10 | YOUNG FASHION | $ 0.10/dzn |
Price list of yarn for the running Market
| SL. No | Description | Yarn COUNT | Price |
| 1 | 100% ACRYLIC | 2/32 ”smm” | 1.35/Lbs |
| 2 | 100% ACRYLIC | 2/36 “Smm” | 1.40/Lbs |
| 3 | 100% BRIGHT ACRYLIC | 2/40 “NM’ | 1.70/Lbs |
| 4 | 100% COTTON(CARDED) | 2/20 “NE” | 2.10/Lbs |
| 5 | 100% COTTON (COMDED) | 2/20 “NE” | 2.20/Lbs |
| 6 | 100% COTTON(COMDED) | 2/30 “NE” | 2.50/Lbs |
| 7 | 100% ACY H/BULK | 2/32 “ smm” | 1.35/lBS |
| 8 | 100% ACY MELANG | 2/32 ”smm” | 1.70/Lbs |
| 9 | 100% ACY CTNLIKE | 2/26 “NE” | 1.65/Lbs |
| 10 | 100% ACY CTNLIKE | 2/28 “NE” | 1.70/Lbs |
| 11 | 100% ACY-SMILING | 1/9 “NM” | 1.80/Lbs |
| 12 | 100% ACR, CASMERE LIKE | 2/36 “smm” | 2.20/LBS |
| 13 | 100% ACR, CASMERE LIKE | 2/32 “smm” | 2.10/LBS |
| 14 | 100% ACY CHENILLE (5 GG) | 1/3.5 “NM” | 1.90/Lbs |
| 15 | 100% COTTON LIKE | 2/28 “NM” | 1.70/Lbs |
| 16 | 100% COTTON LIKE | 2/26 “NM” | 1.70/Lbs |
| 17 | 100% COTTON | 2/32NE | 100% COTTON |
| 18 | 50%/50% ACY/CTN(Combed) | 2/20 “NE” | 2.35/Lbs |
| 19 | 50%/50% ACY/CTN(Combed) | 2/30 “NE” | 2.50/Lbs |
| 20 | 50%/50% ACY/WOL( S/D) | 2/32 “smm” | 2.50/Lbs |
| 21 | 50%/50% ACY/WOL (D/D) | 2/32 “smm” | 3.00/Lbs |
| 22 | 85% / 15% ACR /WOL S/D | 2/32 “smm” | 2.25/Lbs |
| 23 | 85% / 15% ACR /WOL D/D | 2/32 “smm” | 2.35/Lbs |
| 24 | 70%/30% ACY/WOL S/D | 2/32 “smm” | 2.30/Lbs |
| 25 | 70%/30% ACY/WOL D/D | 2/32 “smm” | 2.50/Lbs |
| 26 | 70%/30% ACY/WOL S/D | 2/36”smm” | 2.30/Lbs |
| 27 | 70%/30% ACY/WOL D/D | 2/36”smm” | 2.60/Lbs |
| 28 | TWISTING CHARGE(ACRYLIC) | 0.30/lBS | |
| 29 | TWISTING CHARGE(cotton) | 0.25/lBS |
Types of Information system use of Kores (Bangladesh) Ltd to Communication:
Most of the times face-to-face meeting with supplier or communicate with them by the Telephone, FAX, e-mail as well as mobile phone.
The impact of the digital revolutionKores (Bangladesh) Ltd opened their website account (www.koresbd.com ) &e-mail account info@koresbd.com to reach their information to the potential buyer or any other else.
Operation
Process of production:
Sample Section: Buyer given to original sample/sketch /measurement sheet for sample development. if buyer is satisfied on develop sample Then buyer give the approval & After setting the price he/she give the order.
Winding section: After receiving the yarn from the dyeing factory (Before bulk production dyeing factory approved by the Lab-dips and three-set of knitting swatch from buyer through buying house or merchandiser).In the Winding section yarn is bobbin. Bobbin size depends on the knitting weight. Generally it is 2½ -3½ Lbs. but requirement of knitting section it could be ½ -4½ Lbs. After this bobbin distributed to the
Knitting distributes section. Then knitting distribution section distribute of the bobbin to
Knitting section for knitting the garments part by part. After completed the Knitting garments part by part its reach to knitting inspection section for inspection. Then again Knitting garments part by part go back to knitting distribution section.
