Overview of Shelltex International (Private Limited Company)

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1.0 Organizational Profile:

Company Profile 

Legal
Identity
:  Private Limited Company.

Established: 2000

Production
Unit
: 30
(Includes Knitting, Dyeing, Printed label, label. Hang tag).

Production Item:   Printed label, label. Hang tag etc.

Yearly
Turnover
: US
$ 1 Million.

Total
Employee
: 52
Persons

Bank:   NCC bank.

Comments: Our buyers are steady and
satisfied and we are also doing business in European Union.

Merchandiser

Md. Reza

Sampling Manager

(Md. Bakul)

Accessory Manager

(Md. Huzzad Ullah)

Commercial

Manager

(M.A. Khlaque)

QC Manager

(Md. Jahingir)

Shipping Manager

(Md. Mahafuz)

Accounts

Manager

(Md. Zakir Hossain)

2.0 Organogram of Shelltex International:

  Managing

Director

General Manager

(Khabir Uddin)

Merchandising Dept.

Sampling Dept.

Accessory Supply Dept.

Commercial Dept.

Production Dept.

Shipping Dept.

Accounting

Dept.



Asst. Merchandiser

Assistant

Supervisor

Assistant

QC Inspector

Supervisor

Asst.

Manager

3. Professional
service:

Our policies and services have
been built to fulfill customer satisfaction with finest quality products and
services as well as ethical responsibilities based on strong time management,
teamwork and modern communication.

Global sourcing solution for
our customer: We source for supply chains for major brands and retailers
worldwide. Our sourcing network 13 plus countries and territories across North
America, Europe and Asia. In addition to the wide range and variety of consumer
products available through its sourcing network, JAK also provides its strength
in custom product design and development to provide complete global sourcing
solutions for its customers.

Quality Service: Quality leads
flavor in our business existence as quality control is the first preference of
job conduct. Our QC teams who are highly trained and experienced follow up
following issues:

Ø  On site production monitoring

Ø  Multiple Midterm inspection

Ø  Spot check

During production pick the
product and match with buyer recent production comments.

Maintain standard quality in
every step of manufacturing from the selection of right and best materials to
the packaging and shipping.

Communication &
Coordination: Communication & Coordination are the important role in our
service. We always communicate with our buyer and coordinate with production
department, sourcing department time to time we inform to our overseas customer
updated status for all of issue. We always follow our buyer comments 

Development and Sampling: This
is an important sector in our service. Our professional team always review
buyers development package and communicate with buyer to meet their
requirements by providing Fit sample, PP sample, Salesman sample etc.

Effective and Strong
Management: On time delivery is very important to us. We manage our entire
professional as follows:

Ø  Merchandising work instruction

Ø  Production Plan

Ø  Sourcing for all of accessories and Fabrics

Ø  Shipping work instruction

Ø  Compliance

Ø  Quality maintain

Ø  Sampling

All team members, top
management to bottom are aware of shipment date. Also, an off-line database is
used to track all the process of the production, so buyers can be updated.

4.1 Mission and
Vision of Shelltex International

Since the
establishment, Shelltex International has always been dedicated to its customer
service. The success of the company is based on its management’s devotee and
innovative attitude and firm commitment to its ultimate goal.

Our Vision:

Our vision is to
provide services which directly belong to international trade in commodities
and services, by safeguarding its customers’ interests, protecting their
integrity and to make business by capturing major shares in the market through
quality products and services which would be most trusted anywhere in the
world.

Our Mission:

Our Mission is
realization of Vision through maximum delivery of quality product and services
strictly on ethical and moral standards at competitive costs ensuring optimum
benefits to the clients and ……….

1. To ensure the
best and ultimate solution to the customers in meeting their ongoing needs with
the best quality of products and services.

2. Within the
stipulated period of time.

3. To be the
market leader of the trade.

4. To handle the
requirement of the customers both profitably to them and to ourselves.

5. Factory
visiting service is available when necessary.

6.  A perfect solution will be efficiently
presented by the Shelltex International trained staffs when technical problems
occur or on customer’s request. Orders are continuously monitored by the Shelltex
International’s most efficient staffs and improved thereof till shipment.

7. Value-added
service ensures its customers’ high profits and advantage in a fierce
competitive climate.

8. To manufacture
world-class standard products for our valued customers with on time delivery.

4.2
Organizational Goals of Shelltex International

q  To employ
resources as incendiary for the growth of RMG sector.

q  To provide
service for the parties involved and invention of the necessary new service
dimension.

q  To search
for new buyers for investment and help to develop products to suit such needs.

4.3 Principal
Objectives

·
Profit maximization

·
To provide standard services.

4.4 Strategic
View of Shelltex International

·
A truly international outlook for exporting

·
A long-term commitment for exporting

·
A strategic approach to the development of new export
market

·
Credibility and close and long-term relationship in
export market

·
An international reputation for quality

·
Resources available for export support

5.1 Functional Departments of Shelltex International

All the functions of Merchandising Inc. are operated
under four major departments:

1. Merchandising department.

2. Sampling department.

3. Commercial department.

4. Accessory supply department.

5. Production department.

6. Distribution department.

5.1.1 Merchandising Department:

This department of merchandising department is responsible
for the following activities:

Searching buyers: The task of
this department started with the searches of buyers, who want to import garment
products from our country, to get the order of the garment product
manufacturing.

Introduce letter: After
finding suitable buyers this department issues an introducing letter to the
respective buyers which describes merchandising department’s total years of
experience, its parameter of total activities, efficiency and effectiveness and
relationship with existing buyers.

Cost of Making: CM is
another important activity that stands for Cost of Making. Here the merchandiser
of this dept. determines what are the things are required to make a unit or
dozen of an order. Then he makes calculation’ of per unit cost on the basis of
accessories consumption, fabric consumption, labor cost and other relevant
costs.

Price negotiation: When this
department has the clear idea about the cost involved in the desired
transaction they start price negotiation to determine a final price that the
buyer agrees to pay.

Select supplier: Merchandising
department recognizes the effectiveness, of their commitment to buyers and
thereby it shoulders the responsibility of finding out efficient buyers. The
bases of efficiency include supplier’s adequate administrative setup to prepare
all necessary documents for exports, supplier’s financial status and adequate
capacities etc.

5.1.2 Sampling Department:

It starts its activities after receiving the original
sample or sketch sample from the buyer with an, intention to testify the
capability of sampling
department to meet the desired standard of the products. Two people
contribute toward the efficiency of sampling dept. They are sampling man and
pattern master of M. Inc.

5.1.3 Commercial
Department:

The commercial department of Shelltex International
prepares pro-forma invoice for the respective buyer. The invoice includes the
quantity of the buyer’s order, its unit price and total price. The commercial
department also transfers master L/C on the name of selected supplier. This
department also maintains all clerical activities such as maintaining the accounts
of daily transaction, maintaining payroll, keeping the accounts of daily
expenditures etc.

5.1.4 Accessory
supply department:

For a smooth manufacturing, the assurance of on time
delivery of fabric and accessories is must. The responsibility of supplying
accessories to the suppliers landed on the ground of this department. To assure
this supply Merchandising Inc. utilizes two sources. One is its sister concern
FM. Printing and Packaging Company. Another is the outsourcing from its
suppliers of long term relationship. As a result the manufacturer doesn’t need
to be worried about the availability of accessories.

5.1.5 Production Department:

Although named as production department, this service
department rather follows up production dividing its activities into following
sections of Responsibilities: Quality monitor and control: This dept.
supervises the manufacturing process to maintain the quality and scheduled
progress of the manufacturing in behalf of merchandising Incorporation.

Final Inspection: For its reputation, buyers usually delegate the
responsibility of final inspection on the shoulder of quality. Inspector of
Merchandising Incorporation. The efficient inspection is the responsibility of
the quality inspector of Merchandising Inc.

5.1.6 Shipping Department:

As the name mentions the task of shipping department of
M. Inc starts from -receipt of final goods from the supplier factory after the
final inspection and ends- with loading of the goods bound for supplier. This
department also prepares the supporting documents for export such as bill of
exchange, bill of lading, commercial invoice, certificate of origin, packing
list etc.

5.2 List of Machineries

Our
mission is to provide not only the highest possible product quality but also a
total service.

