Triburg PG Fashion Merchandising 2011-2013Chapter 1: Introduction 1.1. Overview of the Project In Today‟s competitive environment most of the organisations are aiming at reducing the cost, and providing the product at competitive price with best of the quality to their customers. Thus, unless and until the Vendor supplies the raw material at competitive price and of good quality it is not possible for the organisation to achieve their goals. Thus, Vendor Analysis is found to be very crucial in achieving the Objectives of Organization. A success of the firm largely depends upon how effectively and efficiently it serves existing and prospective customers, because it is only the sales which bring revenue to the firm. The management of the firm can be efficient and control on the present and future actions of the firm. World economy is moving fast and so are all buying agencies and exporters. To be the best and to be more completive, servicing the final consumer in terms of product quality/pricing/timing is really essential for buying agency like Triburg, it‟s really important to be more pro-active and think beyond others imagination and for you need to take a deep dive, dirty your hands with your business partners, your vendors/ product manufacturers. To upgrading degrading manufacturers and to increase the product depth/width for developed vendors, so analysing the vendors for growth is essential move and we got move every step carefully The high quality of vendor‟s product and on time is an important factor to the success of the company‟s quality control function. Therefore the quality and time commitment of vendors is essential. To achieve the company‟s goals through the quality assurance/quality control function, it is important to issue instructions and procedures for the evaluation, approval and auditing of incoming-material from suppliers or manufacturers. The evaluation of the quality and time program is a joint vendor-buying house activity, and when properly accomplished, is mutually beneficial for all parties concerned. The vendor evaluates his quality program in order to be sure that the program is accomplishing its intended functions effectively and economically. The buying house however evaluates his vendor‟s quality program in order to be sure that his vendor is capable of producing the desired quality product. In addition to that, may establish a ranking system by providing a numerical value. This value, which will be assigned to each vendor, should have recognition and can be used as the basis of the buying house and vendor comparisons within the buying house. The buying house may establish a comprehensive audit program covering all phases of plant design, procurement, construction and operation, either within the organisational structure, or by contractual requirements. i.e specified in the purchaser order to audit the vendor‟s facilities. The main objective of the quality audits and evaluation is to assure program requirements. Customers all over the world are becoming more informed and thus, more aware and choosy. They are now more selective in terms of price and quality. It is necessary for the buyer to Megha Shree | DFMP11462 1 Triburg PG Fashion Merchandising 2011-2013 provide products of the best quality at the required time and at a competitive price, in order to retain customers. Hence the buyers and vendors find it easier and in their best interests to work closely with each other. In this way, the vendor can be better informed about what the actual preferences of the ultimate customer are. Vendors are selected on the basis of their performance relating to meeting of deadlines, the order they have handled the rapport they developed in the market, their lead time, the no. Of machines they have, the man power, the buyer they are currently dealing with, the financial position of the vendor, the credit period they can give. The study is on evaluating vendors on these parameters: Costing Product development Merchandising management On time delivery Quality 1.2. Statement of problem Most of the buying houses conduct a vendor evaluation at the time of vendor selection or at the time of audit but vendor evaluation should be conducted after a fixed interval of time so that it keeps us updating about our vendor performance and Vendor Evaluation will enable you to choose the most appropriate vendor for a specific requirement, and supports us in the continuous monitoring of existing supply relationships. A Vendor represents an extension of buyer‟s manufacturing or operating capacity. Not only must the quality of supplier‟s product should match the specifications of the buyer, but his delivery performance also must conform to the buyer‟s Manufacturing Schedule which has gain much importance. In Today‟s competitive environment most of the Organizations are aiming at reducing the cost, and providing the product at competitive price with best of the quality to their customer. Thus, unless and until Vendors supply the Raw Material at competitive price and of good quality it is not possible for the Organization to achieve their goals. Thus, Vendor Analysis is found to be very crucial in achieving the Objectives of Organization. 1.3. Objectives: The main objectives are: To understand the process of auditing the Vendors in buying office To evaluate the performance of different Vendor using Vendors Rating methods 1.4. Scope and limitations: The scope of the study is limited to the 5 factories and the previous TNA Reports from the buying house. Megha Shree | DFMP11462 2 Triburg PG Fashion Merchandising 2011-2013 1.5. About The Company 1.5.1. History of the Company In 1979, when two young technocrats decided to give a new meaning to Apparel sourcing South Asia, they targeted their entrepreneurial drive at becoming a market leading With their hands-on approach, a personal commitment to responsibility, meeting customer needs proactively and delivering world-class quality on time, that vision became a They grew from strength to strength, picking and training their growing team with basic values. Their motto is the Mission statement which is epitomized in all our 3 offices (Dubai, Sri Lanka & India), and our 22 branch & Liaison offices spread over the United States. The fact that we have grown to over US$ 225 million in sales and that we have 300 young professional associates, is a proof of our credibility and an assurance that 2 decades have been well invested. Our commitment to business integrity and win-win associations has brought us a galaxy of stars - our Customers, Vendors and Suppliers - whose businesses we have enriched and who are witnesses to our claims. In synch with our industry-leading partners, we remain alert to the constantly changing needs of the market and the customer. Applying international standards to domestic ground realities and finding the winning equation is our forte. Founded- 1980 Business activities: Triburg is the number one buying office in the Indian sub-continent with year of experience in the Indian sub-continent with over 29 years of experience in the sourcing business. Triburg is the only company in india with expertise in providing a complete product range in textile apparel, leather apparel, shoes, bag and home products including soft lines and hard lines. A one stop shop for customers: From product development, raw material sourcing, production planning and management, quality assurance, export documentation to shipping consolidate, Triburg provides the convenience of one-stop-shop for the customers and organizes for them. A coordinated global network: TRIBURG has 3 offices (Dubai, Sri Lanka & India), and our 22 branch & Liaison offices spread over Asia & the United States. Triburg annually sources 29 million garments from over extensive vendor base of over 85 factories with substantial quota holding in all categories. We are recognized leaders in leather garments and goods with an extensive resource base for the home area. Operating through 16 offices which are primarily servicing the US markets and actively stepping up presence in Europe, Triburg is one of the Asia‟s leading textile and leather sourcing house. 