From here Linking distribution section collect Knitting garments part by part for linking & distributed to the linking operator. After completed the linking operator submit to the
Linking inspection section. Then garments/products distribute to over lock .After over lock garments go to Trimming section including Light Cheque , here Trimming & Light Cheque both section just identity the problem for repairing in the next section its called Mending Section .After Mending garments/products go to the wash section . When wash is completed then products distribute to Iron section. From here garments distribute to sewing section for attached the main label, care label & size label. after completed sewing garments/products go to PQC .here cheque everything for ensure the perfect quality of garments/products under the direct supervision of Quality controller (QC).When PQC department is satisfied on the garments then products go to the Packing/Packaging section. Here garments would be Packing/Packaging by the poly or blister. Then finally cartoon of the garments, based on the ratio which is given from buyer.
Following departments are involved with operation/production in Kores (Bangladesh) Ltd:
1. Winding section
2. Knitting section
3. Linking inspection section
4. Trimming section
5. Mending Section
6. wash section
7. Iron section.
8. sewing section
9. PQC
10. Packaging section
REQUIRED MACHINERY’S LIST OF Kores (Bangladesh)Ltd :
| Sl. | Name of Machine | Gauge | Qty. |
| 01 | 36¢¢ Bed 3.1/28 Flat Knitting Machine (wild-horse) | 3GG | 120 Sets |
| 02 | 36¢¢ Bed 3.1/28 Flat Knitting Machine (wild-horse) | 5GG | 100 ¢¢ |
| 03 | 36¢¢ Bed 3.1/28 Flat Knitting Machine (wild-horse) | 7GG | 100 |
| 04 | Power Driven Dial Linking Machine | 6GG | 50 Sets |
| 05 | Power Driven Dial Linking Machine | 8GG | 68 ¢¢ |
| 06 | Winding Machine | 8 Spindles each | 13 Sets |
| 07 | Washing Machine | 120 Lbs each | 03 Sets |
| 08 | Drying Machine (USA) | 75 Lbs each | 02 Sets |
| 09 | Hydro Extractor | 03 Sets | |
| 10 | Auto Placket Machine | 04 Sets | |
| 11 | Steam Iron | 24 Sets | |
| 12 | Sewing Machine (Juki) | 06 Sets | |
| 13 | Overlook Machine (Juki) | 04 Sets | |
| 14 | Button Hole Machine (Juki) | 01 Set | |
| 15 | Button Stitch (Juki) | 01 Set | |
| 16 | Weighing Scale (Japan) | 02 Nos | |
| 17 | Heavy Weighing Machine (Korea) | 03 Sets | |
| 18 | Boiler (Fulton USA) | 470 kg | 01 Set |
| 19 | Boiler Stand by (Germany) | 01 Ton | 01 Set |
| 20 | Stand by Generator 80 kw. (UK) | 01 Set |
Maintain standard Quality:
With our continued and hardworking efforts in maintaining standard quality of the finished garments our perfect quality checking methods directly responsible to the management will certainly meet the customer’s satisfaction. Method consists of following forms:
- 1st inspection after knitting the finished garment parts & rectification,
- 2nd inspection after trimming with light checking & rectification.
- 3rd inspection & rectification after wash iron and then final inspection (P.Q.C) for perfect quality checking & rectification
We never compromise with the above for maintaining our goodwill and reputation. We are committed to timely shipment, maintaining 100% fine quality, strict quality control at every stage of production, responding fast to constantly changing demands.
Responsibility/task of design section:
Based on catalog or by their own innovativeness/ creativity designer could be creating new design products for sampling. As well as they are developed sample as like as original sample or Sketch or measurement sheet.( which is given from buyer) for buyer approval.
Effective& efficient as well as innovative or creative design section can bring better result for the company. That’s why Kores (Bangladesh) Ltd established the
IN HOUSE SAMPLE PRODUCTION and recruited thehigh skilled designer and employees for design section.
| Last three years Production | 1998 – 5,18, 400 Pcs |
| 1999– 6,48,000 Pcs | |
| 2000 – 7,00,000 Pcs |
List of minimum requirement to build a new factory:
1. TRADE LICENCE.
2. PROJECT PROFILE.
3. COMPANY REGISTRATION BY JOINT STOCK COMPANY.
4. TIN AND VAT CERTIFICATE.
5. BANK ACCOUNT.
6. PROJECT AND WORKING CAPITAL LOAN SANCTION FROM BANK.
7. PROJECT PERMISION LETTER FROM BOARD OF INVESTMENT GOVT.
OF BANGLADESH.