01

Plain
Machine

02

Over
Lock

03

Flat
Lock

07

PMD

13

Button
Hole

14

Button
Attach

15

Rib
Cutter

8

 Kansai

Other logistic
Machineries

1

Cutting

2

Auto
Boiler

3

P.P
Belt Machine

4

Vacuum
Table

5

Steam
Iron

6

Embroidery
Machine (20 head)

7

Sewing
Thread Machine (72 cone)

We
have created world-class facilities to ensure better quality control and faster
deliveries, the way the market is demanding today.

interlock


 

Rib & Interlock

Interlock

Interlock

Washing-Garments-Dyeing-Machine


Washing-Garments-Dyeing-Machine

laser_engraving_cutting_machine_high_precision

Laser_
engraving _cutting _machine _high _precision

High-Frequency-Rotary-PVC-Welding-Machine-GL-8GR-Y3Z-


High-Frequency-Rotary-PVC-Welding-Machine-GL-8GR-Y3Z-

Our
mission is to provide not only the highest possible product quality but also a
total service to match.

Machine Specification:

SI

NAME
OF MACHINE

DIA/GG
& FEEDER.

1

MACA
BRAND HIGH SPEED SINGLE JERSY MACHINE

20″X24GGX60
FEEDER

2

21″X24GGX63
FEEDER

3

22″X24GGX66
FEEDER

4

23″X24GGX69
FEEDER

5

24″X24GGX72
FEEDER

6

26″X24GGX78
FEEDER

7

25″X24GGX75
FEEDER

8

MASA
BRAND HIGH SPEED SINGLE RIB/INTER LOCK MACHINE

30″X24
GGX60 FEEDER

9

34″X24GGX63
FEEDER

10

36″X24GGX66
FEEDER

11

40″X24GGX69
FEEDER

Special Effect: – Enzyme finishes,
silicon finish, antistatic system

 
List of Dyeing
Machine

MACHINE
NAME

Brand new tensionless relax dryer

Ballooning
squishier with compacting device

Atmospheric
normal temperature & normal pressure dyeing machine

Fire
tube boiler

Folding
compactor machine

Over
flow high temperature rapid dyeing machine & laboratory equipment.

Spec
to photo meter

Gas
generator

5.3
Working Environment

Next
to its security measures, the factory is will equipped and furnished with
enough fire-fighting equipment, fire alarms systems and trained personnel for
facilitating emergency evacuation. All of which contribute to minimizing the
fire- risks. The factory environment, with excellent lighting and ventilation,
is one of the very best of its kind in Bangladesh.

5.4 Products of Shelltex International

Ø 
Fabrics
in 100% cotton, blends and 100% polyester

Ø 
Dyeing
and finishing fabric of 100% cotton, blends and 100% polyester.

Ø 
We
coordinate with the manufacturers and exporters of readymade garments like
T-shirts, polo shirts, sportswear, underwear, and sweatshirts, casual wear,
night wears, lingerie & polar fleece jacket etc.

Ø 
Different
type of printing like Pigment, Rubber, Flock, Foil, Sugar, Discos, Deactive,
Embross, Plastic sole, Glitter, Hidensi , Transper, Gel, Stone print.

Ø 
All
type of Label and Tags.

Besides,
we have very strong marketing division for all kinds’ of ready-made garments to
expand market to Europe, U.S.A, Canada and all over the world.

5.5 Customers of Shelltex International

Customer

Angel,
SPANE

Wal-Mart
stores inc, U.S.A

Lefties
, U.S.A

NKD,Germany

Prime
Canada,CANADA

Teronva,ITALY.

Payment
procedure:

We specially deal all financial
matter with our buyer by our advising bank. Off course it is a matter that
influence by the relationship with our buyer. Most common way is-

Ø  Receive L/C

Ø  At sight

5.6 Production
Process of Shelltex International

5.6.1 Buying house

Buying
house is the middleman between the buyer and RMG factory. It is quite difficult
to arrange buyer for RMG factory because most of the buyer come from foreign.
And RMG factories website is not that much effective that’s why a class of
broker grow in this gap between buyer and the manufacturer. As they always
maintain correspondence with the buyer they have better understanding of
buyer’s requirement. They act as a helping hand for us. 

5.6.2 Buyers Order

At
first buyer request sample from the garments factory with all the necessary
information regarding to their product and then we match our capability with
the buyer’s requirement. If capability matched then we submitted a fare costing
of that product to the buyer. Here we present a copy of buyers order.

Date – 26th Sept 2007

Subject – WARREN

Hi babu,

Pls find below a file of man
t-shirt to make as follow at 2.40€:

– 95% cotton 5% lycra

– enzyme wash

–  neck width 19cm, neck
drop 1.5cm, neck depth 17cm

– with our badge on
back collar

– DTL-1: thick embroidery in
silver lurex yarn on the right shoulder at 3cm from the seam

– DTL-2: thick embroidery in
silver lurex yarn 6x2cm

– DTL-3: cross with 5 plies
in silver lurex yarn on front left armhole at 4cm from the shoulder

– DTL-5: make exactly same
seam on all the body in grey color reverse seam on sides body + sleeves
sewed with a ton to ton chain seam

 Rgds,

Noémie

5.6.3 Costing

For costing of garments we have consider so many
things such as fabric consumption, accessories, fabric GSM, colour, Print,
embroidery, sewing charge, and other additional expenses that is required in
the production process here I present some copy of costing of sample program.

5.6.4 Order:

If costing is in satisfactory level than the buyer
will send the order sheet to the factory and will request to send sample of the
ordered garments for approval. Here
I present some copy of order sheet

Supplier: Shelltex
International.

Mode
of Delivery: Boat

Time of
Delivery:   End December


Style: JACOBSON

Composition: 95% cotton 5%
elastane

Wash:   Enzyme

Weight: 180/200 gsm

Shrinkage:   4% maximum

Label:   HOPE ‘N
LIFE

Price: 3.00
USD/PC CIF


Assortment:   S M L XL

BODY
/ CONTRAST + BUTTONS + THICK PRINT / PRINT + CHAIN SEAM

WHITE
/ GREY MELANGE / LILAC   2 2 2 2

PINK
/ WHITE / CHOCO   2 2 2 2

BLACK
/ WHITE / PINK 1 1 1 1

TURQUOISE
/ WHITE / ANTHRACITE 1 1 1 1

Pieces/box: 24 pieces

Total
pieces: 1008 pieces

Total
box:   42 boxes

We won’t
accept not assorted boxes.

MEASUREMENT IN CM

SIZES

S

M

L

XL

LENGTH

66

68

70

73

CM

½ CHEST WIDTH

46

48

50

54

CM

½ BOTTOM WIDTH

47

49

51

55

CM

SHOULDER TO SHOULDER

39

41

43

47

CM

½ ARM HOLE WIDTH

22

23

24

26

CM

SLEEVE LENGTH

15

16

17

19

CM

½ OPENING ARM WIDTH

15

16

17

19

CM

NECK WIDTH

20

21

22

23

CM

NECK LENGTH

8

8

8

8

CM

NECK DEPTH

4

4

4

4

CM

HEIGHT OPENING COLLAR

14

14

14

14

CM

WIDTH OPENING COLLAR

2

2

2

2

CM

JACOBSON JACOBSON-DOS


Comments:

– Make
exactly as your sample except for following details to rectify:

– Don’t
iron the collar in order not crush it?

– Make
normal sew on armhole not raw edge.

– Be
careful to buttons on the opening collar, they are not straight on the middle
tape.

– Cancel
the front print & the back bottom print.

– Add
this badge, put it on front & back shoulder at 2cm from the left shoulder
seam & 1cm from the armhole, and don’t forget the silver nails 1cm diameter
on this badge.

ARCHIBALD-DTL-4 RIVET


– Put the back print on front. Measures I gave you wasn’t respected so
make it as

foresee 37×15.5cm

– Make a thicker print 37×6.4cm as you didn’t make a
patch.

JACOBSON-DTL-5

– The print quality you have used is not good, I need
a lighter print & with exact lettering details, it’s not enough used.

JACOBSON-DTL-4


Make same used print 24x8cm than this picture

JACOBSON-DTL-4A  

– Make same used print 15.3x3cm than this picture.

JACOBSON-DTL-4B  

– Make same used print 16×1.8cm than this picture.

JACOBSON-DTL-4C  

– This chain seam from the style DEMPSEY or the bottom
seam from the sample JACOBSON are good, use it for the seam around the collar
& the cuff.