1.5.2. Role of Merchandiser in Triburg: Role of merchandiser in Triburg is very important. Merchant plays a major role in the whole process, merchant is the person who is responsible for each and every process after getting Megha Shree | DFMP11462 3 starts planning that how to proceed the work.Triburg PG Fashion Merchandising 2011-2013 the art work. Mean while merchant also proceed for the sale sample too the quality of the sale sample is being 30-50. design package. Mean while merchant prepare WIP sheet (WORK IN PROGRESS) for their reference. Once it„s decided then merchant sends the copy of the CAD to the decided regional office for the development. trims. then yarn dips approval is developed for the pattern and quality reference after getting approval on the developed desk loom merchant proceed development for the proto (proto is development basically for the approval of fit. like fabric details. style sheet. dying details. The moment merchant gets art work. CAD from the buyer through U. the merchant receive calendar.S office from the point the role of the merchant starts then merchant studies the style sheet and all the other details available. so on the basis of the requirement merchant place the order for the yardage. washing. same color and same pattern. embroidery. Work of merchant can be divided into two parts: 1. Color Fit Trims Quality/Fabrication Wash Buyer comments Finishes Date of delivery Approvals Approval due Finishing start Stitching start It also helps the merchandiser to have control over the process properly. Sampling 2. and other things required. Bulk order production Sampling process is very important because the confirmation of the bulk order depends upon the success of the sampling. send the development desk loom to the buyer after reviewing it for the approval. special kind of finishing. count. Megha Shree | DFMP11462 4 . construction etc. merchant is the person who decide about each and every thing. in Triburg merchants try to develop the proto in the same fabric. style sheet. In the WIP sheet merchant mention all the detail: Lable Style no. etc Then merchant decide that where the bulk production should done (Vendor) the decision of the fabric development is taken with the fabric department head (vice president fabrics) Both the person decides the Vendor. so sampling needs to be done very carefully by the merchant. style sheet CAD and other details about the fabric development. after the deep analysis of the fabric quality. After getting the developed desk loom merchant. quota. Triburg timely do the following things. Costing is done by the merchant. Then second part of the merchant work starts. merchant sends the sample to the buyer. Merchant is always there when PCD (Plan Cut Date) is decided. They after reviewing with technician and color cad. When the sales man sample gets ready. SSY ready date Factory Sale sample EX. the merchant send the shipment under his/her supervision along with the required document. Once the production starts then merchant always keep updating buyer about the status of the production.Triburg PG Fashion Merchandising 2011-2013 For their reference merchant make greed so that they can update themselves on the daily basis: Style no. special was. When the final production is over. This part is very important because approval of the bulk order is directly depends upon the price given by the buyer. trims. Quality System: Triburg keep control over the production process and keep a sharp eye on the production process. Merchants do the backward planning according to the shipment date EX. In between that merchant keep sending the samples to the buyer like TOP sample etc. If any rectification is to be done then buyer sends all the required changes to the merchant through mail or by courier if required. To achieve the dual goal of the timely production &the quality product.India Block(fit) Quantity required Wash Comments Color combo And they always keeps updating themselves on the daily basis by entering the daily report on WIP sheet (work in progress). here merchant work on the T & A plan (time and action).India. trims and fabric for final approval etc. Merchant place the bulk order for the fabric trims and then decides when to send the fit sample. then after seeing the performance of the style in the market buyer select the styles which has to proceed and put the order for the bulk. and other special things as per requirement. wash. At the same time merchant do costing for the buyer for each style separately with all the details of cost of fabric. send proto sample to the buyer for the fit approval. right from the style sheet to the shipment. From this stage merchant starts working for the bulk order. R & D pool Sampling follow up 5 Megha Shree | DFMP11462 . and hanger. QA persona.production meeting Production planning report Production status report Inline monitoring report Final inspection report Random checking before shipment R&D pool: On receipt of the tech pack the QA and technician evaluate the tech pack. trim head. measurement sheet and patterns.Triburg PG Fashion Merchandising 2011-2013 1st pp meeting Sample presentation to the buyer Technical R& D at sampling stage Fabric inspection Pre. First pp meeting: This meeting is conducted as soon as order is confirmed fabric and trims standards. Follow up is conducted along the different stages of sampling to ensure that samples are executed on time. The entire required are forwarded to the buyer. any value addition is discussed in detail. This information is forwarded to the factory that in turn evaluates the tech pack with the Triburg QA and technician. thread. All analysis conducted are included into the Triburg R& D check list. sewing. All technical details associated with the product are discussed and noted are made. if any clarification is required are forwarded to the buyer. and other things related to quality issue Production planning report: production planning is discussed during pre production meeting. In addition to this various fabric and trim flow are also discussed. Pre production meeting are conducted with the factory management to decide how many machine. finishing and packing. The process of inspection is being done by QA person of Triburg only to avoid any delay due to fabric defect at the time of bulk production Pre. key personals attending this meeting from the factory are merchandise manager. then a mock of the improved construction is sent to the buyers for further details.production meeting: conducted immediately after order confirmation. Fabric inspection: 4 point system is used for fabric inspection. Sampling follow up: This is to ensure that timely delivery of samples can be executed. here they plan for cutting. how many line. Technical R&D at sampling stage: If any production problem is seen or any improvement is being made in the construction. washing. any order less than 200 yards is inspected 1000/0. Sample quality report: Every sample sent to the buyer along with review sheet. Megha Shree | DFMP11462 6 . needles. how many days. Of machines they have.0 for the others The QA manger and concerned merchandiser is present during the final audit. Part C deals with the compliance audit and part D deals with the corrective action plan. their lead time. the reason are devaluated and immediate action is been taken so that original delivery date can be maintained. Production status report: this report gives a consolidated status of the order and is monitored on the daily basis. Part A (Vendor Profile) 1. the financial position of the vendor. the man power.Triburg PG Fashion Merchandising 2011-2013 Production control chart: the QA stationed in the factory monitors the production on a very close bases and this is compared with the original planning of production to see is there any slides or back logs. Management personal Megha Shree | DFMP11462 7 . the system is upgraded. 1. Once the list of the vendor has been prepared they are been evaluated according to the pre defined format of the Triburg. evaluation is done as per part C & D. Inline quality report: inline reports are filled by the on-station QA and the reports are evaluated in detail. the order they have handled the rapport they have developed in the market. On the compliance basis. Vendor Selection & Compliance This is the area where Triburg has the edge over the buying houses vendors are selected and then evaluated in a very systematic way.3. These systems are monitored closely and when ever any scope for improvement is detected. Final inspection reports: final inspection are conducted on AQL 2. the credit period they can give. Vendor information 2. the no.5 for all vintage garments and AQL 4. every problem-highlighted in the report also has to list the reasons that cause the problem and the action that has been taken to short it out. A deals with the vendor profile and B deals with the factory performance evaluation. Quality Basis Compliance Basis On the quality basis evaluation is done as per A & B. First of all. Credit reference 3.5. vendor are selected on the basis of their performance relating to meeting of deadlines. the buyer they are currently dealing with. Sewing 6. Finishing 7.Corrective action plan deals with the area that are not compliant and which requires corrective measures to be undertaken in order to make factory compliance. 3. Piece good handling and processing 3. Quality control 8. Products 6. the order is given to the factory. Sewing room facilities 9. 2. Physical facilities 5. Each evaluation is valid for the period of one year. Material utilization 5.divided into few parts contain the information about the compliance of the factory. Part C. Overall rating for the current product 10. Health & safety Payroll Labour Minimum age Social benefit Workman interview summary Part D. 12. Finishing/ packing room 10. Cutting 4.Triburg PG Fashion Merchandising 2011-2013 4. Organizational chart Part B (Factory Performance Evaluation) 1. Vendor information 2. Workmanship audit current product 9. Then comes to the order process flow Megha Shree | DFMP11462 8 . Cutting room facilities 8. 6. Plan overall rating 11. 1. They check for C &D. 5. Recommendation of the product to produce. Production capacity 7. Comments( if any) When part A & B have been filled by the audit and compliance department then compliance executive goes for evaluation. 4. After the vendor has fulfilled the requirement of evaluation. Protecting the supply chain through effective sourcing is a key task for an agent like Triburg and to secure their customer. Buyer Buying Office Vendor Figure-3-1 Triburg is middle man and it has to ensure that there no weak link in the supply chain. vendor is scored and either approved or not approved as one from whom to procure materials or services.4. which might can affect the service or quality level and they do it by evaluating their vendor through year around continual process which includes appraisals of various aspects of business including capacity. a vendor may be revaluated on a periodic. Another crucial aspect is that an effective process is required to capture new vendors (prior to an order being raised) and to prevent use prior to appraisal. quality assurance. If rejected the vendor is generally not made available to the assessing company's procurement team. financials. They involved the QA dept and technical dept for getting information from vendors. Once approved.5. basis. though Triburg is also evaluated every year based on the performance of sourcing faculties. Triburg ensures that approved vendor is • Technically sound • Managerially competent • Adequately resourced • Financially stable • Competitive (often in terms of price and availability) • Reliable • Provides goods of suitable quality • Environmentally/Ethically sound While vendor evaluation should be seen as a critical process it is not without problems. The ongoing process is defined as Vendor performance management The benefits typically include sourcing from vendors that provide high standards of product and service levels whilst offering sufficient capacity and business stability.Triburg PG Fashion Merchandising 2011-2013 1. often annual. Evaluation can be resource intensive and can create a bottleneck between the vendor and buyer this is especially true where evaluation data is difficult to obtain. Megha Shree | DFMP11462 9 . organizational structure and processes and performance of all vendors. Triburg is maintaining an approved factory list (AFL) to which a qualified vendor is then added. The process of evaluating performance can motivate vendors to improve their performance. Based on the information obtained via the evaluation. Vendor Evaluation in Triburg TRIBURG is sourcing agent for Major brands in India/Egypt /Bangladesh/ Jordan. quality. without any authority. Departmentalization organisation: where definite duties and authorities are established in the form of an inspection and quality control department 3. incoming materials control. delivery and speed to market (Doyle. (Franks. and modified structural characteristics in the supply chain have forced retailers to desire low cost flexibility in design. He lists nine basic areas that directly influence the quality of products and services. 2000) suggested „sense and respond‟ as the key strategy to maintain a profitable position in the increasingly dynamic and demanding market. increase in number of fashion seasons. 3. such as the fading of mass production. particularly over the last 20years. A quality chief is placed in a position similar to that of a controller. 8. 2. 2006). Market Money Management Men Materials Motivation Machines and mechanization Modern information methods Mounting product requirement Above shows the four jobs of product control. and named as the “9 M‟s” These 9 M‟s are: 1. Megha Shree | DFMP11462 10 . The changing dynamics of the fashion industry since then.n. and special process studies.1. in this context. In addition to speed to market and design.Triburg PG Fashion Merchandising 2011-2013 Chapter-2 Literature Review 2. 1992). The organisation patterns of particular types of manufacturing plant plays an important role in the effectiveness of the quality control function. Changing Dynamics of the Fashion Industry The fashion apparel industry has significantly evolved. 5. marketing and capital investment have also been identified as the driving forces of competitiveness in the fashion apparel industry. 9. inspection supervisors and other inspection specialist are organized ad process advisors to production and engineering. A key defining characteristic of rapid responsiveness and greater flexibility. Moor and Morgan. 7.V Feigenbaum. is to maintain closer relationships between suppliers and buyers (Wheelright and Clark.1999). 2. 4.d) . Total quality control by (A. product control. 6. when the boundaries of the industry started to expand (Ainamo. 1992) Described these patterns as follows: 1. (Enrick. Top management function: where quality control and vendor evaluation is made as a functional part of top management. these are new design control. Advisory organization: where inspectors. the ability of the vendor to produce quality products on schedule.1.1. n. Significant research continues to be done on this topic in part because of its particular relevance to manufacturers in a just-in-time environment where vendor price. in advance. First is the “categorical or key factor rating methods” in which potential vendors are assigned subjective. Among them are supply chain management. or financial records. 1. the linear average or weighted-point method. and Summit( a Canadian magazine about public sector purchasing) (Weber. largely initiative. 3. 1966). precise cost-accounting system to determine the buyer‟s internal operating costs associated with the vendor‟s quality. whereby each vendor is measured against another specific vendor or group of vendor or group of Megha Shree | DFMP11462 11 . quality and delivery are key performance criteria. There are even numerous trade journals and scholarly journals denoted to vendor relations and performance evaluation. after the fact evaluation. rating based on the evaluator‟s judgment and experience? A second current method “cost-ratio method” which requires a comprehensive.d) describes the vendor surveys and capability determination as important tasks to the purchaser‟s organization to determine. Evaluation vendor capabilities can be an example of this type. Before the fact designed. log books. it is too late to find out that the vendor is incapable of doing the job satisfactorily. 2.” modifies the first methods by providing numerical weights to the subjective evaluation criteria. (Frank Caplan. journal of supply chain management. when a manger may ask? What happened? How did it happen? Why did it succeed? Or why did it fail? How well did it do? Answer to such questions normally provides data for decisions and future planning after an event has been completed. delivery.Triburg PG Fashion Merchandising 2011-2013 The strategic importance of vendor selection and subsequent assessment is well established in the literature of business purchasing.d) as a technique that provides vendor-to-vendor assessment. After the fact evaluation: after an event has occurred.2. The third common approach. 2. material management and distribution. Vendor evaluation: There are at least three different types of vendor evaluation. When the material needed for production arrives late or is reject able for quality reasons. diaries. and knowing what happened in the past allow one to evaluation an event in order to make better decisions for the future. and before the fact designed.1. Informal use of records: gathering data from many sources such as journals. 2. 1966) describes the three common and flawed current approaches to vendor evaluation. these are: informal use of records. beginning with the seminal work on vendor selection and evaluation criteria published in (Weber. and services. Vendor rating and certification: The vendor rating system which is used worldwide by many companies is explained by (Feigenbaum. n. evaluation: this type occurs when the evaluator plans and starts gathering data early in the history of the project. or a specific person from the quality Assaurance. process. and quality system itself. 2. process.1. quarterly on predetermined basis. and specific areas such as measurements. Quality audit performance: including audits that may be performed by a single process controller. weekly.Triburg PG Fashion Merchandising 2011-2013 vendors for price. and others Audit frequency: such as daily. Rating results are reported quarterly. or those without advance notice. Megha Shree | DFMP11462 12 . schedule and follow up responsibility. Quality audit: Quality audit is evaluation to verify the effectiveness of the quality system. and used to determine all future business activities with the vendor There are different types of vendor rating established to fit the varying needs of plants and companies. time. quality and delivery. There are several different considerations in the establishment of quality audits to meet different quality program objectives such as: Quality purpose: including audits that may be directed to product.3. and to determine the degree to which objectives are being achieved. Audit corrective action: including corrective actions explicitly identified by product. of performance standards. Quality audit reporting and documentation: including that are quantitatively measured in index numbers or reported in a summary document with both quantitative and qualitative data. monthly. area. measured in terms of comparative trends showing improvement or deterioration. producers. The Vendor Evaluation is a way to point at the requirements and values. Research Design: Research Design is of 3 types: Exploratory: Vendor‟s plays a key role in a company‟s success.monthly. delivery reliability.) and suited measuring systems the common competitive strength of the Buying house – Vendor will be enhanced. quarterly and or annually. 3. they are price. quality management system. number of times they received a quality part or product. either automatically or semiautomatically so can use the criteria provided in the standard system. service and external service). number of certification. Greenblatt (n.1. Research Methods: It is of utmost importance that the co-operation between buying house and Vendor is based on common values and that the improvement work is focused at all times. Considerations including size of the company. The scores for the criteria can be entered manually or they can be determined by the system on the basis of existing data. the basis for rewarding them and retaining them. The evaluation is made up of a points score which is awarded to the vendor on the basis of several criteria (in the standard system. Buying Houses evaluate their vendor on a regular basis. By a close co-operation and common processes for target setting (quality. productivity etc. Develop a consolidated data to select and rate the best Vendor from a group of qualified vendors will help to get the current status of a current Vendor. Triburg conduct a vendor evaluation at the time of vendor selection but vendor evaluation should be conducted after a fixed interval of time so that it keeps us updating about our vendor performance and Vendor Evaluation will enable us to choose the most appropriate vendor for a specific requirement.2.Triburg PG Fashion Merchandising 2011-2013 Chapter-3 Research Methodology 3.d) „including percentages of ontime performance. This idea of the vendor evaluation is to give a fair idea of how to evaluate vendor and rate them.3. and how quickly the vendor responded to requests for quotes. and supports us in the continuous monitoring of existing supply relationships. Research Objective: To understand the process of auditing the Vendors in buying office To evaluate the performance of different Vendors using Vendor Rating method. Buying houses regularly audit there vendor to evaluate the performance of the vendor‟s. having a formalized system in place to track and evaluate vendor performance is essential to the smooth operation and profitability of the company. financial stability and complaint history. quality. which can then be divided into sub criteria. Develop a Vendor Rating System 3. This Vendor evaluation rating will help Triburg in establishing a process for supplier selection and continuous evaluation of the Vendors helping them in establishing a responsive and superior network of Vendors with respect to the Triburg‟s objective and. delivery. We can conduct a vendor evaluation by collecting data from the previous shipping records or from the software (TNA) from where we will get the document Megha Shree | DFMP11462 13 . which are put on the Vendor‟s development. Then we will rate the vendors with the help of available data and each vendor is measured against another specific vendor or group of vendor or group of vendors for price. 3. Descriptive: In descriptive design we are auditing five vendors presently working with (Theme. The target sample Megha Shree | DFMP11462 14 . With the help of QA. Quality Managers Observations The data flow is observed in merchandise department. quality and delivery. To propose a system the availability of the relevant data is confirmed by accessing the company‟s documents. therefore for sample size. Merchandising Management. Data Collection Methods: There are two types of data collection methods: Primary Data · Interviews The following persons were interviewed for the purpose 1. we will be evaluating them by getting audit forms filled by senior QA on five parameters ( Costing. Shri Lakshmi. Gupta Exim. Dassan. Rating results are reported quarterly. and used to determine all future business activities with the vendor. It is verified and assured that the data required for the proposed system is available or can be extracted from the existing. Secondary Data · Accessing the company documents. Product Development. RR Trends). documents. On-Time Delivery.4. have selected all 4 senior merchants and 2 QA‟s of my team. stores and quality assurance department. These documents would be: TNA documents Purchase Order Audit Report Inspection Report Approved Vendor List (AVL) The focus of the objective is on senior merchants and QA‟s. Quality).Triburg PG Fashion Merchandising 2011-2013 for the deliveries and on-time shipping or delay of shipping or cancelation of styles because of merchandise management or delay in production. Senior Merchandisers 2. Shri Laxmi).. Journals) Table 3-1 Megha Shree | DFMP11462 15 .5. 3.7. Table 3-1 Research objectives To understand the process of evaluating the vendors in buying office Research design Data collecion methods Primary (Interview) (QA & Sr. 2 Sample frame: Its the factories and office where the research is conducted. RR trends. Merchants) Sample size Sample frame Sampling unit Exploratory 6 Triburg QA &Senior Merchants Theme Gupta Exim To evaluate the performance of different vendor using vendors rating methods. Sampling Frame are 5 vendors (Theme. Dassan.Triburg PG Fashion Merchandising 2011-2013 3. Research Grid 4. we are conducting a research on those factory because presently working with those factories. Articles. Primary (Inspection Report & Questionnaire) Descriptive 5 RR trends Shri Laxmi Dassan Delhi & Gurgaon Secondary (Internet.6. Sample Size: Its the size with which the research is conducted as the number of interviews is 6 3. Gupta Exim. Measurement 12.1. Research Objective 1. Pre-production 2. Pattern 4. Sewing 9. Fabric inspection 6. Spreading 7. Re-Screen/Repair 11. Cutting 8. Visual/ construction 13.Triburg PG Fashion Merchandising 2011-2013 1. To understand the process of auditing the Vendors in buying office The parameters on which the Triburg audits their vendors. Preparation 3. Finishing/Final Trimming 10. Final Audit Megha Shree | DFMP11462 16 . Chapter 4-Results and analysis 4. Marker 5. TRIBURG AUDIT Process Inspection Requirement Factory Observation Triburg Observation Comments Figure 4-1 Process inspection Certain parameters how Triburg audit its vendors: 1. 6. Megha Shree | DFMP11462 17 . po..ensure accurate and consistent stitch. construction and label & trim verify compliance to specifications are within tolerance and uniformity to shape.inspect fabric to 4-point system with penalty assigned according to the size and significance of the defect Follow fabric sampling assigned by Triburg.) Sealer sample with documentation of merchandising sample Documentation of QA pre-production meeting with factory staff Development of follow up action. seams.component/small parts. If fallout is greater than 5% inspect 100%. Cutting Ensure bundle number accuracy Verify top.Triburg PG Fashion Merchandising 2011-2013 Requirement 1. existing style or measurement) Inspect patterns to confirm number of pieces. Spreading Inspect spread/lay up to. Sewing inspect every bundle at key operations in. Assembly. Marker Inspect marker section to.confirm cut and match direction against production spec pack and/or brand standards book.verify sequence of dye lot/fabric rolls Confirm fabric direction (nap up/nap down) Confirm ply height against standard. approved fabric. Put randomly from each bundle to. sizing and accuracy of template/guide. confirm number of sizes marked against P.O. 8. trim card. sub-assembly. confirm cut plan quantity against P. Pattern Document history (pattern origination from TJX block. even cuts and no jagged edges If fallout is greater than 5% inspect 100% of that lay. 2. Verify panel-to panel shade and color consistency. Pre-production Preparation of a style files (Tech pack.O plus seconds allowance 5. Fabric inspection Inspect and document all fabric inspection. middle and bottom ply against pattern for sizing. testing etc. Preparation Confirm style approved for production Confirm raw material and garment testing complete and approved/acceptable Confirm approved production sample is on-site 3. 7. 4. Re-Screen/Repair Garment in process needs to be unstitched and repaired Completed garment need to follow as specified in the Tech pack. Final audit is conducted when 100% shipment is packed. middle and bottom of carton.Triburg PG Fashion Merchandising 2011-2013 9. Final Audit Final audit conducted at 2. Pull units randomly from top. Finishing/Final Trimming Inspect and measure 4 units of every bundle. 11.5 AQLlevel11 Final audit is required for every P. Visual/ construction Inspect every garment in sample for accurate and consistent stitch. Observe comparing 1st garment against approved sample and spec. style folder(spec. In final inspection 1. Measure only critical points on the balance (additional points of measure may be required on a per style basis by brand. for all points of measure and balance of minimum 3 units for critical points of measure. Observe styles Observe auditor ratio to determine size/ color breakdown Factory need to open 30% of cartons versus maximum of 3 pieces/carton Observe opening additional cartons to get ratio and random selection of samples Observe carton audit as pulling samples-check quantity and color Observe approved sample.Level11 Normal inspections.5 AQL. re-audit conducted 2. order. 3. 10. All colors and sizes must be represented. trim card. 5.put units randomly. Factory Observation Megha Shree | DFMP11462 18 . including all colors and sizes. ensure all colors and sizes represented. 13. packing slip) 6. Measurement Measure 1 garment per size foe all points of measure. 2. folding and packaging meet specification Measure a minimum of 1 unit. (as per TJX measurement method) 12. seams and construction Use NPG imperfect/ defect 2 zones for determining acceptability of potential defects. 4. inspect for visual and construction defects. confirm dry and wet processing.O. pressing. Overal lAssessment Summary Production Process 1. Pressing Control 10.1. but need improvement Not acceptable. Fabric and Trims Control 2.81% 60% . Sample / Marker Room 3. Pre-production Meeting 4. and if not then factory needs to improve.3 pts Rate . Fusing Control 6. Triburg gave the feedback for the each process to the factory.92% 70% . 4. improvement needed No such concept implementation Not Applicable 93% . In-Process Inspection 8. Applicable Points 70 50 50 50 10 60 20 20 Individu al Score 27.5 Score Percent 26% Table 4-2 Megha Shree | DFMP11462 19 .100% 82% .1. Finishing Control 11.69% 0% . Scoring: After the auditing Triburg gave individual score to the process they audited and then calculate them and gave the total score and with the help of score matrix they gave the comments whether it‟s acceptable or not. Sewing Control 7.5 21 15 9 0 15 6 0 Scoring Metric Outstanding Excellent Satisfactory Fair Poor Overall meet AT expectation Satisfactory. Triburg inspects the production flow in factory on the above mentioned parameters and gave a detailed report of each process in the factory. Triburg Observation In Triburg Observation. Washed Gmt Control 9.0 pt N/A 20 6 50 15 50 3 450 117. Cutting Control 5.Triburg PG Fashion Merchandising 2011-2013 During the audit. House-Keeping Condition Total Score Max.7 pts Rate .59% Rate .10 pts Rate . This was then allotted points based on the evaluation of that particular area (which is being carried out by observation study of different export houses). These checklists have been prepared again by interacting with industry people and listing the key elements in that area. The numerical figures then reached would be a clear indicator of vendor‟s capability on the whole and also the area. Thereafter a final formula was reached at which was the conglomeration of all the areas whether objective or subjected.Gupta Exim( Gurgaon) V5.Shri Laxmi( Noida) V4. Research Objective 2: To evaluate the performance of different Vendors using Vendor Rating method Observation: In the below table the 5 different vendors are named as: V1.RR Trends (Gurgaon) For evaluating the above 5 vendors on the below selected parameters of a specific buyer (TK &TJ MAXX) A checklist of the subjected parameters has been prepared to evaluate the particular area.Theme (Okhla) V2.Triburg PG Fashion Merchandising 2011-2013 4. Megha Shree | DFMP11462 20 .2.Dassan (Gurgaon) V3. Triburg PG Fashion Merchandising 2011-2013 Following systematic representation will further clarify things: Facilities: One of the most important parameter Facilities Requirement The factory layout for good production flow Factory clean and tidy with no obstructions Factory well lit and ventilated Full time mechanic or maintenance team on site Production staff multi-skilled/multi – functional Preventive maintenance carried out on production equipment. Each machine have a visible maintenance log/card on it Workers wearing appropriate clothing and shoes on the production floor Total Score Item No 1 2 3 4 5 6 7 8 V1 6 5 4 4 6 5 6 6 V2 4 3 5 3 4 3 5 5 V3 5 5 5 4 6 5 4 5 V4 4 3 4 3 5 4 4 4 V5 4 4 5 4 5 5 5 4 42 32 39 31 36 Table 4-3 (TriburgInspectionReport) Megha Shree | DFMP11462 21 . Trained QC staff Production staff. Stubbings. or inspectors responsible for checking quality at each station and on all shifts Qc staff aware of and using TJX standards Detailed Quality reports reflect that the products are properly checked Evidence that QC results are used to initiate meaningful corrective and preventative action Qc records available for review and retained for an appropriate length of time Total Score V1 6 5 5 5 4 6 5 4 V2 5 6 6 4 4 4 5 6 V3 3 3 6 5 5 4 5 5 V4 4 4 4 5 5 4 4 6 V5 4 5 2 6 6 5 3 5 9 4 44 5 45 6 42 3 39 4 40 Table-4-4 (Triburg Inspection Report) Megha Shree | DFMP11462 22 . Which will creates a reliable database of information.Triburg PG Fashion Merchandising 2011-2013 Quality: A systematic approach to monitor Supplier‟s quality performance. 1999) The components of the Quality segment are:Quality Control Systems Item No 1 2 3 4 5 6 7 8 Requirement Approved Quality Manual. or other documented QC procedures? Dedicated members of staff responsible for QA/QC within the factory Quality Representative have sufficient authority to control quality and stop production. which will assist in identifying trends and priority plans for quality improvement objectives. (Debra L. analyzed. and monitored to drive continous improvement Total Score V1 5 6 6 4 4 4 5 V2 4 5 2 6 6 5 3 V3 5 4 3 3 6 4 5 V4 3 3 6 5 5 4 5 V5 4 4 5 4 5 5 5 8 6 5 5 5 4 9 10 11 5 5 4 54 4 4 3 47 7 5 4 51 6 5 4 51 5 4 4 49 Table 4-5 (Triburg Inspection Report) Megha Shree | DFMP11462 23 . 100% or AQL sample plan Batches kept separate at each stage to avoid mixing of shades. random. Knitted panels light inspected before linking Cut panels inspected before sewing in factory Panels numbered by ticketing to control batches In-line inspection for measurement Adequate procedures for clearly separating and identifying accepted or rejected product in-line Line patrols by quality controllers or other means to monitor the compliance of the product to meet quality requirements Inspected components at each stage traceable to individual QC staff QC reports maintained to show the quality status of each inspected batch The inspection defects recorded.Triburg PG Fashion Merchandising 2011-2013 In Process Quality Control: In Process Quality Control Item No 1 2 3 4 5 6 7 Requirement Sampling levels for inspections adequate at each production stage.g. sizes ect. e. racking and or plastic boxes Machines cleanliness Total Score V1 5 4 3 3 6 V2 6 3 5 5 6 V3 5 6 6 4 4 V4 4 5 2 6 6 V5 3 3 6 5 5 6 7 8 9 4 5 5 7 7 4 4 5 4 5 6 5 5 3 5 4 4 5 5 6 10 11 5 4 51 4 6 55 5 4 54 4 3 47 5 4 51 Table 4-6 (Triburg Inspection Report) Megha Shree | DFMP11462 24 . BABY WEAR product Specific Item No 1 2 3 4 5 Requirement Level of Cleaniness Clean overall/uniforms given to the operators to wear The factory routinely test metal component strenght and suitability for end sue/product type The factory use dummy/body stands for fit tests? The factory use data sheets and test continually for the attachment of poppers/press studs The factory have the apptopriate euipment to check pinch thicknesses and positions The factory follows BSI baby and children wear test and safety standards Rejections on the pull tests Baby romper suits or new-born products regularly produced in the factory with good quality Cut work stored in separate clean covered bags.Triburg PG Fashion Merchandising 2011-2013 Baby wear product specific: There are few levels that should be checked before giving vendors the order for baby wear. using the Suppliers Self Assessment Data. 1999) The components of the Management segment are:Communication. document control and work management: A method of assessing the Supplier's internal performance and management's ability to communicate effectively within their organisation. Their relationship and commitment to Customers.Triburg PG Fashion Merchandising 2011-2013 Communication. (Debra L. Document Control and Work Movement Item No Requirement V1 Staff speak English Sufficiently well to 1 5 handle client communications Reviewing purchase orders and 2 ensuring that requirements are 6 understood An adequate system for managing 3 specifications and changes to designs. 4 drawing and other requirements The factory remains up do-date with 4 client. Stubbings. drawing or samples TOTAL SCORE 46 V2 6 5 V3 6 5 V4 6 3 V5 5 6 5 6 5 6 4 5 5 4 4 6 6 4 5 5 7 4 5 5 39 6 4 43 4 4 40 5 6 40 Table 4-7 (Triburg Inspection Report) Megha Shree | DFMP11462 25 . local and international 6 regulations relating to their products The factory have a separate sample 5 facility that will replicate the production 7 processes Pre-production meetings with all departments to provide full 8 6 communication of customers standards and requirements Up to-date technical information is 9 6 always available The confidentiality of data is 10 maintained including the safe disposal 6 of documents. To evaluate and rate the Supplier's long term commitment to the organisation. tables.Triburg PG Fashion Merchandising 2011-2013 Incoming material inspection: The purpose of material inspection is to determine the quality and acceptability for our garments. light box etc. 1999) Incoming Material Inspection Item No Requirement V1 V2 V3 V4 V5 1 2 3 4 Company inspect all incoming materials Factory using a sampling plan for goods inwards inspection? Factory inspect fabric on an inspection machines Factory weigh the fabric and or check the construction – courses and wales/picks and ends Factory create wash blankets for product to be garment washed and or dyed? Facilities for undertaking these inspections (appropriate light. covered/protected Fabrics and components properly labelled and traceable Sample size adequate to provide confidence in the quality of incoming materials Different shade lots of fabrics or raw materials well separated in order to avoid mixing All fabrics. in boxes. (Debra L. e.g. all calibrated) Fabrics/materials and components stored weel. yarns and other key components tested by appropriately approved laboratories tpo ensure compliance with requirements Appropriate stock rotation system Total Score 6 5 5 6 5 6 5 6 4 5 4 3 6 3 5 4 5 6 3 5 6 5 5 6 4 7 7 6 6 6 5 4 8 9 10 5 7 4 6 6 7 5 7 4 5 6 6 4 5 4 11 5 6 5 4 6 12 13 5 5 64 6 5 66 4 4 63 6 5 56 5 4 58 Table 4-8 (Triburg Inspection Report) Megha Shree | DFMP11462 26 . Stubbings. on racking. fabric inspection machine. It also allow us to prevent loss of material and time during the garment manufacturing process and TJX requires that all production fabric and material to be inspected according to the 4-point system. Facilities Quality control system Incoming material inspection In-process quality control Baby wear product Communication document control and work management Weighting Communication. These scores are added up to give the grand total of each vendor. 5. These vendors are ranked on following parameters1. In the below table it’s an effort to assign a rank to each vendor. 6. 4. 2. 3. These scores will be used to get the average score which will further helping to rate the vendors. Document Control and Work Movement 1 Baby wear product Specific 1 In Process Quality Control 2 Weighting Incoming Material Inspection 2 Quality Control Systems 2 Facilities 2 Figure 4-2 Megha Shree | DFMP11462 27 .Triburg PG Fashion Merchandising 2011-2013 On the above table scoring is done out of 10 on each level of each parameter of each vendor. 5 474/10 47.1 457/10 45.7 Table 4-9 Faciliti es V1 V2 V3 V4 V5 42 x 2 84 32 x 2 64 39 x 2 78 31 x 2 62 36 x 2 72 Scor e 505 474 487 441 457 Megha Shree | DFMP11462 28 . From the above tables we receive a grand total for each parameter Grand total of each parameter is multiplied with the weighting given to each parameter as per the most importance and the least important Total of all parameters after multiplying for each vendor gives the total score To get the average score of the total score.Triburg PG Fashion Merchandising 2011-2013 Each parameter is given weights out of 10. Then finally we will get the weighted average score of the each vendor so that Vendors can be rated as 1 to 5. the total score will be divided by the total of weighting given to the parameters. Document Control and Work Movement 46 x 1 46 39 x 1 39 43 x 1 43 40 x 1 40 40 x 1 40 10 Average score Score/Weighi ng 505/10 50.4 487/10 48.7 441/10 44. Weighted Average Score of Vendors: Weightin g 2 2 Quality Control Systems 44 x 2 88 45 x 2 90 42 x 2 84 39 x 2 78 40 x 2 80 2 Incomin g Material Inspectio n 64 x 2 128 66 x 2 132 63 x 2 126 56 x 2 112 58 x 2 116 2 In Process Quality Control 54 x 2 108 47 x 2 94 51 x 2 102 51 x 2 102 49 x 2 98 1 Baby wear product Specific 51 x 1 51 55 x 1 55 54 x 1 54 47 x 1 47 51 x 1 51 1 Communicati on. 7 Rank 1 3 2 5 4 Table 4-10 Shri Laxmi (V3) Gupta Exim (V4) RR Trends (V5) Megha Shree | DFMP11462 29 .1 V1 V2 V3 V4 V5 Figure 4-3 The above graph represents the weighted average score of the each vendor where as: Vendor (v) Theme Dassan (V1) (V2) Weighted average score 50.7 44.4 48.Triburg PG Fashion Merchandising 2011-2013 Weighted Average score of Vendors: Weighted Average Score 50.1 45.5 47.7 47.5 48.4 45.7 44. Triburg PG Fashion Merchandising 2011-2013 The below graph was made with the help of last 2 years TMS(Triburg Merchandising System) entries Data of last 10 shipments from last 2 years. this shows the shipment status of the 5 vendors whether the buyer delivery was on time or late. Shipment Status On TIME LATE 10% 40% 20% 30% 50% 90% 60% 80% 70% 50% Theme Dassan Shri Laxmi Gupta Exim RR Trends Figure 4-4 Vendors Theme Dassan Shri Laxmi Gupta Exim RR Trends On-time shipment 90% 60% 80% 70% 50% Late 10% 40% 20% 30% 50% Rank 1 4 2 3 5 Table 4-11 Megha Shree | DFMP11462 30 . 1 2.3 6.2 20 x 0.8 19x 0. 5 being the strongest and 1 being the weakest.1 23.05 22x 0.15 Table 4-12 Weighted Average Score 25 In the below graph.6 21 x 0.1 2.95 22x 0.1 23 x 0.1 2 22.2 4.05 1 20x 0.3) On-Time Delivery (0.6 19 x 0.4 23.2 22x 0.2 4.05 1 22x 0.3 6 23x 0.6 21 x 0.1 2.05 19x 0.2 20x 0. the vendor are given scores on the areas in which the vendor can be rated.05 1.3 6.1 2.7 21x 0.3 20 x 0.05 1. These areas were meticulously selected after interacting with the industry people and knowing the problematic areas.1 21x 0.2 4.3 7.2 3. Parameters (Weighting 1) Theme Dassan Shri laxmi Gupta Exim RR Trends Infrastructure (0.3 22x 0.2 22 x 0. The areas include: Infrastructure Design and Product Development Expertise of staff Price Quality On-Time Delivery Social and Environmental Megha Shree | DFMP11462 31 .1 2.4 21 x 0.05 1 21x 0.05) Price (0.9 24 x 0.05) Expertise of staff (0.3 6.Triburg PG Fashion Merchandising 2011-2013 To evaluate the overall performance of vendor‟s currently working with.05 1.05 1.4 21x 0.1 20x 0.3 6.6 22 x 0.05 19x 0.3) Social and Envionmental (0.3 6 22x 0.3 6.4 20x 0.1) Design and Product Development(0.1 23.1 2 21x 0.2 22 x 0.1 1.3 6.2 4.05 1.6 24 x 0.05 1. with the help of questionnaire filled by 4 senior merchants and 2 QA‟s.05 0.2) Quality (0. including all information associated with the vendor.1 2.9 23x 0.3 5.1 2.15 21x 0.3 20 x 0.1) 23 x 0. In the below graph we have applied strength factor. 15 Theme Dassan Shri laxmi Gupta Exim RR Trends Figure 4-5 Vendors Theme Dassan Shri Laxmi Gupta Exim RR Trends Weighted Average Score 25 23. Weighted Average Score 25 23.6 23.6 23. comes to a conclusion that which vendor got the highest score and then calculated the weighted average score to get the average score for the same so that a rank can be given to a buyer.2 22.2 22.4 23.15 Rating 1 3 2 4 5 Figure 4-13 Megha Shree | DFMP11462 32 .4 23.Triburg PG Fashion Merchandising 2011-2013 With the help of questionnaire and previous data. Triburg PG Fashion Merchandising 2011-2013 The below tables shows the performance of the each vendor on different parameters: The overall score represents the general evaluation of a vendor.5 47. for Shipment Status. Megha Shree | DFMP11462 33 . and RR Trends the worst. and RR Trends the worst. Theme received the best overall score. Factory Inspection Vendor (v) Theme Dassan (V1) (V2) Weighted average score 50.7 44.7 Rank 1 3 2 5 4 Figure 4-3 Shri Laxmi (V3) Gupta Exim (V4) RR Trends (V5) Out of the five vendors. It is a combination of the scores the vendor has achieved for all the main criteria. Theme received the best overall score. for overall parameters with the help of questionnaire. for Factory Inspection. and Gupta Exim the worst Shipment Status Vendors Theme Dassan Shri Laxmi Gupta Exim RR Trends On-time shipment 90% 60% 80% 70% 50% Late 10% 40% 20% 30% 50% Rank 1 4 2 3 5 Table 4-11 Out of the five vendors.4 48.15 Rating 1 3 2 4 5 Figure 4-13 Out of the five vendors. Theme received the best overall score.1 45.2 22. Questionnaire Vendors Theme Dassan Shri Laxmi Gupta Exim RR Trends Weighted Average Score 25 23.6 23.4 23. The overall supplier‟s critical part is selection process is the determination of the relative importance of each of the factors. As per the TJ. or more important in a vendor evaluation. After using the weighting average score for the different parameters.MAXX Group the delivery and quality are the first preference so as per the shipment and inspection report Theme has got the first rank. attributes. Megha Shree | DFMP11462 34 . different rank can be given to the vendors and finally got the result that which vendor is scoring which rank. Shipment Status report. The skill in evaluating vendors is to determine which criteria are important and the weighting to these criteria are given than these criteria are different for each item and possibly different between regions or countries. The objective data is important and useful to compare the information that can obtain from each purchase order and goods receipt and sometimes the subjective data that your purchasing agents can provide such as customer service and the willingness of the vendor to accommodate the requirements. Figure 5-1 On the above picture as we can see the Theme has got the 1st rank in Factory Inspection. Weighted Average Score combine different ratio measures defined by every input and every output. or factors relevant to the decision and then measuring or rating each vendor by considering each of the relevant factors. The evaluation consists of identifying the criteria.Triburg PG Fashion Merchandising 2011-2013 Chapter 5: Summary and Conclusion This study on Vendor evaluation is important as it can reduce supply chain costs and improve the quality and timeliness of the delivery of items to the company. This approach is based on a multi statistical method. and Questionnaires filled by QA‟s and Merchandiser‟s. · Reduce the costs by comparing costs between vendors on individual line item components. · Can improve the productivity using flexible ad hoc estimating. · Share vendor cost criteria with estimating. so that it keep updating about the vendor performance and Vendor Evaluation will enable to choose the most appropriate vendor for a specific requirement. After doing focus evaluation if they feel there is some problem they are facing. The top vendor will have good reputation in the eyes of buying house and buyer this will fetch more orders to the Vendor as well as Buying House. Megha Shree | DFMP11462 35 . · Roll up your sleeves and do the hard work . This process is a time consuming so Triburg should train their merchants. · Vendors always try to hide the cost of various processes or components in an effort to profit from obscure information. and other departments. then they can give feedback to the factory so that they can improve with their process. QA‟s. purchasing. so that buyer knows the breakups and buyers will be attracted to the buying house as well as Vendor.Triburg PG Fashion Merchandising 2011-2013 Chapter 6: Recommendations Suggestions are given to develop better Vendor Rating and Vendor Evaluation system: · Suitable price grading of vendors must be followed by the company. so that they know about the breakups. there is no need to hire a new person for the same process. financial. Cut down the cost Better vendor selection. It can help the vendor to improve so that it can help the vendor and buyer to get the business from Buyers. and pre-defined reports. to do the vendor evaluation after a fixed interval of time.manage the vendors the way leading publishers do so that it can increase the business of the company. and supports the buying house to continuous monitoring of existing supply relationships. Reduce workload for Merchant/ QA/ Vendor/ management Efficient working. no of units can be allocated to a vendor per product category Depending on facility quality systems. less manpower required in Triburg More business more profits with less no. more Margins for factory More Margins . from customer to supplier or vice versa. Less Rejections/Wastage. The problem with CBA is that it is difficult to quantify all benefits and costs. styles can be allocated to vendor. No unnecessary costing/TNA with each and every Vendor (Quotes example what kind of product which Vendor can do) Depending on facility capacity . Benefits: Reducing the size of vendor matrix for better and long term business relations Provides more transparency in supply chain. especially the intangibles. gives an hand to Vendor to offer better price to customer( in-turn more business) Depending on the facility capability. more complicated style can be offered Overbooking/incorrect allocation only leads to late deliveries and quality rejection and in-turn affect business Megha Shree | DFMP11462 36 .Triburg PG Fashion Merchandising 2011-2013 Chapter 7: Cost Benefit Analysis Costs Benefits Analysis (CBA) seeks to compare the costs and benefits and take decisions on the basis of the findings. of hands. Total Quality Control (Third Edition ed. B. Larry Giunipero (2008). Alberto De Toni and Guido Nassimbeni (2001).edu. Retrieved 201103-21. Tempe: Arizona State University Summit. 2013.). Handfield.edu: http://www. Singapore Institute of Manufacturing Technology. (1994).L. new age international pvt ltd. Fashion Marketing and Management. Quality Control For Profit. International Journal of Production Economics. Gordon.). (1999).academia. Stanley. Merchandise Buying. p. Debra L. (2008). Supplier Management in Fast moving Fashion Retailing. (1999).Triburg PG Fashion Merchandising 2011-2013 References: Ainamo. Retrieved April 4. Fast Fashion .instituteforsupplymanagement. from Institute For Supply Management: www. (2001). (2006). Sahay. 72. Bohlinger. (1999). Feigenbaum. (1992). from academia. J. V. New Delhi: Rajiv Beri for Macmillan India Ltd. Ross Publishing. a. Moore. (2000). McGraw-Hill. ISBN 978-0-324-38134-4.com Doyle. c. 2013. L. Purchasing and Supply Chain Management. 810. Retrieved April 2. L. research methodology. (2001). Supply Chain Management. R. method & techniques (second edition ed. Robert B. An Empirical Study of the Link Between Buyer-Supplier Relationships and Purchasing Performance. Franks. S. inc. Robert M. Monczka. D. Stubbings. 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