8. BGMEA MEMBERSHIP CRITIFICATE.
9. DHAKA CHAMBER CERTIFICATE.
10. IRC AND ERC CERTIFICATE FROM CCI.
11. EPB REGISTRATION CERTIFICATE FROM EPB.
12. LABOUR CERTIFICATE.
13. FACTORY LAYOUT PLAN.
14. ENVIRONMENT CERTIFICATE.
15. FIRE CERTIFICATE.
16. FIRE INSURANCE.
17. BOND LICENCE.
19. PASS BOOK FOR DHAKA, EPZ AND CHITTAGONG CUSTOMS.
20. FACTORY FLOOR INSTALATION.
21. ELECTRICITY, GAS, WASA, BOILER CONNECTION IN THE FACTORY BUILDING.
22. TELEPHONE, FAX AND COMPUTER E-MAIL CONNECTION IN THE FACTORY.
23. COMPLIANCE
24. APPOINTMENT OF WORKER, STAFE AND EXECUTIVES AS PER COMPANY ORGANOGRAM.
25. MARKETING.
26. IMPORT & EXPORT.
Outbound Logistics
Accessory/ finishing products storage or warehousing system :
| Yarn warehouse | Whether proper records maintained | Yes/No | Yes | |
| Whether sufficient lighting/ventilation | Yes/No | Yes | ||
| Whether ample moving space (aisles) | Yes/No | Yes | ||
| Whether fire extinguisher provided | Yes/No | Yes |
| Accessory store | Whether proper records maintained | Yes/No | Yes | |
| Whether sufficient lighting/ventilation | Yes/No | Yes | ||
| Whether ample racks properly marked | Yes/No | Yes | ||
| Whether fire extinguisher provided | Yes/No | Yes |
Packing strategy/ system of the finishing garments:
For packing the finishing garments we follow the two type of packing system. It could be Poly or Blister.
Poly : Based on the size, color garments put into the single poly.
Blister: When more then one garments put in together within the poly its called Blister.
After completed Poly or Blister packing section follow the ratio and based on this garments would be cartooned, are the following process:
| Cartoon Ratio |
| Solid Color – Solid Side |
| Solid Color – Assorted Side |
| Assorted Color –Solid Side |
| Assorted Color – Assorted Side |
Marketing& Sales
Products of Kores:
The products of the project are extremely well received owing their superb quality reasonable prices & maintenance of delivery schedule. Products covering children’s, men’s, women’s, sweater-pullover, cardigan, vest, skirt, overcoat & poncho etc. in any stitches, designs with different types of yarns like Acrylic, Wool, Cotton, Angora, Boucle, Chenille, Popcorn, Lambs wool, Shetland wool, Mohair, Filigree, loop yarn, Smiling, T.T. Viscose, Poodle yarn, Lycra, different mixed and fancy yarns.
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Marketing strategy of Kores (Bangladesh) Ltd:
Kores (Bangladesh) Ltdfollow the different Marketing strategy for different buyer.
Marketing strategy for selected buyer or existing buyer:
Marketing strategy for selected buyer or existing buyer including with time-to-time communicate with them and try to fulfill all requirement in each order for keeping the long term relationship.
Marketing strategy for potential/new buyer:
At first, Communicate with the potential/new buyer by issued Business development letter including complete profile of the factory, By this letter Kores (Bangladesh ) Ltd offer to buyer for factory evaluation .After this on suitable time of buyer he/she visit the factory. If buyer satisfied on the factory then have a chance to getting order from buyer ,if other activities are happen positively.
Identified consumers needs then produced/delivered product:
Firstkores (Bangladesh) Ltdidentified consumer’s needs then produced/delivered product. In garments business identified consumers needs or requirement is very important.