CHAIN SEAM


Shades colours:

BODY

WHITE
  optic

PINK
  as
the sample style LYLE

BLACK
reactive

TURQUOISE
  as the sample style ARCHIBALD

CONTRAST
+ BUTTONS + PATCH

GREY
MELANGE as your swatch
n° O

WHITE
  optic

WHITE
  optic

WHITE
  optic

PRINT
+ CHAIN SEAM

LILAC
as
your swatch n° B

CHOCO
18-1222
TP

PINK
  as
the sample style LYLE

ANTHRACITE 18-0601 TP

Printed
main label colours:


Make a half moon inside the back t-shirt & put the main label print on it.

BODY / PRINTED MAIN LABEL

WHITE
/ LILAC

PINK
/ CHOCO

BLACK
/ PINK

TURQUOISE
/ ANTHRACITE


Supplier: SUNDRY
TEX BANGLADESHLTD.

Mode
of Delivery: Boat

Time
of Delivery:   End
December


Style: ARCHIBALD

Composition: 95%
cotton 5% elastane

Wash:   Enzyme

Weight: 180/200
gsm

Shrinkage:   4% maximum

Label:   HOPE
‘N LIFE

Price: 3.00
USD/PC CIF


Assortment:   S M L XL

BODY / PRINT / PRINT + SEAM / SNAP BUTTONS

WHITE
/ LIGHT GREY / LIGHT PINK / SILVER 2 2 2 2

PINK
/ WHITE / TURQUOISE / SILVER   2 2 2 2

BLACK
/ TURQUOISE / ANIS / SILVER 1 1 1 1

GREY
MELANGE / BLACK / PURPLE / SILVER 1 1 1 1

Pieces/box: 24 pieces

Total
pieces: 1008 pieces

Total
box:   42 boxes

We won’t accept not assorted boxes

MEASUREMENT IN CM

SIZES

S

M

L

XL

LENGTH

66

68

70

73

CM

½ CHEST WIDTH

46

48

50

54

CM

½ BOTTOM WIDTH

47

49

51

55

CM

SHOULDER TO SHOULDER

39

41

43

47

CM

½ ARM HOLE WIDTH

22

23

24

26

CM

SLEEVE LENGTH

15

16

17

19

CM

½ OPENING ARM WIDTH

15

16

17

19

CM

NECK WIDTH

20

21

22

23

CM

NECK LENGTH

8

8

8

8

CM

NECK DEPTH

4

4

4

4

CM

HEIGHT OPENING COLLAR

18.5

18.5

18.5

18.5

CM

WIDTH OPENING COLLAR

2.7

2.7

2.7

2.7

CM

ARCHIBALD ARCHIBALD-DOS



Comments:


Make exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it.


Use silver snap buttons for the collar & the shoulders.

RIVET– It
misses the silver nails 1cm diameter on this badge.

ARCHIBALD-DTL-4


– We made
a typing mistake for the collar tape, its 2.2cm height instead of 4cm height.
And be careful to the opening collar height & width + snap buttons
position, the sample is not in accordance with the below picture. So please
rectify further to these below measures.


Be careful to the print, on the sample the print
dribble & the crown on top has disappeared.

ARCHIBALD-DTL-3B

– The print 8 is upside-down on the sample; keep the
same way than this picture.

ARCHIBALD-DTL-5

– This is chain embroidery, what you do is not.

01-CHAIN EMBROIDERY


Shades colours:

BODY

WHITE
  optic

PINK
  as
the sample style LYLE

BLACK
reactive

GREY
MELANGE as your swatch
n° O

PRINT / PRINT + SEAM

LIGHT
GREY 13-4105 TP

WHITE
  optic

TURQUOISE
  as the sample style
ARCHIBALD

BLACK
reactive

PRINT / PRINT + SEAM

LIGHT
PINK   12-2903 TP

TURQUOISE
  as the sample style
ARCHIBALD

ANIS
  12-0524
TP

PURPLE
18-3520
TP


Printed main
label colours:


Make a half moon inside the back t-shirt & put the main label print on it.

BODY / PRINTED MAIN LABEL

WHITE / LIGHT GREY

PINK / WHITE

BLACK / TURQUOISE

GREY MELANGE / BLACK

Supplier: SUNDRY
TEX BANGLADESHLTD.

Mode
of Delivery: Boat

Time
of Delivery:   End
December


Style: DEMPSEY

Composition: 95%
cotton 5% elastane

Wash:   Enzyme

Weight: 180/200
gsm

Shrinkage:   4% maximum

Label:   HOPE ‘N LIFE

Price: 3.00
USD/PC CIF


Assortment:   S M L XL

BODY + BOTTOM CHAIN SEAM / CONTRAST + BUTTONS + CHEST CHAIN SEAM +
SLEEVE BADGE / PRINT / FOIL PRINT

WHITE
/ GREY MELANGE / TURQUOISE / SILVER   2 2 2 2

PINK
/ WHITE / ANTHRACITE / SILVER   2 2 2 2

BLACK
/ LILAC / PLUM / SILVER 1 1 1 1

GREY
MELANGE / TURQUOISE / BLACK / SILVER   1 1 1 1

Pieces/box: 24 pieces

Total
pieces: 1008 pieces

Total
box:   42 boxes

We won’t accept not assorted boxes.

DEMPSEY
DEMPSEY-DOS


– Be careful to the print, on the sample the print
dribble & you cut it because it misses a part of this print.

Comments:


Make exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it.


Make a collar in jersey doubled not in rib like the style CURTIS.


The buttons have to be in the same colour than the contrast.

– Use
silver snap buttons for the collar & the shoulders.

– It misses the silver nails 1cm diameter on this
badge. The background has to  be in the
same colour than the contrast

DEMPSEY-DTL-4

– The print on back dribble on the t-shirt so make it
lighter & we have to see it better, it’s not enough used.

DEMPSEY-DTL-6

Shades colours:

BODY
+ BOTTOM CHAIN SEAM

WHITE
  optic

PINK
  as
the sample style LYLE

BLACK
reactive

GREY
MELANGE as your swatch
n° O

CONTRAST
+ BUTTONS + CHEST CHAIN SEAM + SLEEVE BADGE

GREY
MELANGE as your swatch
n° O

WHITE
  optic

LILAC
as
your swatch n° B

TURQUOISE
  as the sample style
ARCHIBALD

PRINT

TURQUOISE
  as the sample style
ARCHIBALD

ANTHRACITE
  18-0601 TP

PLUM
as your swatch n°
F

BLACK
reactive

Printed main
label colours:


Make a half moon inside the back t-shirt & put the main label print on it.

BODY
/ PRINTED MAIN LABEL

WHITE
/ TURQUOISE

PINK
/ ANTHRACITE

BLACK
/ PLUM

GREY
MELANGE / BLACK

Supplier: SUNDRY TEX
BANGLADESHLTD.

Mode
of Delivery: Boat

Time
of Delivery:   End
December


Style: JOHANN

Composition: 95% cotton 5%
elastane

Wash:   Enzyme

Weight: 180/200 gsm

Shrinkage:   4% maximum

Label:   HOPE ‘N
LIFE

Price: 3.00
USD/PC CIF


Assortment:   S M L XL XXL

BODY
/ CONTRAST + BUTTONS + EMBROIDERY + PRINT + BADGES / FOIL PRINT

WHITE
/ PINK / SILVER   1 2 2 1 1

PINK
/ TURQUOISE / SILVER   1 2 2 1 1

BLACK
/ GREY MELANGE + GREY / SILVER 1 1 1 1 1

LILAC
/ WHITE / SILVER 1 1 1 1 1

Pieces/box: 24 pieces

Total
pieces: 1008 pieces

Total
box:   42 boxes

We won’t
accept not assorted boxes.

JOHANN JOHANN-DOS


Comments:


Make exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it.


Make a collar in jersey doubled not in rib like the style CURTIS.


Be careful to buttons on the opening collar, they are not straight on the
middle tape.


Piping only 0.2cm width.

– It
misses the silver nails 1cm diameter on this badge. Lettering print in silver
foil.

RIVET
ARCHIBALD-DTL-4


– It misses the pocket on chest

JOHANN-DTL-2

– The badge is good, make the letter B in silver foil.

JOHANN-DTL-3

Shades
colours:

BODY

WHITE
  optic

PINK
  as the sample
style LYLE

BLACK
reactive

LILAC
as
your swatch n° B

CONTRAST
+ BUTTONS + EMBROIDERY + PRINT + BADGES

PINK
  as
the sample style LYLE

TURQUOISE
  as the sample
style ARCHIBALD

Comments:


Make exactly as your sample except for following details to rectify:


Same t-shirt base than the style LYLE.


Don’t iron the collar in order not crush it.


Make a collar in jersey doubled not in rib like the style CURTIS.


Be careful to buttons on the opening collar, they are not straight on the
middle tape.


It misses this badge, put it on the back at 4cm from the bottom & 3cm from
the right side body, and don’t forget the silver nails 1cm diameter on this
badge.

MORTON-DTL-1BMORTON-DTL-1A

– The pocket measures are not good, I
need these measures not more. Cancel the contrast chain seam & the logo
printed. Make as the 2nd below picture with one button on the middle
& same folded piece on the middle pocket but with ton to ton thin seam.

SHANE-DOS
SHANE


Comments:

– Make
exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it?


You forgot all the silver nails on front & back prints.

– It
misses the silver nails 1cm diameter on this badge.

– We would like to add a piece fabric in contrast
colour sewed on the opening collar tape as below pictures.

SHANE-DTL

SHANE-DTL-

– Use the chain seam from the style DEMPSEY for this
badge.

LYLE-DOSLYLESHANE-DTL-3G


Comments:


Make exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it.


Make a collar in jersey doubled not in rib like the style CURTIS.


Be careful to buttons on the opening collar, they are not straight on the
middle tape.

– It
misses the silver nails 1cm diameter on this badge. Lettering print in silver
foil.

– This is the front badge you made


LYLE-DTL-

 
This is the front badge I want now:

Cancel
the big badge below

Cancel
the embroidery on sides of the small badge

Keep
only chain seam in cross without the ends in square shape

Bright
print ton to ton 3 shades darker than the body

LYLE-DTL

– You forgot the nails 1cm diameter on shoulders
between the chain seams. Make same chain seam than the style DEMPSEY.

LYLE-DTL-1

– Back print: patch same colour than the body

Seam patch in contrast
colour

Bright print 3 shades
darker than the body

Letter & silver foil
print

  LYLE-DTL-4

Shades
colours:

BODY

WHITE
  optic

PINK
  as
the sample style LYLE

BLACK
reactive

LILAC
as
your swatch n° B

PRINT
(3 SHADES DARKER)

WHITE
  3
shades darker than the body

PINK
  3
shades darker than the body

BLACK
3 shades
darker than the body

LILAC
3
shades darker than the body

SEAM

PLUM
as your swatch n°
F

KHAKI
  as your
swatch n° M

PINK
  as
the sample style LYLE

ANTHRACITE
  18-0601 TP

Printed
main label colours:


Make a half moon inside the back t-shirt & put the main label print on it.

BODY / PRINTED MAIN LABEL

WHITE
/ SILVER

PINK
/ SILVER

BLACK
/ SILVER

LILAC
/ SILVER

Supplier: SUNDRY
TEX BANGLADESHLTD.

Mode of Delivery: Boat

Time of Delivery: End December

Style: RANDAL

Composition:   95% cotton 5% elastane

Wash:   Enzyme

Weight:   180/200
gsm

Shrinkage: 4%
maximum

Label:   HOPE ‘N
LIFE

Price:   3.00
USD/PC CIF


Assortment:
  S M L XL XXL

BODY + POCKET / CONTRAST + BUTTONS + BADGES
/ SEAM + PRINT

WHITE
/ LILAC / CHOCO 1 2 2 1 1

PINK
/ TURQUOISE / WHITE 1 2 2 1 1

BLACK
/ TURQUOISE / GREY 1 1 1 1 1

GREY
MELANGE / PINK / ANTHRACITE 1 1 1 1 1

Pieces/box: 24 pieces

Total
pieces: 1008 pieces

Total
box:   42 boxes

We won’t accept not assorted boxes.

MEASUREMENT IN CM

SIZES

S

M

L

XL

XXL

LENGTH

66

68

70

73

75

CM

½ CHEST WIDTH

46

48

50

54

56

CM

½ BOTTOM WIDTH

47

49

51

55

57

CM

SHOULDER TO SHOULDER

39

41

43

47

49

CM

½ ARM HOLE WIDTH

22

23

24

26

27

CM

SLEEVE LENGTH

15

16

17

19

20

CM

½ OPENING ARM WIDTH

15

16

17

19

20

CM

NECK WIDTH

20

21

22

23

24

CM

NECK LENGTH

8

8

8

8

8

CM

NECK DEPTH

4

4

4

4

4

CM

HEIGHT OPENING COLLAR

17

17

17

17

17

CM

WIDTH OPENING COLLAR

2

2

2

2

2

CM

Comments:


Make exactly as your sample except for following details to rectify:


Don’t iron the collar in order not crush it.


Make a collar in jersey doubled not in rib like the style CURTIS.


It misses the silver nails 1cm diameter on this badge.

5.6.5 Dyeing
program:

After
receiving the order of program merchandiser at first prepare the color and size
ratio of the program and after that they prepare the knitting and ratio
program. There some law for fabric consumption that is important to identify
the required quantity of fabrics.

LAW:

BODY LENGTH+SLEEVE LENGTH X CHEST X 2PART X .GSM % 1000= FABRIC FOR
1 PCS+ 15% FABRIC

 Here I present a copy of dyeing program

FABRIC
TYPE : 100% COTTON FRANC TERRY 400 GSM WITH OUT BRUSH

&
SINGLE JERSEY 240 GSM

S/L

1

STYLE

FABRIC
TYPE

Colour

GSM

DIA/CM

QTY/KG

1X1LYCRA

2

Iron
Cap

100%cotton
terry fleece

White
11-0601tpx

400

58

30
kg

With
Flat knit

3

Iron

100%
cotton S/Jersey

White
11-0601tpx

240

58

15
kg

02
kg

4

Istycap
08

100%
cotton terry fleece

Black
19-0303 tpx

400

58

30
kg

with
tipping

5

Dry
08

100%
coton S/Jersey

Black
19-0303 tpx

240

58

15
kg

02
kg

6

Istituzionale
08

100%
cotton S/Jersey

Black
19-0303 tpx

240

58

15
kg

03
kg

7

Arvid

100%
cotton terry fleece

Black
19-0303 tpx

400

58

25
kg

04
kg

8

Simplex
08

100%
cotton S/Jersey

Black
19-0303 tpx

240

58

15
kg

04
kg

Merchandiser

G.M
knitting Ltd

After
knitting program we send 1x1m fabric to the buyer for the approval of color and
shade of the fabric. If the fabric matched with the requirement than we use the
fabric for production purpose.

5.6.6
Cutting:

After
the fabric arrive in the factory then we send the fabric along with the
measurement sheet to the cutting section. In cutting section cutting master cut
the fabric according the measurement & sends it to printing section or
embroidery section if necessary.

5.6.7
Printing:

In
printing section print master at first develop the design of the print and make
frame according the print. Before printing print master send a printing sample
to the merchandiser. Merchandiser mach the print with the requirement and color
Pantone if matched than he give permission to print the fabric. Here I present
a copy of printing requirement.

5.6.8 Embroidery:

When printing finished then print
master send the fabric to th embroidery section if necessary. In embroidery
section embroidery designer make the design of embroidery and set stitches for
that design here I present some copy of embroidery design.

Embroidery patch

  RANDAL-DTL-5A

Embroidery design

 

LYLE-DTL-

5.6.9 Sewing Thread:

Thread may be contrast or in same
color it must be matched with requirement. Store manages the sewing thread and
the merchandiser approves the color and quality.

5.6.10 Sewing:

After embroidery of fabric in charge of the section send the Fabric to
the sewing section in sewing section we send some of the accessories which need
to be attached with the garment. Sewing section in charge and production
manager observes the sewing process and keep them update with comments from the
measurement. (Here by comments I mean the correction of order sheet and
approval from buyers

5.6.11 Finishing:

 After sewing the RMG goes to finishing sector
for attachment of other accessories, folding, packing, here we aid them with
folding and packing approval from buyers. Here I present some list of
accessories

5.7 PRODUCTION ACCESSORIES


Hang tag: 6x10cm

Paper
thickness 500gsm

Background
white colour


Attached with orchid satin
lace & a silver pin

MEN HTAG-FRONT

FRONT SIDE

MEN HTAG-FRONT-DTL-1

Background draw orchid 17-3628 TP

MEN HTAG-FRONT-DTL-2

Outline + lettering in bright silver foil

After attachment of all
accessories and packing the finishing section pack the garments in required
carton in proper ratio and put the level of buyer address and the factory
address on the carton. After Buying Quality Controller come in inspection to if
the product meet their requirement. Then they send theses carton in our store
house before shipment date

5.7.1 Cargo booking:

Cargo booking is another impotent
responsibility of merchandiser there is a law of cargo booking.

After booking of cargo we send
RMG to port and there Buyer runs an inspection where the product is ok or not
if products ok then the commercial merchandiser take the shipment document
after customer clearance and submit the document to exporter bank and receive
the LC money

6.1
Learning through my tasks (Job Responsibility):

As
Business Promotional Officer I face the following responsibility:

Communicate with new and existing
buyers to expand the business even farther in national and in international
areana.


From an inquiry, all information is gathered (measurement, Which fabric, color,
what type of print, quantity, packaging, FOB or CIF etc) to provide a good
price.


If price is o.k.; Then making & sending of sample to buyer for approval of
style, print (if any), GSM, fabric, measurement & if there is any
rectification to be made, we must done it accordingly.


After approval + fixing a delivery date, order is placed to the nominated
factory. Fabric conjunction information


Forwarding master sample + accessories + PO to factory.


With the help of QC, whole production status is being send to buyer through
mail + phone.

 -Daily production discussion with QC + keeping
in touch with factory production in charge.

-Prepare
weekly reports, monthly reports, master summary; incoming accessories inventory
report to be sent to buyer for a better follow up of production in here + for a
good understanding & correspondence system.

-Always
being a source of information for a prompt reply for buyer queries through
phone or by mail. During buyer visit in Bangladesh, all discussion, claims (if
any) queries concerning production inspection or any production problem should
be solved here itself.


Maintain liaison with the shipping Lines & forwarder.

-For
delivery, vessel is booked from the nominated shipping line.

-Preparing
we/C based on inspected garments for shipment. Scrutinizing Export & Import
documents. After delivery, buyer is provided the original documents through
courier.

6.2Comparison between textual work in
school and in internship:

The text books that I have learn trough out my
education life had helped me a lot in the practical work life of internship.
This has created a base for me, depending on which I have worked and learned
various job related problems and managed to find solutions for those problems.


When we worked in accounting department the
accounting related knowledge that we have learn in various courses has helped
me such as Financial Accounting, Accounting Theory, Advanced Accounting,
Auditing etc.


When we worked in production department and worked
on production of various products the knowledge we gained from Cost Accounting,
Strategic Management Accounting helped me.


When we worked as Business promotional officer my
main job responsibility was to communicate with new and existing buyers from
both inside and outside national boundaries.


To understand the nature and complication of
government regulations on the business and the law by which it is controlled
the course Business Law helped me a lot.

FINDING AND ANALYSIS

Findings

7.1.1 Readymade
garments market of Bangladesh

Bangladesh now exports garments
to about 25 countries around the world, the USA is the single largest importer
of its RMG products, amounting to 43 percent of total garment exports.
Bangladesh is the sixth-largest supplier of apparel in the US market.
Considering the European Union as a single market, the USA then becomes the
second largest. Over the past few years, Bangladesh’s RMG exports to the EU
have expanded rapidly, with the EU currently importing about 52 percent of
Bangladesh’s total garment products. The inter-temporal evidence of the narrow
market base of Bangladesh RMG exports in the 1990s is provided by the
concentration of exports to the US and EU market. While the export share to the
USA has witnessed an annual average rate of decline of 1.5 percentage points,
however, the corresponding share to the EU has experienced an annual growth
rate of 1.6 percentage points. Thus, the increment in the EU share has simply
replaced the declining share in the USA market, which suggests that, instead of
diversification, Bangladesh’s export market has remained concentrated over the
past decade. The combined market share of the USA and the EU has thus increased
from 95.5 percent to 95.6 percent between 1991-92 and 1998-99. Bangladesh so
far has been unable to gain access to ASEAN or Indian markets, although it
imports a huge quantity of fabrics and yarn from these countries. Similarly,
although it imports about 95 percent of its total garment machinery from Japan,
its market share of apparel export to Japan is a mere 0.1 percent.16
Bangladesh’s inability to gain access to these large markets in turn suggests
that the country has yet to establish its claims, as advocated by the WTO, to
the principles of reciprocity and market access. The North American quota
system and GSP facilities afforded by the EU have contributed to the
undiversified RMG export market in Bangladesh; in that entrepreneurs have
focused on taking advantage of these special opportunities. Thus, the entire
national clothing export business will be endangered by the year 2008, when the
MFA is eliminated and GSP schemes may cease to operate. The country must thus
make immediate and vigorous attempts to diversify its export markets.

7.1.2Why buyers come here:

The principal static comparative
advantage that Bangladesh enjoys over potential competitors is its cheap labour
force. The wage level in the RMG industry is low both for males and females, compared
with workers in a similar category in other sectors. For instance, a comparison
on the basis of wage data provided by Bangladesh Bureau of Statistics8 shows
that the average monthly wage of skilled RMG factory workers is 1.4 to 2 times
lower than that of similar factory workers in the textile and other sectors.

Table: Labor costs
in selected countries (in US $/hour)

Countries   1991 1993

Bangladesh
  NA 0.16

India 0.25 0.27

Pakistan   0.24 0.27

Sri
Lanka   0.39
0.35

China
0.24 0.25

Indonesia   0.18  
0.28

Thailand
0.59   0.71

Italy   13.5 NA

UK 7.99 NA

US 6.77   NA


Sources: Moore 1997, Table 2; Ramaswamy
and Gereffi 1998, 123 as quoted in M. Vijayabaskar, “Productivity,
Competitiveness and Job Quality in Garment Industry in India,” a discussion paper
prepared for the Sub-regional Meeting on Productivity, Competitiveness and Job
Quality in Garment Industry in South Asia, Kathmandu 25-26 September 2001.

Table : Unit price
realization of selected garment exports (in US $/piece)


SITC Product Bangladesh India Pakistan Sri
Lanka   China   Thailand

Description


Men’s woven wear

8414 Trousers 4.21
3.91 3.67   6.44
5.74 6.35

84151 Cotton shirts 4.82 5.59
3.74 6.15
4.02 7.51

84159 Shirts (others) 4.17 6.16 2.89  
5.72 5.28 4.85

Men’s knit wear

84324 Trousers 3.17 2.80 3.21 3.90 2.04  
3.29

84371 Cotton shirts   2.97 4.53
4.06 7.44
5.49   7.48

84379 Shirts (others)   3.45 4.62   3.81 6.08   8.14   3.34

Women’s woven wear

8425 Trousers, breeches


 3.47
4.77 4.04 5.39
7.53 6.05

8426 Blouses, shirt-blouse

4.55     4.22   3.67   5.87 5.85  
7.13

8427 Skirts 3.28 3.94   3.14   5.69   6.77 7.04

Women’s knit wear

8425 Skirts 0.00 2.92   5.68 4.85 3.13 4.41

8426 Trousers, breeches

 2.59 3.74   2.90  
4.82 6.78   4.54

Source: “Globalization and the Apparel
Industry of Pakistan,” a discussion paper prepared by Asir Manjur for SMEDA (Small
and Medium enterprise Development Authority) for the Sub-regional Meeting on
Productivity, Competitiveness and Job Quality in Garment Industry in South
Asia, Katmandu 25-26 September 2001.

7.1.3
Merchandising in garments factory in Bangladesh

There
is two type of merchandising in Garment Company:

o
Commercial

o
Official

Commercial

They manage the
export related document and ensure that the buyer LC is accurate. After
production they also manage the document of shipment.

Official

They manage the
production process and see whether the product is produced regarding the
requirement of the buyer and delivery the produced good within the shipment date.
We are an official business promotional officer of Shelltex International.

7.1.4
Problems and Barriers of RMG merchandising – supplier Industry of Bangladesh:

The problems and barriers that are hindering the growth
of export­ oriented Buying House industry are classified under the following
major functional areas:

q  Human
resource development

q  Infrastructure.

q  Marketing

Human Resource
Problems of Buying House:

Unskilled Employee:

Most of the employees are not enough skilled to perform
their job. In the there are some post such as quality controller, design maker,
merchandiser that require technical skill to be performed but as the employees
do not have any institutional training they lack such technical skill. On1y way
they can learn is through on the job training. Convincing foreign buyers and
establishing long term relationship with them is one of the most important
tasks. To perform this job employees need proper language and communication
skill. 13ut in our country as the education medium is Bengali and there is less
opportunity to learn other foreign languages therefore employees lack
communication skill to convince and establish long-term relationship with
foreign Buyer.

No training Institution:

There are no such courses designed in any of the public
or private educational institutions of our country which can give employees
training specifically to perform their job. As a result people usually coming
to this field are from different background. They are usually unskilled and
inexperienced. Fleeting tendency of Employees has a very high tendency to
switch their jobs. This may be because of their poor salary structure and no
service benefit. As a result whenever they find any better offer they try to
switch they exist one.

Lack of career development:

Employees involved with this industry have fewer chances
for career development because of small structure of the industry. As a result
less people are interested to come to this field.

Dictatorship of employer:

Employers are usually autocratic with their subordinate
employees as a result of which employees are often demotivated to work. They
feline they are always under pressure.

No Trade Union:

As the employees of this industry do not have any union
to support their claims, the employers always neglect their demands.

Infrastructural problem:

No vision:

RMG industry is in its growth industry but this growth
is a result of so caned blessing of quota system but not the achievement of
their efficiency. Even the constituents of this industry buying houses have
never been shown any vision of prospect, both in their attitude and actions.
This is the warming of undesired maturity for this industry. Even though they
are aware about the guillotine of year 2008, but it seems that they are ready
to dye out.

Insufficient and Poor Backward linkage:

Threat, button, cartoon, backboard these are treated as
accessory of garments product. Industries of these products are treated as
backward linkage industry of garment exports. Most of the times supply these
accessories to garment manufacturers. But due to insufficient number of
factories, they face diff1culties to supply these accessories on time. The
quality of these accessory most of the time do not matches, as it demanded due
to their inefficiency and ineffectiveness in production. Majority people
involved in this sector are illiterate. As a result of which they are not
concerned of the consequence of the late delivery as well as poor quality.

Rules
and Regulations:

There are also no written rules and regulation for
operating this industry. As a result, people involved in this industry
operating their business according to their willingness.

Marketing problem
of Buying House Industry:

Short Shipment:

This means delivering goods with inappropriate quantity.
This is a very common problem for all working in this sector. Garment
manufacturers of our country are the victim of many natural contingences
including strike, hartal or political instability: So a result they often fail
to finish their on time which result short shipment. Due to this short shipment
respective buyer become dissatisfied with the Buying House and as a result all
parties involved suffer loss.

Poor product quality of supplier:

Another important problem is the poor quality of its
supplier (garment manufacturer). Desired quality is the first condition of the
foreign. Garment manufacturers due to their unskilled worker cannot produce the
product with expected quality. As a result buyers reject the product.

Improper document:

At the time of releasing goods from the port, a buyer
needs to show

Some documents such as to prove his authentication.
These documents are sending to buyer from buying house or the respective
supplier. However, sometimes due to lack of experience or knowledge they
sometimes fail to send appropriate documents for which the buyer cannot
discharge his goods from the port. As a result the buyer becomes dissatisfied.

Document Delay:

Besides improper document, sometimes the supplier or
buying house fails to send documents on time. Without proper document the
foreign buyer cannot discharge goods from the ship. This problem is very
irritating to buyer as the product has arrived at the port but due to
unavailability of proper document he is unable to discharge goods from the
port. For this reason sometimes the suppliers has to break relationship with
its buyers.

Commission Recover Problem:

This problem mainly occurs due to unethical practices of
few people. Normally, the amount of the commission is specifically written at
the back of letter of credit. So, nobody can deny paying the house. However
sometimes due to ill intention of the people of bank of the merchandiser faces
difficulties to receive its commission.

Analysis

7.2.1.1 Ratio
Analysis

Profitability ratio
(2009)

  1. ROA=return on assets= NI /ATA

= net
income/ average total assets


=tk.629,767.50/ tk.6,604557.19

=0.9535%

  1. PM=profit margin=NI /OI

= net income/
operating income

=tk. 629,767.50/
tk.53,869,537.50

= 0.01169%

 

Efficiency ratios

3. OEA=operating expense to assets=OE/ATA


=operating expenses/ average total assets

 
=tk.5,253,925/tk. 6,604,557.19

 =
0.7954%

4.
OER=operating expenses to revenue

=OE/OI=operating expenses/
operating income (revenue)

=tk. 5,253925/tk. 53,869,537.50

=0.0975%

 Liquidity
ratio
= Current Assets / current Liabilities

=tk.6,144,724.19/tk. 4,450289

=1.38%

Profitability ratios
(2008)

  1. ROA=return on assets= NI /ATA

  = net income/ average total assets

=tk.524,500.69/ tk.
2,905200.69

=
0.1808%

  1. PM=profit margin=NI /OI

= net income/
operating income

=tk.
524,500.69/ tk.33,869,537.50

=0.0154% 

Efficiency ratio

3. OEA=operating expense to assets=OE/ATA


=operating expenses/ average total assets

=tk.3,380,820 /tk. 2,905200.69

 
=1.1637  %

4.
OER=operating expenses to revenue

=OE/OI=operating expenses/
operating income (revenue)

=tk. 3,380,820 /tk. 33,869,537.50

=0.0998%

Liquidity
ratio = Current Assets / current Liabilities

=tk.2,454,300.69/tk.
1,130,700

 =2.17%

Comparison (2008 -2009)

Ratios

year

2008

Year

2009

ROA(Return

on assets)

0.9535%

0.1808%

PM (Profit

 Margin)

0.01169%

0.0154%

OEA(operating expense to assets)

  0.7954%

1.1637  %

OER(operating expenses to revenue )

0.0975%

0.0998%

L,R (Liquidity ratio)

1.38%

2.17%

Graphical Representation of Ratios (2008 -2009)

Here,

ROA=Return
on assets

PM=
Profit Margin

OEA=operating
expense to assets

OER=operating
expenses to revenue

L.R=Liquidity
ratio

Production
Department

Although
Shelltex International is a merchandising concern but it also have its own
production about few of its products, such as Label, Printed label, Hangtag,
Care label. The Sales department handles the products that other manufacturers
produce on behalf of us according to our customer specification.

Below
we have analyzed data of last five years of production department.

Units
produced

Products

Year-2005

Year-2006

Year-2007

Year-2008

Year-2009

Label

100,000

150,000

200,000

230,000

300,000

Printed label

110,000

150,000

200,000

250,000

280,000

Hangtag

90,000

120,000

150,000

200,000

300,000

Care label

100,000

150,000

180,000

220,000

310,000

Expenses

Products

Year-2005

Year-2006

Year-2007

Year-2008

Year-2009

Label

Tk.  50,000

Tk.  80,000

Tk.  100,000

Tk.  110,000

Tk. 180,000

Printed label

Tk.  70,000

Tk.  80,000

Tk.  98,000

Tk. 100,000

Tk. 120,000

Hangtag

Tk.  30,000

Tk.  50,000

Tk.  100,000

Tk. 120,000

Tk. 200,000

Care label

Tk.  30,000

Tk. 95,000

Tk.  100,000

Tk. 130,000

Tk. 210,000

Revenue

Products

Year-2005

Year-2006

Year-2007

Year-2008

Year-2009

Label

Tk. 200,000

Tk. 250,000

Tk. 300,000

Tk. 430,000

Tk. 600,000

Printed label

Tk. 210,000

Tk. 250,000

Tk. 400,000

Tk. 450,000

Tk. 480,000

Hangtag

Tk. 150,000

Tk. 220,000

Tk. 250,000

Tk. 400,000

Tk. 600,000

Care label

Tk. 200,000

Tk. 250,000

Tk. 280,000

Tk. 420,000

Tk. 610,000

7.2.2
The BCG matrix

The
BCG matrix (Boston Consulting Group analysis) is a chart that had been created
by Bruce Henderson for the Boston Consulting Group in 1968 to help corporations
with analyzing their business units or product lines. This helps the company
allocate resources and is used as an analytical tool in brand marketing,
product management, strategic management, and portfolio analysis.

The
BCG matrix is used to rank the business units (or products) on the basis of
their relative market shares and growth rates.

Cash
cows

Cash
cows are units with high market share in a slow-growing industry. These units
typically generate cash in excess of the amount of cash needed to maintain the
business. They are regarded as staid and boring, in a “mature”
market, and every corporation would be thrilled to own as many as possible.
They are to be “milked” continuously with as little investment as
possible, since such investment would be wasted in an industry with low growth.

Dogs

Dogs,
or more charitably called pets, are units with low market share in a mature,
slow-growing industry. These units typically “break even”, generating
barely enough cash to maintain the business’s market share. Though owning a
break-even unit provides the social benefit of providing jobs and possible
synergies that assist other business units, from an accounting point of view
such a unit is worthless, not generating cash for the company. They depress a
profitable company’s return on assets ratio, used by many investors to judge
how well a company is being managed. Dogs, it is thought, should be sold off.

Question
marks

Question
marks (also known as problem child) are growing rapidly and thus consume large
amounts of cash, but because they have low market shares they do not generate
much cash. The result is large net cash consumption. A question mark has the
potential to gain market share and become a star, and eventually a cash cow
when the market growth slows. If the question mark does not succeed in becoming
the market leader, then after perhaps years of cash consumption it will
degenerate into a dog when the market growth declines. Question marks must be
analyzed carefully in order to determine whether they are worth the investment
required to grow market share.

Stars

Stars
are units with a high market share in a fast-growing industry. The hope is that
stars become the next cash cows. Sustaining the business unit’s market
leadership may require extra cash, but this is worthwhile if that’s what it
takes for the unit to remain a leader. When growth slows, stars become cash
cows if they have been able to maintain their category leadership, or they move
from brief stardom to dogdom.

Merchandising
business in our country is in stars category compare to most of the countries
of the world and it has huge possibility to be the cash cow. The company I have
worked in Shelltex International will also fall in stars compare to other
merchandising companies of our country.

7.2.3
SWOT Analysis

SWOT
Analysis of Merchandising Business

SWOT Analysis is a strategic planning method used to evaluate
the Strengths, Weaknesses, Opportunities, and Threats involved in a project or
in a business venture. It involves specifying the objective of the business
venture or project and identifying the internal and external factors that are
favorable and unfavorable. 

Strengths: attributes of
the person or company that are helpful to achieving the objective.

Weaknesses: attributes of
the person or company that are harmful to achieving the objective.

Opportunities: external
conditions that are helpful to achieving the objective.

Threats: external
conditions which could do damage to the objective.

The Strengths, Weaknesses, Opportunities and Threats (SWOT)
analysis described in the following tables:-

Table: SWOT Analysis Merchendising Business in
Bnagladesh

 

S

T

R

E

N

G

T

H

S

Ø  Sound
profitability and growth with good capital generation.

Ø  Large client
base.

Ø  Experienced
and efficient management team and human resource.

Ø  Quaity
products and services.

Ø 
Energy
at low price .

Ø 
Rreputation and goodwill of bangladeshi business personal.

Ø 
Easily
accessible infrastructure like sea road, railroad, river and air
communication.

Ø 
FDI
is legally permitted.

Ø 
Moderately
open Economy, particularly in the Export Promotion Zones.

Ø 
Bangladesh
is a member of Multilateral Investment Guarantee Agency (MIGA) under which
protection and safety measures are available.

Ø 
Investment
assured under Foreign Private Investment (Promotion and Protection) Act, 1980
which secures all foreign investments in Bangladesh

Ø 
Excellent
Tele-communications network of E-mail, Internet, Fax, ISD, NWD & Cellular
services

Ø 
Weakness
of currency against dollar and the condition will persist to help exporters.

Ø 
Convenience
of duty free custom bonded w/house.

Ø 
Readiness
of new units to enhance systems and create infrastructure accordant with
product growth and fast reactions to circumstances.

W

E

A

K

N

E

S

S

E

S

Ø  Market share
is not at satisfactory level.

Ø 
Lack
of marketing tactics

Ø 
The
country is deficient in creativity

Ø 
Absence
of easily on-hand middle management

Ø 
 A small number of manufacturing methods

Ø 
 Low acquiescence: there is an international
pressure group to compel the local producers and the government to implement
social acquiescence.

Ø 
 The machinery required to assess add on a
garment or increase competence are missing in most industries.

Ø 
Lack
of training organizations for workers, supervisors and managers.

Ø 
Autocratic
approach of nearly all the investors.

Ø 
 Fewer process units for textiles and
garments.

Ø 
Incompetent
ports, entry/exit complicated and loading/unloading takes much time.

Ø 
Speed
money culture.

Ø 
Time-consuming
custom clearance.

Ø 
 Unreliable dependability regarding
Delivery/Product knowledge.

Ø 
Communication
gap created by incomplete knowledge of English.

Ø 
Subject
to natural calamities.

Ø 
Political
usability in Bangladesh.

Ø 
Frequent
hortals and blockades.

 

O

P

P

O

R

T

U

N

I

T

I

E

S

Ø 
There
are a ever expanding market worldwide.

Ø 
EU
is willing to establish industry in a big way as an option to china.

Ø 
Bangladesh
is included in the Least Developed Countries with which US is committed to
enhance export trade.

Ø 
Skilled
technicians are available thanks to various training institutes.

Ø  Government’s
policy of encouraging heavy inflow of foreign 
investment.

Ø  Regulatory
environment favoring private sector development.

Ø  Increasing
trend in international business.

T

H

R

E

A

T

S

Ø  Increased
competition for market share in the industry.

Ø 
The
exporters have to prepare themselves to harvest the advantages offered by the
opportunities.

Ø 
We
have to compete with the competitors of first world countries who have access
to advanced technologies.

Ø  Market
pressure for lowering product rate.

Ø  National and
global political unrest.

Table: SWOT Analysis Shelltex International

 

S

T

R

E

N

G

T

H

S

Ø 
Highly
experienced employees.

Ø 
Good
number of existing local and foreign buyers.

Ø 
Dedicated
employee base.

Ø 
Have
good reputation among buyers for the quality of their product.

Ø 
Have
good reputation among buyers for on time delivery.

Ø 
Business
friendly government.

Ø 
Strong
communication to communicate with buyers.

 

W

E

A

K

N

E

S

S

E

S

Ø  Small size of
the company.

Ø  Cpital of the
company is not big enough compare to to the lage competitors in the market.

Ø  No treaning
facility of its own to train its employees.

O

P

P

O

R

T

U

N

I

T

I

E

S

Ø  Highly adoptable compare to
business rivals.

Ø  Number of potential buyers are
increasing specially the overseas buyers.

Ø  BESIC and EPZ are creating new
business opportunity almost in weekly basis.

Ø  Easy bank lone opportunity.

T

H

R

E

A

T

S

Ø  Number of new
copetitors are increasing.

Ø 

Ø  Increased
competition for market share.

Table: SWOT Analysis of Production Department

 

S

T

R

E

N

G

T

H

S

Ø 
Well
trained machine operators and helpers.

Ø 
New
machines.

Ø 
Good
management of resources by the management team involve in production.

Ø 
Production
units are located at prime location so that products are distributed in least
amount of time.

Ø 
Compare
to other departments the production department are most experienced.

W

E

A

K

N

E

S

S

E

S

Ø 
Limited resources.

Ø 
Machines are not uptodate.

Ø 
Not sufficent number of employees.

Ø 
All of the employeees are not well trained.

O

P

P

O

R

T

U

N

I

T

I

E

S

Ø 
This
department has the have the opportunity to be the backbone of the company.

Ø 
Have
the opportunity to expand as there are plans for acquiring new machine for
this department.

Ø 
There
will be also a small training facility for the employees of production
department soon.

T

H

R

E

A

T

S

Ø  Frequent power shortages
interrupt the production.

Ø  Using alternate power source
such as generators are costly.

Ø  All employees are not dedicated
enough.

Ø  Turnover rate in production is
comparatively high then other departments.

RECOMMENDATION AND CONCLUSION

8.0 Recommendation

Ø 
Due
to low labor productivity Bangladesh is competitive, with low value and thus
low-priced items, at the lower end of the RMG market. RMG production is
concentrated in a relatively limited range of products such as shirts,
T-shirts, trousers, and shorts. To be internationally competitive, Bangladesh
needs to expand its product range and should begin producing fashion-wear and
higher value-added items. Product diversification is essential to meet the
challenges of the world.

Ø 
Establishment
of backward linkages, especially the domestic production of yarn, can reduce
the cost of production. The current gap in demand and domestic production, met
through imports, is estimated to be 480 million kg for yarn, and 2,300 million
meter for fabrics. The country could thus save considerable foreign exchange by
increasing domestic production of yarn and fabric. Production costs would also
be reduced, since the RMG manufacturers would not have to buy fabrics at
international prices that are not necessarily competitive.

Ø 
RMG
industry in Bangladesh is the slow rate of increase in productivity, and the
gap that exists between this country and other competitors in this regard.
There is also scope for capacity building in different types of skills and processes.

Ø 
A
considerable gap also exists in knowledge about trade and investment flows.
This is understandable, given that most entrepreneur interactions are with
buyers who merely specify their product needs, provide the designs, etc. The
emerging global environment, however, calls for more strategic action with
regard to major competitors.

Ø 
Introduction
of functional English courses for managerial and supervisory staff and greater
attention to on-the-job training, with appropriate incentives such as tax
rebates.

Ø 
Encouragement
for relocation of factories outside main urban areas, with serviced plots being
made available and adequate supervision to ensure that factories are
functionally designed.

Ø  After
recruitment of employee, they  should
provided with three to six month training to learn the technical work to
perform the technical job.

Ø  The company
should provide money to its employee to develop’ communication skill in
particular language in order to communicate with foreign buyers.

Ø  Instead of
full autocracy or democracy, the employers of buying house should show lenient
view in all aspects so that they get motivated to work.

Ø  Employee
pay structure should be consistent with the employee. Work pressure, in order
to stop their tendency to switch job.

Ø  Company
should introduce service bonus or service benefit in order to encourage and
motivate their employee.

Ø  Having no
visions of prospects the garments industry in our country is bound to suffer
from the worst deterioration with their withdrawal of quota system. So the only
remedy to develop this scenario is to strengthen their infrastructure through
combined effort of both government and non-government for proper support and
facilities.

Ø  Encourage
people to develop industry such as threat, button, interlining and other
packing materials treated as backward linkage industry of garment export by
make short term or long term contract of taking goods so that buying house do
not have to import those at higher price or the local supply can the fulfill
the required demand of the industry.

Ø  Government
of our country should also provide incentives to develop backward linkage
industry of RMG export, for the smooth supply of accessories by buying house to
garment factories.

Ø  Company
owned accessory supplier can also the developed to maintain quality or on time
delivery.

Ø
Maintaining product quality is very important. To
maintain appropriate quality, buying house should take necessary steps such as
training course for their quality controller or inspector etc.

Ø
For improper document or document delay buyers cannot
receive his product from the ship in his country for which relationship between
he and buying house may break up. So buying house should be always careful in
preparing right documents. They also should send documents at right time.

 

Ø
The total industry should keep in mind that they need a
truly international outlook for exporting to attract buyers as well as
long-term commitment with both of their buyers and suppliers.

Ø
The total industry must achieve an international
reputation for quality to challenge the quota free environment.

Ø
Company should ensure that they have all the resources.

Ø
Company should start marketing through trade fair.

Ø
Company should start marketing through internet.

Ø  Requirement
of obtaining approval from Bangladesh Bank for creating Forced/Demand loan by
the lien banks should be withdrawn.

Ø  The
liability of any L/C should also not be considered as default loans.

Ø  Bangladesh/bank
should provide the lien banks with adequate funds for necessary payment of cash
incentives to our exporters without delay.

Ø  Negotiation
Bank should be authorized to take into consideration for deciding upon discount
unto 20%.

Ø  Condition
for obtaining approval for discount from the Bangladesh Bank should be relaxed.

Ø  From the
date of document negotiation, forty-five days should be allowed for fund
remittance. Overdue interest should not be charged in the event if remittance
is delayed.

Ø  All private
sector commercial banks should immediately cease charging L/C Acceptance
charges like the nationalized Banks of the country.

Ø  Submitting
statement by the commercial banks to the NBR should be waived.

Ø  To
strengthen the security in cargo shade of Airport forming and to take necessary
steps to exporting through air.

Ø  To waive
the high royalty rates at specific times of the tear so that the emergency
import of raw material and export of readymade garment could remain steady­.

Ø  To reduce Communication gap created by incomplete
knowledge of English.\

Ø  Need to right time make decision.

Ø  Workers should have awareness about the quality of
product. 

8.2 Conclusion

Garment
industry is controlled by the transfer of production. The globalization of
garment production started earlier and has expanded more than that of any other
factory. The global economy is now controlled by the transfer of production
where firms of developed countries swing their attention to developing
countries. The garment industry of Bangladesh has been the key export division
and a main source of foreign exchange for the last 35 years. Many people have
earned their livelihood through this industry. Their may be gender
discrimination, low wage level exist in the garments industry, but still, they
supply  employment for all of theses
people who come here to live. The Ready Made Garment industry in Bangladesh is
made up of 3,486 manufacturers and accounts for 76% of total foreign exchange
earnings. It employs about 180,000 managers and 1.5 Million workers, of whom
1.2 Million are women. In Bangladesh, the RMG industry has emerged as a
major economic sector and has had its impact on the financial services sector,
communications, transportation, and on other related industries. The RMG
industry has had a major social impact. It has empowered 1.2 million women with
employment and economic independence, which in turn has earned for Bangladesh
recognition as a modern and enlightened society. The surface-level
competitive performance of the Bangladesh RMG industry is rather good, as
indicated by quantitative expansions of its exports to major international
markets over the time period. Moreover, the industry has already initiated the
process of enhancing its deep-level competitive performance. For example, the
Bangladesh RMG industry has achieved some product diversification in both the
United States and the European Union as a garment supplier. Recently, the
industry has achieved some upgrading of its products in the European Union, but
this has not occurred to a significant extent in the United States. Some
important areas which require more attention to sustain and enhance deep-level
competitiveness of the industry are reduction in “production and distribution
“time, expansion of linkages, compliance with code of conduct of buyers and
changes in product/market composition. The Government of Bangladesh should also
provide more active policy support. Figure 5 illustrates a simple
competitiveness enhancement model for the Bangladesh RMG industry. The most
urgent and important task for the Bangladesh RMG industry is shortening the
lead time; otherwise, international buyers may divert their attention towards
other suppliers for the importation of garment products in the current
quota-free business environment. The best option for Bangladesh is to improve
its deep-level competitiveness by reducing total “production and distribution”
time, which will improve surface-level competitiveness by reducing lead time.
An important precondition for implementing that strategy is the existence of a
strong domestic textile industry. Bangladesh faces significant constraints in
this regard and hence it is not possible to establish strong backward linkages
overnight. Therefore, to retain competitiveness in the global market,
Bangladesh has to think of other alternatives. The establishment of common
bonded warehouses in the private sector for storing raw materials for use in
export-oriented garment factories under some special incentives, such as
duty-free imports, could play a significant role in reducing lead time. Such a
policy runs the risk of delaying the initiatives that are necessary in order to
strengthen deep-level competitiveness. However, globalization is putting
pressure on the country to accept that risk. The establishment of common bonded
warehouses and the expansion of backward linkages are two options for the
Bangladesh RMG industry. While the establishment of common bonded warehouses will
improve only surface level competitiveness, the latter will improve both
surface and deep-level competitiveness. A good balance between these options
will sustain and enhance Bangladesh’s position in the world market, and at the
same time upgrade the country’s current status of being only an assembler so
that it could become a full-package supplier of garment products. Second,
Bangladesh needs to concentrate on improving the working environment in
factories and address other social issues related to the garment industry. The
RMG firms in Bangladesh have been facing immense pressures from international
buyers for compliance with their codes of conduct. In contrast, the big buyers
are interested in continuing and expanding their business with Bangladesh if shorter
lead time and compliance standards can be met. Therefore, Bangladesh should
address these two issues very carefully and immediately, which are the least
conditions necessary to survive the competition.

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*
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being published by the ILO as a part of the Globalization Report titled, Bangladesh:
Economic and Social Challenges of Globalization
, University Press Ltd.,
Dhaka (200

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