Market segmentation of kores:
Kores (Bangladesh) Ltd have done market segmentation. By the market segmentation they choose their market in European Union member’s country, Canada and USA. Main reasons of those market selections are – available buyer is there and they provide/offer the better price.
| Dr.Rehfeld, NKD, Kik, KarlRicker, Compesia Ltd (Chepou), Golden Penny | (Germany), |
| Vegotex | Belgium), |
| Safico, CoraCasino, Opera, Vetura, Creeks,Megatrade,Complices | (France), |
| Holm | Denmark), |
| Rex & (Peacock | U.K), |
| Jeans Centre | (Holland), |
| Wibra Supermarket | Netherlands), |
| Jecypenny | (U.S.A.), |
Competitive advantage of Kores:
With our continued and hardworking efforts in maintaining standard quality of thefinished garments our perfect quality checking methods directly responsible to the management will certainly meet the customer’s satisfaction. Method consists of following forms
1st inspection after knitting the finished garment parts & rectification,
2nd inspection after trimming with light checking & rectification.
3rd inspection & rectification after wash iron and then final inspection (P.Q.C) for perfect quality checking & rectification.
We never compromise with the above for maintaining our goodwill and reputation. We are committed to timely shipment, maintaining 100% fine quality, strict quality control at every stage of production, responding fast to constantly changing demands.
We are managing all the paper work, supervising the production from start to end and shipping the goods in accordance with your instructions
IN HOUSE SAMPLE PRODUCTION
We arrange required yarns/fabrics/accessories as per requirements of our valued buyers and provide samples on specific queries in a very quicker way to support their sales campaigns.
All this and much more is a part of our CONCEPT
Process of identify buyer / build up relation with buyer:
To build up relation with potential/new buyer: At first, Communicate with the potential/new buyer by issued Business development letter including complete profile of the factory, By this letter Kores (Bangladesh ) Ltd offer to buyer for factory evaluation .After this on suitable time of buyer he/she visit the factory. If buyer satisfied on the factory then buyer given to original sample/ sketch /measurement sheet for sample development. If buyer is satisfied on develop sample .Then buyer give the approval & after setting the price he/she give the order.
Within this time or in the shipment time several activities will happen &would be required several times to correspondence with buyer. By this correspondence day by day grow up a relation with buyer.
Marketing strategy for off season:
For off season Marketing technique for Kores (Bangladesh ) Ltd are-In the off season find out the buyers ( basically those are given the order in off season).It would be lower price. Another off season marketing technique is Subcontract base order shipment.
Only for odd season or when our factory is free or hasn’t better order in our hand just these time Kores (Bangladesh ) Ltd respond to lower price offering buyers.
Pricing strategy for sweater/garments business:
Generally As per garments weight, style, yarn types and required accessories based on these finally setting the price of products.
In the following shown how will setting the price of Kores (Bangladesh) Ltd in there WIBRA’S running order-
Pricing strategy
Buyer: Wibra Supermarket
ART.No-14570011/00 Yarn: 50/50 (Acrylic/Cotton) Wastage: 8%
STYLE.No-003.PL Weight: 7-8 Lbs/Doz
ORDER.No-1403729
Yarn consumption: First select the mid point of Weight. Then, multiple with Wastage
Here, mid point of Weight (7-8 Lbs/Doz) = 7.5 Lbs/Doz
\ 7.50´8% =8.10 Lbs/Doz
Now, 50/50 (Acrylic/Cotton) Yarn price = $2.15/Lbs
\8.10 Lbs/Doz ´ $2.15/Lbs
Yarn price = $ 18.225/Doz
Now, calculate the total price of per dozen garments/ Sweater.
Yarn price = $ 18.225/Doz
Accessories Price = $ 4.00/Doz
(Excepted Zipper)
Zipper Price = $ 3.00/Doz
Bank Charge = $ 2.00 /Doz
Cost of making (CM) = $ 14.00 /Doz
________________________________________________________________
Total Price = $ 38.225 /Doz
= $ 3.18 / Pcs
Selling technique of Kores (Bangladesh) Ltd:
Kores (Bangladesh ) Ltd is a 100% Export oriented Garments manufacturer/exporters and buying agent of Garments having good linkage program with garments industries to support import program from Bangladesh.
For selling the stock goods, first our Marketing people communicate with the stock buyer. Then provide sample including Packing list & Price to the stock buyer . If buyer accepts it thenstock could be selling.
Reason for stock goods:
Some of the reason that’s affect for stock goods. These are the following: