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Management and Technical Procedure
in
Apparel Industry
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INTRODUCTION
1. INTRODUCTION
1.1. Objectives
1.1.1. To know about marketing approach in garments industry.
1.1.2. To know about merchandising department of NORTHERN TOSRIFA INDUSTRY LTD.
1.1.3. To know about production department of NORTHERN TOSRIFA INDUSTRY LTD.
1.1.4. To know about compliance department of NORTHERN TOSRIFA INDUSTRY LTD.
1.1.5. To know about all departments of garments industry.
1.1.6. To know about the management and technical process of apparel industry.
1.1.7. Knowledge gather about RMG sector related other organization
1.1.8. Comparison between class room learning and practical learning.
1.1.9. To point out all kinds of achieving system for all kinds of information and required matters.
1.1.10. To find out how much problem are related with "merchandising and production system in garments industry".
1.1.11. To develop garments sector.
1.1.12. To more export & less import.
1.1.13. To established organization and management also.
1.1.14. To do a merchandising practice in the factory.
1.2. Methodology
1.2.1. To collect the data.
1.2.2. To prepare all documentation.
1.2.3. Different organization
1.2.4. Discussion
1.2.5. Internet
1.2.6. Class lecture
1.2.7. Class sheets
1.2.8. Library
1.2.9. Magazine
1.2.10. Annual report
1.3. Scope
1.3.1. Factory
1.3.2. Buying House
1.3.3. Library work
1.3.4. Discussion
1.3.5. Class lecture
1.4. Limitations
1.4.1. Huge area of garments industry in work field, so there has much limitation.
1.4.2. They have some privacy which is their business ethics.
1.4.3. Far distance garments industry.
1.4.4. Time limitation.
1.4.5. Merchandiser doesn't have enough time to give the information elaborately.
1.4.6. Short time visit in different organization.
CORPORATE OFFICE
2. CORPORATE OFFICE 2.1. Company Profile
NORTHERN TOSRIFA INDUSTRY LTD.
COMPANY PROFILE
COMPANY NAME NORTHERN TOSRIFA INDUSTRY LTD.
CORPORATE OFFICE
ADDRESS
FINANCE OFFICE
Holding No 4/2 A, Plot - 49 & 57 135 Gopalpur, Munnu Nagar, Tongi, Gazipur, Bangladesh.
Phone:88029817461-63 FAX: 880 2 9817743 Email: info@ntg.cotn.bd
Plot#91,4th & 5th Floor, Suhrawardy Avenue, Block# K Baridhara, Dhaka-1212, Bangladesh
Phone: 880 2 9882516-7, 880 2 9882607 FAX: 880 2 9882610 Email: info@.bd
We are in a mission to:
• EXCEED our customer's expectations delivering right products in right time with excel quality and customer service.
• EMPOWER our Human Resource turning them into our Best Asset.
• CONTRIBUTE to the enhancement of our Society and Environment.
• MAXIMIZE Shareholder's Value.
Vision:
We are focused to be the most preferred NAME to our stakeholders - customers, employees, suppliers, society and shareholders
Profile:
Northern Corporation Ltd
The group's journey begins with Northern Corporation Limited, a composite knit apparel items manufacturing unit. From a very humble beginning, Northern Corporation Ltd now employs more than 1800 people and has annual turnover of more than 2million US dollars. Situated just minutes away from Dhaka International Airport, NCL is well equipped to produce 12 tons of finished fabric per day and has a sewing capacity of 4 million minutes per month. As a sign of NCL's continuing success the company has several international certificates including ISO 9001:2000, OEKOTEX 100 and Organic Exchange.
Fashion Asia Ltd
To keep up with increasing demand of the buyers for quality and efficient garment manufacturing facility, Fashion Asia Ltd was created hi year 2000. The company since its emergence has been highly successful in producing t-shirts, polo shirts, tank tops, dresses, leggings and sportswear for different buyers in Europe. Their dedicated team of 600 employees have pushed the annual turnover to USD $9 million which is a remarkable achievement. Short lead time and efficient lean manufacturing is what drives Fashion Asia forward and that is why it has become such a great one stop shop for its buyers.
Tosrifa Industries Ltd
With hard earned experiences from Northern Corp. and Fashion Asia, Tosrifa Industries Limited was formed in 2002. Situated on 4 acre parcel of land TIL is the flag ship of the group. The company has all the latest technology and is focused to produce best quality knit apparel items. Along with the usual ISO 9001:2008 and OEKOTEX 100 standard certificate, TIL is well on its way to receiving the ISO 14000: Environmental Management Certificate. The factory operates with 1600 hard working employees producing 10 tons of grey fabric per day and 3.3 million sewing production minute per month and annual turnover of USD 12 million
Printers And Printers Ltd
With the production capacity of the group increasing over the years, Printer and Printers Limited was established to meet the growing demand for printing and embroidery.From transfer prints to sublimation, Printers and Printers can provide the buyers with a complete printing and embroidery solution. The company is able to print and embroider 25000 and 2000 pieces per day respectively.
Enviro Pac
This poly, carton andaccessories factory has beenset up for strengthening thebackward linkage capacityof Northern Tosrifa Group.The group has plans tobe completely verticallyintegrated and EnviroPac Ltd was establishedwith this mission in mind.Enviro Pac not only catersto the needs within thegroup but also suppliesaccessories to differentother well established garment factories. Capableof producing 66 tons ofpoly bags per month thiscompany is focused toproduce all major types ofgarment accessories.
Hung Tak Northern Garments Ltd
Northern Tosrifa Ltd understands the need to continuously expand its business horizon. With that in mind Hung Tak Northern Garments Ltd, a joint venture company between Northern Corporation Ltd and Hung Tak Garment Ltd of Hong Kong, was established. This gave Northern the opportunity to enter into the ever growing woven garments manufacturing market. Hung Tak's vast knowledge in shirt manufacturing in China and Vietnam together with NCL's local knowledge and experience gives this company a unique competitive advantage. With a production capacity of 5000 shirts per day, this factory is geared towards high quality premium shirt buyers from around the world.
Achievement of Northern Tosrifa Group:
Today's apparel giant Northern Tosrifa Group started off as Northern Corporation Limited with modest knit apparel items manufacturing unit in 1987. Now the group consists of knitting, dyeing, fabric finishing and several garment manufacturing units ensuring complete solution to the buyers. All these factories are 100% export oriented having high concentration hi European market with its knit apparel items. The group is a member of all the industry associations - BGMEA, BTMA and BKMEA
Capabilities:
Value for Our Customers:
Giving the highest priority to the customers and to provide them with one stop service has been Northern Tosrifa Group's ultimate goal. Driven with the Mantra DELIVERING SATISFACTION, the group has grown from modest knit apparel items manufacturing unit to a hub of 100% export oriented companies over the last 24 years.
Our business strategy is focused on our customer needs and expectations and thus giving us a strong customer portfolio.
We operate world-class factories to provide excellent manufacturing capability to achieve the requirement of our customers. We have extended vertical capabilities which include the production of knit fabrics, garment dyeing, printing and as well as packaging. Recently we have ventured into woven garments market with a joint venture company- Hung Tak Northern Garments Ltd. Our year of experience and technical knowhow gives us a unique advantage hi the understanding and exceeding customer expectations.
Technology:
Technology is for maximizing product quality and reducing production costs. It plays an important role in manufacturing process, quality assurance and decision-making. Northern Tosrifa Group believes that investing in and embracing new technology will move the company forward in the years to come.
The nature of the industry demands us to always keep pace with the continuous technological advancements. Northern Tosrifa Group is in the forefront, keeping all its units updated with the latest technology - resulting into efficiency and quality in production.
Spectrophotometer - Data color and Dyeing machines from Ahiba & Methis.
Research and Development
Our R&D team comprise of foreign and local Industrial and Textile Engineers. They are always innovating new process and mechanism to achieve the better solutions for higher productivity.
We also use CAD, CAS and CAM system in the factories reduces wastage and makes fabric cutting more efficient & precise.
Central Work Study (CWS)
• Provides recommendations on product design
• Conducts process engineering to improve productivity
In-house laboratories
• Ensure our production process and products are at of the best quality
• Perform the Physical test for fabric (color fastness, pilling, rubbing fastness, GSM, bursting strength, dimensional stability and abrasion test).
• Prepare color to match the swatch provided by the customers with high end color mixing technology
Value-added processes (VAP)
• Includes printing, embroidery and packaging capabilities
Technological Advancement
Our mission for managing and implementing an efficient production process is aided by the advanced technology which includes:
• ERP solution, which we use to process orders from customers, to do complete production planning and scheduling that enables us to effectively monitor the progress of the whole production process
• Scan & Pack, which is connected to the customers' web portal, through which we provides them with the details of the goods that have been inspected and are on the process of shipping, so that our customers know that the inspected and the shipped good are the same.
• RFID, to monitor the performance and efficiency of the factory as well as individual worker. We are developing a RFID inventory management system.
Our IT investments are not only to have efficient production process but also aimed at moving towards a paperless organization for a greener tomorrow.
Sustainability
GOING GREEN:
Northern Tosrifa Group is a human company and takes every possible step with the environment in mind. As a sign of our continuing commitment to towards the environment the following measures are taken: Optimization of water usage by deploying highly efficient Effluent Water Treatment plant. Minimization of carbon foot prints by using CFL and LED energy efficient lights and production of renewable energy with solar panels. Reduction in energy wastage and making production eco-friendly by running all machines with Servo Motors. Together with Lidl (Germany), a comprehensive carbon emission analysis was made for all the processes - from growing of cotton to manufacturing, transportation and sale of finished garment. This is an essential tool to reduce carbon emission. Full Compliance with REACH regulation protecting environment and people from risks of chemicals necessary for production and partnered with GIZ of Germany to obtain ISO 14001:2004 Environmental Management System certification.
People:
Human Capital
The power of the Group lies within its PEOPLE - accordingly it is committed to be an 'equal opportunity employer' offering best working environment for all of its 4500+ employees. Employees are enjoying WPPF (Workers Profit Participation Fund) for last 15 years along with regular bonuses for target achievement, festival, and attendance. They also enjoy earn leave encashment facility. 360-degree evaluation technique is in practice ensuring transparency and proper recognition leading to a more motivated workforce. Trainings with foreign and local experts are taking places in our own training center equipped with latest technology for both fresh and skilled workers. As per its policy, the Group is fully compliant with all local government labor laws, regulations set by ILO, BGMEA and valued buyers.
Quality;
STITCHING A legacy of 24 years
QUALITY is the critical success factor for Northern Tosrifa Group. Accordingly all concerns are equipped with latest machineries from knitting to sewing and finishing. All Workers are excellence oriented, meeting each and every stringent quality standard set by the buyers. 5S (seiri, seiton, seiso, seiketsu and shitsuke) Technique is used for work layout. Production lines are designed in both Modular and Linear layout, enabling us to handle bulk orders or smaller more critical styles with equal efficiency and superior quality. In all stages of production, from knitting yarn to final garments, 4'Points Product Quality Control and 7'Points Traffic Light Systems are followed. AQL (Acceptance Quality Limit) Standards, Major 1.50 and Minor 4.00 are in regular practice for the final Inspection.
|FINAL PRODUCT |Readymade Garments 600,000 pcs (Per Month) 110-120 days. FOB. |
|PRODUCTION CAPACITY |14,000 |
|L/C LEAD TIME |14,000 |
|L/C TERMS |15,000 |
|FLOOR AREA |9,000 |
|CUTTING SEWING |5,500 |
|PRESSING & FINISHING |10.000 |
|PACKING | |
|WAREHOUSE | |
|OFFICE & OTHERS | |
TOTAL 67,500 SQ. FT.
|NUMBER OF BUILDING NUMBER OF FLOOR TOTAL PRODUCTION AREA |12 |
|WAREHOUSE |30 |
| |17,90.000 SQ. FT. |
| |250.000 SQ. FT. |
|NUMBER OF STAIRCASE |Batch Building 4-8 Stair Cases. |
| |About 15000 Persons. |
|NUMBER OF EMPLOYEE |i) Connected Load : 4000KW |
| |ii) Produced by own generator: 6500 KW |
|ELECTRICITY |4700 KW 50000 Liter IT |
| |2400 cubic meter (per day) |
| |C-5124(286) |
|GAS (Connected Load) |1987. |
|WATER REQUIREMENT |USD 14.3 MILLION |
|EFFLUENT TREATMENT (ETP) CAPACITY |From light 190T taffeta to 14.50Oz. denim/wool/ |
| |fleece fabrics |
|IBUISNESS REGis. NO. |We specialize in all kind of woven products for |
|ESTABLISHED SINCE |Men's, Women's, Boy's, Girl's, and Kid's. |
|ANNUAL TURNOVER' 11 |Spring and Fall JKT, Winter Coat, Shirt, Shorts, Trousers, Skirt, |
|FABRIC HANDING |Shortall, Overall, Dress Down JKT & Vest IN U.S.A: |
|MAJOR PRODUCT |SEARS, AMERICAN EAGLE OUTFITTERS, PERRY ELLIS, KOHL'S, WRANGLER, |
|MAJOR CUSTOMER |MOUNTAIN GEAR, SEAN JOHN & OTHERS IN CANADA: |
| |SEARS, LONDON FOG, PACIFIC TRAIL'S, MARK'S WORK WEARHOUSE, |
| |HUDSON'S BAY COMPANY, AMERICAN EAGLE OUT FITTERS & JACCOB. INE.U: |
| |11 |
MACHINE LIST:
H & M, ESPRIT, RIPCURL, CELIO, UNITED COLOR'S OF BENETTON, C&A, CHARLES VOGELE, ZARA, TOM TAILOR, MEXX, THE STADIUM, GEORGE CLOTH.
|TYPE OF MACHINE |QUANTITY (SETS) |
|SINGLE NEEDLE |374 |
|DOUBLE NEEDLE |92 |
|OVERLOOK |78 |
|KANSAI |30 |
|BAR TACK |30 |
|BUTTON STITCH |30 |
|BUTTON HOLE |25 |
|EYELET BUTTON HOLE |20 |
|SNAP BUTTON |35 |
|BLIND STITCH |8 |
|FEED OF THE ARM |25 |
|CUTTING MACHINE |20 |
|HEAT CUTTER |5 |
|FUSING MACHINE |2 |
|WAIST BELT SETTING |4 |
|SPECIALIZED MACHINE: | |
|NEEDLE DETECTOR (TUNNEL) |5 |
|CAD MACHINE |4 |
|PLOTTER |2 |
|DIGITIZER |2 |
|VELCRO CUTTER |2 |
|SEAM SEALING |12 |
|ZIG-ZUG |12 |
|FABRIC INSPECTION MACHINE |2 |
|THREAD SUCKING MACHINE |5 |
|STEAM BOILER |2 |
|STEAM IRON |60 |
|ELASTIC ATTACHING |2 |
|LABEL JOINT |6 |
|LIGHT BOX |1 |
|OTHER SUPORTING EQUIPMENT: | |
|QUILTING MACHINE |2 |
|EMBROIDERY (UP TO 15 COLOR) |2 |
|LAY END CUTTING MACHINE |10 |
|VACUUM IRON TABLE |60 |
|HAND NEEDLE DITECTOR |3 |
|TOTAL MACHINE |975 SETS |
WASHING PLANT:
|TYPE OF MACHINE |QUANTITY (SETS) |CAPACITY |
|SAMPLE WASHING MACHINE |9 |1300 Ibs |
|WASHING MACHINE |6 |95750 Ibs |
|HYDRO EXTRACTOR |3 |1800 Ibs |
|DRYER |12 |20100 Ibs |
|SAND BLAST MACHINE |8 |16000 pcs per day |
|SAND BRUSH MACHINE |5 |3360 pcs per day |
|E . T. P. |1 |1 50000 Ltr. Per hour |
BANKI INFORMATION:
NAME OF ADVISINGBANK BANK ADDRESS
STATE BANK OF INDIA Udaya Tower, 57 & 57/A, 1ST Floor,
Gulshan. Avenue, Circle-1, Gulshan,
Dhaka-1212
Bangladesh.
TEL: 880-2-8835602
FAX: 880-2-8837114
Manufacturing Process:
Fabric Inspection → Issue to Cutting → Cutting → Numbering & Bundle Inspection
Final Inspection ← Finishing ← Pass ← AQL ← Metal Detection ← In-Line Inspection Folding ← Poly & Packing
2.2. What is Corporate Policy Strategy?
The Council provides a wide range of specific services (Education, Planning, Social Work, Cleansing etc.) but there are also a number of issues which require a corporate approach. These include such regular matters as Equalities, Best Value, Public Performance Reporting, the Citizen Panel and strategic issues like Asylum Seekers and Refugees.
Generally speaking the Executive Director, as principal policy advisor to the Council, has responsibility for providing a corporate policy and strategic lead to the Council. Sometimes individual services are requested to take the lead on relevant issues. The Council's Social Work Service is building a partnership with the local health board hi response to the Government's Joint Futures initiative for example.
The Corporate Policy Unit within the Chief Executive's Department has the lead responsibility for several key policy areas; develops relevant strategies to handle significant
policy issues and supports both senior elected members and the Council's Corporate Management Team.
2.3. Visions Mission and Objectives
Vision
Quality is always the combination of the highest intent, sincerest effort with an accurate execution, and delivering high-valued-added products and quality services, all tailored to the specific needs of every one of our individual customers.
Mission
The Mission Statement is a crucial element in the strategic planning of a business organization. Creating a mission is one of the first actions an organization should take. This can be a building block for an overall strategy and development of more specific functional strategies. By defining a mission an organization is making a statement of organizational purpose.
"A good mission statement captures an organization's unique and enduring reason for being, and energizes stakeholders to pursue common goals. It also enables a focused allocation of organizational resources because it compels a firm to address some tough questions: What is our business? Why do we exist? What are we trying to accomplish?"
Objectives:
• Source quality
• Make quality
• Delivery quality
2.4. Group Organogram
Till now, I have visited huge factory among that it is best one. I spent nearly 4 hours within this time I observe CAD to Finishing department. Really it is amazing factory and very much organize. When I see one big room for changing breakage needle I astonished. It is hundred percent foreign oriented. On other hand, the recruitment policy of this factory marvelous.
Organizational Structure of Northern Tosrifa Industry Ltd.
[pic]
2.5. Management Styles & Approaches
Everyone is different. Everyone has their own unique styles, quirks, and personalities that make us different. Some people are outgoing, some are quiet and why...some are funny and others not so much. Because of this, what works for some won't work for others? This is why one style of organization won't work for everyone. Everyone can't and won't get organized and stay organized in the same way.
Before NORTHERN TOSRIFA INDUSTRY LTD. embark on any organizational project
their really need to figure out what their organizational style is first. A great place to look to
get an idea about their organizational style is their calendar. How do they keep and maintain
calendar?
Are they driven by details to the point of color coding each family member's schedule for the
entire year? If so, they are a detail-driven organized person.
Perhaps it works better for them to take a couple of extra seconds and figure out who has to
be where instead of getting lost hi color coding stress. If this is their, they'd say they are a
generally thorough organized person.
Someone who typically manages to get to appointments on time but doesn't spend much time
consulting their calendar would be generally organized.
Someone who misses appointments altogether because they can't even find their calendar
would be truly unorganized.
Organizational efforts are causing increased stress and pressure then reassess your efforts.
The goal is to get organized and stay organized in a way that works for your family. Figure
out what is comfortable for them.
The goal of organization is to decrease stress and increase productivity with less effort.
Figure out what the highest level of organization is for TIL and then- family that does not
create additional stress.
Each of these organizational styles will work for people except for the last one. An important
thing to understand is that getting organized is a process - not a result. The result of being
organized should bring you and your family less stress - not more. You should see an
increase in productivity as a result of having your home and life organized. The whole idea is
to organize to the point where you are improving your life.
This is the first post in a new organization series where they will share their thoughts and
experience about organization in general and more specifically what has worked for them as
they've refined their organizational system over the years.
2.6. Women empowerment
Garment sector is the largest employer of women in Bangladesh. The garment sector has provided employment opportunities to women from the rural areas that previously did not have any opportunity to be part of the formal workforce. This has given women the chance to be financially independent and have a voice in the family because now they contribute financially.
However, the women workers are facing many problems. Most women come from low income families. Low wage of women workers and their compliancy have enabled the industry to compete with the world market. Women are paid far less than men mainly due to their lack education. Women are reluctant to unionize because factory owners threaten to fire them. Even though trade unionization is banned inside the Export processing Zones (EPZ), the working environment is better than that of the majority of garment factories that operate
outside the EPZs. But, pressure from buyers to abide by labor codes has enabled factories to maintain satisfactory working conditions.
In recent times, garment workers have protested against their low wages. The firsts protests broke out in 2006, and since then, there have been periodic protests by the workers. This has forced the government to increase minimum wages of workers.
2.7. Development goals of RMG sector
The changing composition of RMG exports from Bangladesh in the recent years has created a steady demand for yarn and cotton in the local market. The share of knitwear in 2006 approached half of the total export of RMG, up from a meager 10%-15% share hi the early 1990s. This shift has taken place primarily because of two reasons: the necessity of establishing backward linkages to improve delivery response time for effective competitiveness; and the relatively small investment that is required to establish these linkages in the knitwear sector. Investments in composite knitwear manufacturing units have gained momentum hi the last 8-10 years, creating substantial demand for good quality yarn and in turn demand for cotton for spinning.
Analysis carried out at CPD to assess the export performance of categories, which have been derestricted under the first, second and third phase-outs of the MFA mandated under the ATC shows that even at the 10-digit level there are apparel items where Bangladesh continues to enjoy revealed comparative advantage in the global market. Bangladesh has been able to expand its exports of a number of such items after these were derestricted. For example, of the 46 quota categories derestricted in the second phase, Bangladesh exported apparels items in 26 categories. Under these quota categories, 112 apparel items at 10-digit level were exported by Bangladesh. Total earnings from exports of these items have risen from $86.4 million to $94.4 million between 1998 and 2002, with a number of items being able to make significant gains. Once imports of such items are derestricted, can expand export in these apparel items. Analysis of unit price levels bears evidence of Bangladesh's competitive strength in some major categories, primarily in such items as mass-produced shuts, men's wear, jackets, sweaters, etc. This competitive strength should allow Bangladeshi exporters of these particular items to expand their export. There is no place for complacency though. The present upsurge of export in some items, more precisely knitwear items, and more particularly, in the European Union, bears this out. It should be noted here that quotas are still in place on most of the categories where Bangladesh is demonstrating strong growth in the EU and Bangladesh's exporters talcing advantage of the quota-free access to the EU market. Analysis shows that there are a number of apparel items where it will be extremely difficult to sustain the competitive pressure from suppliers in China, India, Vietnam, Mauritius, Turkey and some of the Caribbean countries once the quotas are gone.
2.8. CSR (Corporate Social Responsibility) Procedure
Corporate social responsibility (CSR), also known as corporate responsibility, corporate citizenship, responsible business, sustainable responsible business (SRB), or corporate social performance, [1] is a form of corporate self-regulation integrated into a business model. Ideally, CSR policy would function as a built-in, self-regulating mechanism whereby business would monitor and ensure its adherence to law, ethical standards, and international norms. Business would embrace responsibility for the impact of their activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, business would proactively promote the public interest by
encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. Essentially, CSR is the deliberate inclusion of public interest into corporate decision-making, and the honoring of a triple bottom line: People, Planet, and Profit.
The practice of CSR is subject to much debate and criticism. Proponents argue that there is a strong business case for CSR, in that corporations benefit in multiple ways by operating with a perspective broader and longer than their own immediate, short-term profits. Critics argue that CSR distracts from the fundamental economic role of businesses; others argue that it is nothing more than superficial window-dressing; others yet argue that it is an attempt to preempt the role of governments as a watchdog over powerful multinational corporations. Corporate Social Responsibility has been redefined throughout the years. However, it essentially is titled to aid to an organization's mission as well as a guide to what the company stands for and will uphold to its consumers.
Social awareness and education
The role among corporate stakeholders to work collectively to pressure corporations is changing. Shareholders and investors themselves, through socially responsible investing are exerting pressure on corporations to behave responsibly. Non-governmental organizations are also taking an increasing role, leveraging the power of the media and the Internet to increase their scrutiny and collective activism around corporate behavior. Through education and dialogue, the development of community in holding businesses responsible for their actions is growing (Roux 2007).
Ethics training
The rise of ethics training inside corporations, some of it required by government regulation, is another driver credited with changing the behavior and culture of corporations. The aim of such training is to help employees make ethical decisions when the answers are unclear. Kullberg believes that humans are built with the capacity to cheat and manipulate, a view taken from (Trivets 1971, 1985), hence the need for learning normative values and rules in human behavior (Kullberg 1996). The most direct benefit is reducing the likelihood of "dirty hands" (Grace and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Organizations also see secondary benefit hi increasing employee loyalty and pride in the organization. Caterpillar and Best Buy are examples of organizations that have taken such steps (Thiemann 2007).
Crises and their consequences
Often it takes a crisis to precipitate attention to CSR. One of the most active stands against environmental management is the CERES Principles that resulted after the Exxon Valdez incident in Alaska hi 1989 (Grace and Cohen 2006). Other examples include the lead poisoning paint used by toy giant Mattel, which required a recall of millions of toys globally and caused the company to initiate new risk management and quality control processes. In another example, Magellan Metals hi the West Australian town of Severance was responsible for lead contamination killing thousands of birds in the area. The company had to cease business immediately and work with independent regulatory bodies to execute a cleanup.
Stakeholder priorities
Increasingly, corporations are motivated to become more socially responsible because their most important stakeholders expect them to understand and address the social and community issues that are relevant to them. Understanding what causes are important to employees is usually the first priority because of the many interrelated business benefits that can be derived
from increased employee engagement (i.e. more loyalty, improved recruitment, increased retention, higher productivity, and so on). Key external stakeholders include customers, consumers, investors (particularly institutional investors), regulators, academics, and the media).
Globalization and market forces
As corporations pursue growth through globalization, they have encountered new challenges
that impose limits to their growth and potential profits. Government regulations, tariffs, environmental restrictions and varying standards of what constitutes labor exploitation are problems that can cost organizations millions of dollars. Some view ethical issues as simply a costly hindrance. Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions to provide a subconscious level of advertising. (Fry, Keim, Mainers 1986, 105) Global competition places particular pressure on multinational corporations to examine not only their own labor practices, but those of their entire supply chain, from a CSR perspective
MERCHANDIZING DEPARTMENT
3.1 Business Development Procedure
Apparel industry must be developed business otherwise they can't extend their market. To collect new buyer and business with them a company must follow the procedure of business development. The NORTHERN TOSRIFA INDUSTRY LTD. follow the procedure of business development, this are given below-
Buyer selection.
↓
Know about the nature of buyer.
↓
First E-mail to the buyer.
↓
Offer to buyer for visit the company.
↓
Collect audit pass report from buyer.
↓
Company arranges a meeting with buyer for business.
↓
Sampling stage.
↓
Price negotiation.
↓
Price conforms and order place from buyer.
3.2. First email to buyer for business development.
For new business development sellers have to communicate with buyer, email is the easiest and swift way of communication so when seller will contract first time with buyer by email at that time have to mention some important information about company. Which kind of things should be include here this are-
• Information about you and your company.
• Products information about your company.
• Capacity and productivity.
• Which buyer work with you.
• Attachment a beautiful sample photograph.
• Wearing for feedback.
This kind of information should be included in this email. On the other hand this email will be minimum word and maximum communication.
Sample of first email
Date:
The Managing Director
Wallmart, yorkshire69, linorpe street,
Tel. 0119-27658367-34-2013
Dear Sir,
I am BIPLOB AHMED Executive Director of The NORTHERN TOSRIFA INDUSTRY LTD. We are the manufacturer & exporter of readymade garments in Bangladesh. "NORTHERN TOSRIFA INDUSTRY LTD. "began its journey into the garments sector in 1989 as a garments in Bangladesh. Since then the organization being run by highly qualified, experienced and professional management and stuff along with Sophisticated Machineries, Latest Technology, Skilled Workmanship, Substantial Marketing and Proper Discipline. We are ready and able to give you 100% quality, best price and service. We believe it is possible to us to enter into the marathon of global market.
At present our knitting, garments & printing factory is and dyeing factory is Ibrahim woven which are the sister concern of The NORTHERN TOSRIFA INDUSTRY LTD." All the factories are 100% export oriented. Our previous practice is the best quality of products and on time delivery. We are always committed to the buyers.
Our Products:
We Specialize in all kind of woven Products for Men's, Women's, Boy's, Girl's and Kid's. Spring and Fall JKT, Winter Coat, Shirt, Shorts, Trousers, Skirt, Shortall, Overall, Dress down JKT and Vest.
Please send us your current inquiry for sampling & costing.
Your kind co-operation would be highly appreciated.
Thanks & Best Regards
HASAN ZAWAD
Executive Director
NORTHERN TOSRIFA INDUSTRY LTD.
3.3. Feed-back from buyer in response to first email.
BUYER RESPONSE WITH THE EXPORTER
Dear HASAN ZAWAD,
We are in receipt in your inquiry & are seriously considering the matter. We are also interested to expand our business in Bangladesh. We are considering sending a team of auditors to evaluate compliance & management situation of your factory. This may happen hi the mid of the next month. Our auditors would also check implementation of ISO 9001, Quality circle & supplier customer chain system hi your factory.
Thanking you & looking forwarding to your positive response.
Sincerely,
The Managing Director
Wallmart,
yorkshire69,
linorpe street,
Tel. 0119-27658367-34-2013
3.4. Sending quality samples to new buyer for better understanding for Workmanship of factory.
Samples play a vital role to get new order. Without quality sample we can't develop a new business, So sample should be better quality before bulk production. For that reason when we send quality sample to the buyer we have to follow something, those are:
Use combed yarn
↓
Perfectly widening
↓
Properly dyeing
↓
Good pattern making Sewing perfectly
↓
Use quality full Accessories
↓
Finishing properly Use quality full packing elements Re-check measurement & quality
↓
Send sample with forwarding letter & measurement sheet
If we follow this process to make quality sample and send as like this way, I think after that buyer will be satisfied and get clear idea about workmanship of factory.
3.5. Approval procedure of sales samples.
Sample is made when price is confirmed and orders are on speculation, usually is L size in all color combinations of expected order. Buyer held a meeting with its customer and records then- response on order quantity per color, size etc. and finally place order to their vendor. Sales sample basically use catalogue buyer.
Send sales sample to buyer with good packing
↓
Buyer check fabric quality
↓
Fabric GSM
↓
Garments design (Print, Embroidery)
↓
Measurement check
↓
Overall quality
↓
Approved sample
3.6 Cost sheet and consumption sheet preparation. A. Costing Sheet Preparation;
Costing: Costing means to find out the total cost of the product.
| |Quantity |Actual Price |Total |Quoted |Total |
| | | | |Price | |
|Body Fabric | | | | | |
|1 |97/3cotton/spa|1.09y |3.142 |3.424 |3.142 |
| |ndex stretch | | | | |
| |slub twill | | | | |
|1 |TC 65/35 DIM |0.5y |0.630 |0.315 |0.650 |
| |SOILD for | | | | |
| |Pockting | | | | |
|1 |KOH-7552-CR |1 |0.040 |0.040 |0.045 |
|1 |27L METAL |1 |0.040 |0.040 |0.065 |
| |SHANK BUTTON | | | | |
| |AT C/F | | | | |
|1 |Print |1 |0.090 |0.090 |0.100 |
|1 |Enzyme+Silicon+Softner |1 |0.200 |0.200 |0.250 |
|Company |KAPPA |Gender Group |Boy |Season Name |SUMMER 2012 |
|Factory |KAPPAHL |Style |140095185 |Delivery Name |12GY SUMMER |
| | | | | |STKUP |
|Agent |LI & FUNG TRADING LTD. |Ref# |KB26803 |Start Ship |2/15/2012 |
| | | | |Date | |
|Country |BANGLADESH (BD) |Ship Mode |OCEAN |Cancel Ship Date |2/22/2012 |
|Sourcing Manager |MD.JAHID | | | | |
Product Purchase Agreement: The Worksheet & Product Purchase Agreement are the Contract
|Style |Al 13/421 |
|Style Desc |BRWN P/O FLRL SHRT Brown Tonal |
|Reference |HG9870 |
|Color Cod/ Color |GF6875 |
|Fabric Name |W2031MS--7.3 ozMICROSANDED |
|Fabric Content |100% COTTON |
|Fabric Construction | |
|Artwork Desc | |
Info Sheet - Fabric
|No. |Fabric |Placement |Color Code |Print Code |
|1 |W2031 MS- 7.3 OZ MICROSANDEDP |ALL | |C2408-1-CHOCOLATE BROWN |
|2 |W3013- POLY/COTTON POCKETING |POCKETING |GYN005-NATURAL | |
Info Sheet - Artwork
|No. |Artwork No. & Description |Size |Placement |
| | | | |
Info Sheet-Details
|Trim Type |Trim |
|8/15/2012 |REF CHANGED TO KB26803. DETAILS |UPDATED TRIM COLOR & |
|8/23/2012 |CHANGHED TO W2031MS |
Artwork- Change Log
|Artwork |Date/Time of Charge |Detail Charge Occured |
| | | |
Print - Change Log
|Print |Date/Time of Charge |Detail Charge Occured |
| | | |
|No tags found |
3.10. PI sheet and its items.
In foreign trade transaction, a reformat invoice is a documents that states a commitment from the seller to reserve some goods to be sold to a certain person, the buyer, the buyer places an order and if the seller agrees, it extend a reformat invoice and agrees to all the terms specified in it, the goods are send and the reformat is replaced by a commercial invoice.
What are the items will include in this sheet are-Top part:
• Name and address of seller
• Invoice number and date.
• Buyer name and address.
Body/middle part:
• Product description.
• Unit price.
• Total price.
Bottom part:
• Shipment date.
• Shipment terms FOB or C&F.
• Country of origin.
• Terms of payment, at sight or 120 days.
• Others special terms.
3.11. M L/C checking procedure and important items included in M L/C. Letter of Credit:
L/C means Letter of credit. A letter from a bank guaranteeing that a buyer's payment to a seller will be received on time and for the correct amount. In the event that the buyer is unable to make payment on the purchase; the bank will be required to cover the full or remaining amount of the purchase.
A documentary M L/C is an orderly payment security instrument offering high quality payment security to a business transaction for both parties the seller and buyer. The seller will receive payment for his goods if he meets all conditions prescribed by the letter of credit. Without M L/C opening the order won't be confirmed. So its carry more value than other documents in export and import business.
M L/C Check list items and those items must be included in this L/C.
• Types of L/C.
• Issue date.
• Expiry date.
• Issuing bank details.
• Advising bank details.
• Seller name and address.
• Total amount.
• Currency of payment.
• Tolerance (2-5% plus or minus)
• Port of loading.
• Description of goods.
• Shipping terms (FOB/C&F)
• List of documents required.
There are mainly two types of L/C.
1. Irrevocable L/C
2. Revocable L/C How to open L/C?
|Opening Bank |Advising Bank |Negotiating Bank |Advising Bank |Beneficiary Bank |
|Buyer Bank |French Bank |New York- |Bangladesh |Sellers Bank |
|( BMP Paribus |(Euro) |HSBC Bank, |Bank | |
|Cedex, France ) | |City Bank, | | |
| | |Standard | | |
| | |Chartered Bank | | |
3.12. M L/C conformation procedure.
M.L/C must be declared by UCP latest version
(
Check important items
(
Confirm M/L/C by e-mail
Import-Export Procedure (using L/C)
• Seller and Buyer conclude a sales contract, with method of payment usually by letter of credit (documentary credit)
• Buyer applies to his issuing bank, usually in Buyer's country, for letter of credit in favor of Seller (beneficiary).
• Issuing bank requests another bank, usually a correspondent bank in Seller's country, to advise and usually to confirm the product.
• Advising bank, usually in seller's country, forwards letter of credit to seller informing about the terms and conditions of credit.
• If credit terms and conditions confirm to sales contract, seller prepares goods and documentation, and arranges delivery of goods to carrier.
• Seller presents documents evidencing the shipment and draft (bill of exchange) to paying, accepting or negotiating bank named in the credit (the advising bank usually), or and bank willing to negotiate under the terms of credit.
• Bank examines the documents and draft for compliance with credit terms. If complied with, bank pay, accept or negotiate.
• Bank, if other than the issuing bank, sends the documents and draft to the issuing bank.
• Bank examines the documents the documents and draft for compliance with credit terms. If complied with seller's draft is honored.
• Documents release to buyer after payment, or on other terms agreed between the bank and buyer.
3.13. Different types of samples like salesman samples, size set samples. Photo samples, pre-production samples & shipment samples.
In garments industry any design of garments produce business purpose that's why against every style produce thousands of garments. Before go for bulk production for each style produce sample is called sample garments. Sample is an important part of garments manufacturing without approval of sample factory won't go for production. There are various kinds of sample, some important samples are explain below-
Sales Sample:
Sample is made when price is confirmed and orders are on speculation, usually is L size in all color combinations of expected order. Buyer held a meeting with its customer and record their response on order quantity per color, size etc. and finally place order to their vendor.
Size-Set Sample:
Size-Set Sample consists of one piece from each size for each color combination sample are made.
Photo Sample:
Sample are made with actual color and garments material to be worn by the models on the event of shooting for catalog or advertisement.
Pre-Production Sample:
When materials for balk production arrived and factory ready for bulk production, this time make a sample with the actual material and send to the buyer is called pre-production sample.
Shipment Sample:
After inspection sample is made for buyer to ensure that garments shipedout through vasel are sample as shipping sample so that buyer can inform hi advance to departmental store that, this land of garments you will delivery to him within short time which is on the way.
3.14. E-mail to suppliers for samples of yarns, fabrics & different types of Accessories for buyer approval.
Dear Sir ,
I got a order from Spanish buyer. Its order no. # TW0832 and order quantity is 50000 pcs. So I need yarn, Sewing thread and accessories within 15 days. Please see the attach file.
• Combed yarn.
• Sewing thread.
• Accessories.
Best regards,
M Tofazzal Ali
Executive Director
NORTHERN TOSRIFA GROUP.
3.15. Buyer approval procedure of fabrics, color & accessories.
Fabric and accessories approval from the buyer is very important. According to the buyer color wise you have to outsourcing of the fabric. After collection of the fabric lap dip is done and show the fabric on the swatch submission card for better understanding of the buyer.
Fabric
(
Fabric construction
(
Fabric GSM
(
Count of yarn Elasticity
(
Fabric shrinkage test Check the fabric fault
(
Color fastness
(
Shading
(
Rubbing
Color code for thread
(
Hand feeling Accessories quality check barcodei
(
Label barcode check
(
Check finishing Accessories
(
Give the approve
Ensuring everything is ordered style, design & size. This are the some check list that approver by the buyer.
3.16. Procedure of receiving of price quotations for fabrics & accessories.
Pricing is very important factors for any kind of business. After discussion with the supplier price is fixed. For fixing the price some points are followed such as-
• Low price.
• Quality of the goods.
• Sampling.
3.17. Price negotiation procedure with different suppliers.
Arrange meeting with different suppliers
(
Collect price different suppliers
(
Select some price
(
Argument with selected suppliers.
(
Win situation
(
Fixed price
(
Order to supplier
Why does it negotiate?
It negotiates with a buyer/ supplier for the following reasons:
• You need to fix accost/price of the product for mutual benefit.
• You require lowering the cost or increase price of the product.
• You need to fix production & shipment plan.
• You must determine payment terms & conditions mutually profitable & acceptable etc.
3.18. Organizing meeting for price negotiation process with different buyer. Know the requirements of both the parties
A merchandiser must well understand the requirements of the buyer, his organization & the supplier. The buyer has intended retail selling price in his mind. So the merchandiser must have sufficient knowledge of garment construction & standard time of the product. He may put forward suggestions so as to bridge up cost price & buyers target price, lead time delivery schedules etc. Are issues which a merchandiser can use for fruit full negotiations? The status of negotiation often shows of up in facial expressions, body languages & verbal reactions, which a merchandiser must well observe for successful outcome of discussion. Merchandisers must listen to & observe the negotiating parties so as to trade benefits to own favor.
Merchandisers must adequately prepare for the negotiation
Merchandiser must properly prepare for the meeting & trading the negotiation. There should be an agenda & time frame for the meeting. Merchandiser must be fully aware of the garments items to be negotiated, product price, order quantity, lead time, freight, garment construction, fabric consumption, cutting & making charges, charges for printing, embroidery, standard tune of the garment etc. So that he is fluent about all aspects of negotiation. Full preparation from the side of the merchandisers about all aspects help come to a successful outcome very quickly. Merchandiser as a negotiator must have maximum & minimum positions hi respect of the order, its price, delivery schedule, order volume etc.
Discuss the offer
During discussion merchandiser must identify the position of the buyer in respect of the offer & if necessary sets his boundary for further negotiation. It is very much expected that different of the offer may change during the course of the negotiation. The creates opportunity for both of the parties.
• Factory capacity.
• Man Power.
3.21. Presentation of comparative statement (CS) related with different Suppliers for fabrics & accessories.
Through supplier function is very important there selection is not so easy. Supplier must have a proven track record of dependable quality supply at competitive prices & on time. Sometimes buyers helps hi selecting suppliers, because, they have vast experience in sourcing materials & handling the suppliers. This type of suppliers is called buyer-designated suppliers. Supplier should be selected based on the following:
• Organizational capability to produce & delivery right goods on time;
• Past records of performance;
• Machinery & technology used in supplier's factory;
• Supplier's commitment to work together with factory that placed order.
3.22. Preparation of data Bank, of suppliers for different items. For performance ratting uses this formula:
y/x*50+z/x+w = score
Where x= Total number of consignment supplied,
Y= Number of consignment without any product quality,
Z= Number of consignment of supplied on tune end,
W= Score given for care & service out of 10
3.23. Booking or requisition to supply chain department for different items;
NORTHERN TOSRIFA INDUSTRY LTD.
Report on Fabric Booking
To: Gias/Shafayat Buyer: MUDO Ship Date: 15-09-2012 Date: 23-6-2013
CC: Mr. A. Latif/ Azad -Mng(Tech) Style: ESSIEN Ship Mode: By Sea Co-ordinator: Kamal
Portion:..............GMT Item: MEN'S CARGO SHORT Total order Qty: 6000pcs
|SL. |
|Buyer |TEBA GROUP N.V |
|MODEL NO |BO 0608 |
|SEASON | Season – 104 |
|Fabric |181667 |
|Order Qty |2659 |
|Brand | |
|Fabric details |
|Fabric |Inter Lock (In side Brushed) |
|Composition |100% Cotton |
|Yarn count |36/1 COMBED |
|Finished. GSM |175 |
|Binding |1X1 Rib (10 1667) |
Color & size wise order qty:
|COLUR |OM |1M |
|1 |1000 |5385 |
|2 |1003 |1211 |
|3 |2275 |104 |
|4 |4006 |979 |
|5 |4139 |60 |
|6 |4163 |25 |
|7 |4168 |50 |
|8 |4202 |72 |
|9 |4569 |120 |
|10 |4578 |185 |
|11 |5013 |68 |
Label Order Sheet
|Model No |Label Ref |Total / pcs |
|BO 0604 |ORIGIN LABEL |31400 |
|BO 0630 |ORIGIN LABEL |18300 |
|BO 0631 |ORIGIN LABEL |23600 |
|BO 0609 |ORIGIN LABEL |800 |
|BO 0608 |ORIGIN LABEL |3000 |
|BO 0606 |ORIGIN LABEL |7500 |
|BO 0601 |ORIGIN LABEL |23200 |
|BO 0600 |ORIGIN LABEL |25200 |
|BO 0598 |ORIGIN LABEL |35300 |
|A06240 |ORIGIN LABEL |6000 |
|AO 6340 |ORIGIN LABEL |3100 |
|A06241 |ORIGIN LABEL |12000 |
|A06474 |ORIGIN LABEL |1900 |
|AO 6232 |ORIGIN LABEL |30000 |
|BO 0634 |ORIGIN LABEL |3000 |
|BO 0635 |ORIGIN LABEL |12800 |
|B77051 |ORIGIN LABEL |3300 |
Poly Bag Order Sheet
|Model No |BU-IA01 (16X22CM) NO|BU-IA03 (33X44CM) NO |BU-IA05 (22X33CM) NO PRINT |BU-IA06 (18X29CM) NO |
| |PRINT |PRINT | |PRINT |
|BO 0604 | | | |31400 |
|BO 0630 | | |18300 | |
|BO 0631 | | |23600 | |
|BO 0609 | | | |800 |
|BO 0608 | | | |3000 |
|BO 0606 | | | |7500 |
|BO 0601 | | | |23200 |
|BO 0600 | | | |25200 |
|BO 0598 | | | |35300 |
|AO 6240 | | |6000 | |
|AO 6340 | | |3100 | |
|AO 6241 | | |12000 | |
|A06474 | | |1900 | |
|AO 6232 | | |30000 | |
|BO 0634 | | |3000 | |
|BO 0635 | | |12800 | |
|B77051 | |3300 | | |
|TOTAL | |3300 |68800 |95000 |
When get all items and raw material merchandiser sends it to store for cutting, sewing, and finishing. When production is going on merchandiser has to follow-up regularly and also ensures the product quality. When production is complete merchandiser has to start shipment procedure to shipping product. Buyer describes the way of shipment in order sheet.
3.25. Item should be included in P.O.
As per approved sample vendor go with work order or purchase order to supplier. This is why a merchandiser is buyer & as well as supplier. The item of P.O. is as following:
• Approval swatch cards.
• Construction.
• Color.
• Size.
• Quantity.
• Shipment date.
3.26. P.I collection procedure from suppliers checking of P.I.
PI means Pro-forma Invoice. It is terms & Condition between Buyer and Exporter. MATEXPORT (BANGLADESH) LTD PI NO.: Dl-40095
|JARUN, KONABARI (6™ FLOOR) CIVIL ENGINEERS TOWER GAZIPUR, |PI DATE : 01/02/2012 |
|BANGLADESH |PO NO. : gym-re»BB45414/195918 |
| |CUST REF: MR. ABDUL BASET |
Product Details:
|DESCRIPTION |ART. NO. |TKT. NO. |SHADE |
| | | |46 |
|1 | | | |
|2 | | | |
|3 | | | |
|4 | | | |
|5 | | | |
|6 | | | |
|7 | | | |
|8 | | | |
|9 | | | |
|10 | | | |
|Total | | | |
|2nd Audit Comments |
| | | | |
|Remarks | | | |
| | | | |
Daily Quality Analysis Report
|Before Lunch/Line |Buyer |Style* |GmtsDes. |Gmts Description of defects | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
|After Lunch/Line | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
3.35. Production of shipping sample and sending to buyer through.
Packing and documents Packing List
1. Quantity Clearance/Color.
2. Vessel Booking.
3. Custom Clearance.
4. Buyer End Custom.
5. Bank.
Packing List Base on Assortment:
1. Solid Color/Solid Size
2. Solid Color/Assort Size.
3. Assort Color/Solid Size.
4. Assort Color /Assort Size.
3.21 Preparation of packing list after final inspection.
SIZE RANGE:
Infant Size (Baby size): 2 Month, 4 Month, 6 Month, 10 Month, (1-12 Months). Toddler Size: 2T, 3T, 5T, 6T (2-5Years) Children Size: 6 Years-12 Years.
Adult Size: XS S M L XL XXL
37/38 38/39 40/41 42/43 44/45 46/47cm
Order Quantity: 2000 pcs/24 pcs a Cartoon/A Pack-500, B Pack-700, C Pack-800 A Pack Ratio = 500 pcs.
|Ratio |Size |
|Color |S |M |L |XL |
|Red |1 |2 |2 |1 |
|Green |83 -> 167 -> 167 -+ 83 = 500 11 -» 23 -* 23 -» |
| |11=68 |
|Blue | |
Assorted Cartoon No:
|Carton |Color |Size |Carton Quantity |Garments pcs |Total Quantity |
|No: | | | | | |
|01-03 |A |S |3 |24 pcs |72 pcs |
|04-09 |A |M |6 |24 pcs |144 pcs |
|10-15 |A |L |6 |24 pcs |144 pcs |
|16-18 |A |XL |3 |24 pcs |72 pcs |
| |= 432 pcs |
Un Assorted Cartoon:
|Carton |Size |Carton Quantity |pcs Garments a Cartoon |Total Quantity |
|No: | | | | |
|19-20 |S-M-L-XL 1-2-2-1 |2 |24 pcs |48 pcs |
B Pack Ratio = 700 pcs.
|Ratio |Size |
|Color |S |M |L |XL |
|Red |1 |2 |2 |1 |
|Green |117-» 233 -» 233 -* 233 = 700 21 -> 17 -+ 17 -» |
| |21=76 |
|Blue | |
Assorted Cartoon No:
|Carton No: |Color |Size |Carton Quantity |Garments pcs |Total Quantity |
|01-04 |B |S |4 |24 pcs |96 pcs |
|05-13 |B |M |9 |24 pcs |216 pcs |
|14-22 |B |L |9 |24 pcs |216 pcs |
|23-26 |B |XL |4 |24 pcs |96 pcs |
| |= 624 pcs |
Un Assorted Cartoon:
|Carton No: |Size |Carton Quantity |pcs Garments a Cartoon |Total Quantity |
|27-29 |S-M-L-XL |3 |24 pcs |72 pcs |
| |1-2-2-1 | | | |
|30 |A + B |1 |20 + 4 = 24 |24 pcs |
3.36. Preparation of shipping samples & sending to buyer through proper Packing & documentation.
Manufacturing need to send shipping sample for shipment procedure including:
• Packing & Weight list.
• Assortment breakdown.
• Length, width & height of cartoon.
• Weight of the cartoon including net weight & gross weight.
Packing & Weight List
|Exporter /Manufacturer: |Packing List No. Date|SFML-1567-12 29-MAR-2012 |
|SAPPHIRE FINISHING MILLS LTD 7-AK MAIN BOULEVARD | | |
|GULBERG, LAHORE,PAKISTAN UAN:+09242111-000-100 | | |
|FAX:9242575278357 13753 | | |
| |D/A No. |E121567 29-MAR-2012 |
| |Date | |
|Buyer / Customer: WEAR MAG LTD |Form E No. |UBL-1085399 30-MAR-2012 |
|KALSHE TOWER, 1ST FLOOR,PLOT NO. 1/1 |Date | |
|,BLOCK-E,AVENUE-1,SECTION-1 | | |
|1,MIRPUR,DHAKA-1216.BANGLADESH | | |
| |Remarks |WE CERTIFY THAT GOODS ARE OF PAKISTAN |
| | |ORIGIN |
| |Country of Loading Final |KARACHI PAKISTAN |
| |Destination |CfflTTAGONG, BANGLADESH |
| |Contract No. |SA-1203110,SA-1203111 209512050006 |
| |L/C No.|08-MAR-2012 |
| |Date of issue | |
|Shipping Marks: |Issuing Bank |BANK ASIA LTD., |
|STYLE#: 1H7262.2 F0580 ROLL: | |MOHAKHALI BRANCH, DHAKA |
| |Payment |SIGHT |
| |Mode of Transport |BY |
| | |SEA |
ROLL LENGTH (YDS): ARTICLE: FIN-D-0114, FIN-D-0066 FACTORY: Wear Mag COUNTRY: Bangladesh
Shipping lines Container no.
Terms
MITSUI O.S.K LINES
PAKISTAN PVT LED. TGHU-757215-5(40)
CFR {CFR
CHITTAGONG(INCOTERMS
2000)}
DESCRIPTION OF GOODS:
Fabric for 100 pct export oriented Readymade Garments Industrys all other details as per beneficiary’s sales contract no. Sa-1203110 dated 24.02.2012 & sa-1203111 dated 24.02.2012. This eof l/c against export contract no. 1f5147 dated 05.03.2012 of asmara fer east ltd, 13/f, easy 609-611 tai nam west street, cheung shawan, hongkong, l/c has been issued under export development fund (eof)
DC NO. 209512050006 DTD. 08.03.2012
AS PER COMMERCIAL INVOICE NO.: SFML-1567-12
|ROLL |CONT |
|Color |S |M |L |XL |
|Red |1 |2 |2 |1 |
|Green |83 -> 167 -> 167 -» 83 = 500 11 -> 23 -»• 23 -»|
| |11=68 |
|Blue | |
Assorted Cartoon No:
|Carton No: |Color |Size |Carton Quantity |Garments pcs |Total Quantity |
|01-03 |A |S |3 |24 pcs |72 pcs |
|04-09 |A |M |6 |24 pcs |144 pcs |
|10-15 |A |L |6 |24 pcs |144 pcs |
|16-18 |A |XL |3 |24 pcs |72 pcs |
| |= 432 pcs |
UN Assorted Cartoon:
|Carton No: |Size |Carton Quantity |pcs Garments a Cartoon |Total Quantity |
|19-20 |S-M-L-XL |2 60 |24 pcs |48 pcs |
| |1-2-2-1 | | | |
B Pack Ratio = 700 pcs.
|Ratio |Size |
|Color |S |M |L |XL |
|Red |1 |2 |2 |1 |
|Green |117-* 233 -> 233 -» 233 = 700 21 -> 17 -» 17 -» |
| |21=76 |
|Blue | |
Assorted Cartoon No:
|Carton No: |Color |Size |Carton Quantity |Garments pcs |Total Quantity |
|01-04 |B |S |4 |24 pcs |96 pcs |
|05-13 |B |M |9 |24 pcs |216 pcs |
|14-22 |B |L |9 |24 pcs |216 pcs |
|23-26 |B |XL |4 |24 pcs |96 pcs |
| |= 624 pcs |
UN Assorted Cartoon:
|Carton No: |Size |Carton Quantity |pcs Garments a Cartoon |Total Quantity |
|27-29 |S-M-L-XL 1-2-2-1 |3 |24 pcs |72 pcs |
|30 |A + B |1 |20 + 4 = 24 |24 pcs |
3.38. Invitation to third party like SGS for final inspection.
Sometimes buyer goes with third party inspection like SGS & some other firms. So director need to co-ordinate with buyer nominated third party.
Sample of Email
Dear Sir,
Thanks, recently we have completed one order from US Buyer. Now we are ready for final inspection. According to our buyer requirement need your organization final inspection certificate. So please come to our factory and final inspection this order and give the conformation date for final inspection.
Best regards,
HASAN ZAWAD
Executive Director,
NORTHERN TOSRIFA INDUSTRY LTD.
3.39. Selection of shipping, forwarding & Consolidation Company for smooth Shipment.
In term of selecting shipping first it needs to give performance of buyer demands. If there is any buyer nominee shipping company ship the goods with them to proper shipment of goods. Generally it is very important in term Of FOB shipment. Otherwise select the shipping company whether the shipping process efficiency.
3.40. To help commercial department for making proper documentation for submission in bank as per terms & condition mentioned in M L/C.
Arranging all things above by this time master L/C will be reached to the bank & receiving the master L/C from the commercial manager is one of the responsibilities of a merchandiser. Merchandiser help commercial department for making proper documentation for submission in bank as per terms & condition mentioned in m L/C by providing.
3.41. Trim card preparation.
Trims card cover all the items used in the garments except the basic fabric. There are hundreds of items use to manufacture the garments. Proper selection of trims & its quality are very important for styling otherwise the garment may be rejected or returned by the customers.
3.42. Writing future business plan.
Sourcing for future orders/Buyers: Doing this work he is to do the following works-
Collect Data of all Buying House: His/her first and for most duty that he is to be well acquainted with all the buying houses how and abroad.
Select potential Buyers: Collecting data of all buying houses he should select who are the potential Buyers.
Visit Local Buying House and Give Profile: After selecting potential Buyers he should have to visit Local Buying House and give profile so that the Local Buying Houses may know about them.
Write mails to all Buyers: When a Merchandiser collects data of all Buying House he will be got the contact address. So, writing e-mail to all Buyers is one of the major duties to be performed.
Attend National & International Seminars: The world has been a global village in the arena of Marketing. So for marketing anything else everyone should attend national & international seminars.
Organize a display: In the business world those who can express/show/display themselves are getting more business. So, organizing a display of his company is a pre duty of a Merchandiser. For this a Merchandiser may open a well site with well equipped.
Build up strong network with buying house, supplier of fabrics and accessories:
Without bringing up someone close you may not benefited. For this reason a merchandiser should have a strong network with all buying houses and suppliers so that he can run his work properly.
Doing all the works a merchandiser can go for the next stage. His second step starts with getting new order. When a merchandiser gets new order he has to do the below works.
• Receive product package from buyer: His second stage's work begins with receiving product package from his customer.
• Discuss with planning and product department for production space and ability to do the work: After observing the product package a merchandiser should have a sound talk or discussion with the planning and production department about the package to settle whether they are able to make the product or not.
• Analyze product package: On the basis of a product package an order will be going on. So analyzing product package is one of the important duties of a merchandiser.
• List out type of fabric and accessories: If a merchandiser analyzes a product package he can list out what type of fabrics and accessories needed for the package.
• Do consumption of fabrics and accessories: List out fabrics and accessories he will go for the consumption done.
• Do the costing and quote price: After doing consumption a merchandiser will be clear about the costing and he will quote the price accordingly.
SUPPLY CHAIN MANAGEMENT
4. SUPPLY CHAIN MANAGEMENT
4.1. Maintaining data bank (procedure) of suppliers for different kinds of Suppliers.
• Row apparel maintain data bank of the different suppliers by
• By collecting company cards
• By collecting personal visiting cards
• By collection company profile
• By adding number on phone books
• By using internet
• By using software's and etc.
4.2. Asking for price quotation procedure from suppliers:
At first merchandiser contact with different supplier by sending mail to take or asking price quotation of necessary accessories. After getting the mail supplier send them their price to merchandiser like,
|DESCRIPTION |Required Qty |Unit Price $ |Amount |Remark |
| | | |US $ | |
|MAIN LEVEL STORMY LIFE |1225 Doz |.22 |269.50 | |
|CARE LEVEL WOVEN |1225 Doz |.04 |49.00 | |
|SIZE LEVEL COTTON |1225 Doz |.05 |61025 | |
|INTERLINING COTTON |950 Yds |.97 |921.50 | |
|PAPER BAND STORMY |1225 Doz |.42 |514.50 | |
4.3. Having samples from suppliers & to collect from buyers through Merchandising department;
After get sample from suppliers merchandiser those sample send to buyer for collecting approval like,
|DESCRIPTION |Required |Unit Price $ |Amount |Remark |
| |Qty | |US $ | |
|MAIN LEVEL STORMY LIFE |1225 Doz |.22 |269.50 | |
|CARE LEVEL WOVEN |1225 Doz |.04 |49.00 |Approved all |
|SIZE LEVEL COTTON |1225 Doz |.05 |61025 | |
|INTERLINING COTTON |950 Yds |.97 |921.50 | |
|PAPER BAND STORMY |1225 Doz |.42 |514.50 | |
4.4. Comparative statement of price & other relevant factors of suppliers;
Collect all statement of price all factors of supplier.
4.5. Organizing negotiation meeting & negotiation the price:
To get low price and better quality they need to negotiate the price. Some tune they arranged meeting with different suppliers. In this meeting merchandiser and suppliers are attend.
4.6. Agenda & minutes writing procedure;
This is important procedure for supply chain management. In this system they write down the main or bold procedure of work with action tune. This is the one kind of planning.
4.7. P.O sending procedure to suppliers;
After approval the sample the sample form buyer and they send P.O to merchandiser. When merchandiser provides P.O to the suppliers. This document is the approval of ordered style and design. If there is any amendment vendor know it to suppliers.
4.8. P.I collecting procedure & checking P.I with the help of commercial Department;
Against of P.O document supplier gives P.I merchandiser. It can be collected through e-mail or some other media.
Checking of P.I. is,
Pin umber
Unit price
Description
L/C s/be irremovable with add confirmation clause
Pertical shipment and transshipment allowed.
Certificate of origin issue by beneficiary.
Pre-shipment inspection certificate issue by beneficiary.
Payment at 90 days shing form the date of negotiation.
4.9. Ensuring delivery of fabrics & accessories to factor with proper Procedure;
Recheck all procedure and proper documentation again and then go for the action. Received all fabric or accessories which amount are added in the document and also check the qualities of all things. Then make a new document where they add received thing with undelivered things.
FABRIC INSPECTION REPORT
(4 POINT SYSTEM)
FACILITIES NAME & FLOOR: 11-05-2012 LAST REVISION DATE: 08-05-07
DATE : 02-05-2012 FAB. DESCRIPTION: 100% COTTON TOTAL PENALTY POINT: 130 FACTORY NAME: FAB. CONSTRUCTION: 128*60/20*16 AVRG. DFCT. IN 100SQ. YRDS: 17.77
BUYER NAME:.......................FAB . CONSIGNMENT:............................REJECTED:.........................
FAB. SUPPLIED BY: SOUTH CHINA TOTAL ROLL RCVD.:...........ACCEPTED:.......................
STYLE NO.: HBTR-33 TOTAL YDS/MTR/RCVD QTY.: 2600YDS
BOOKING WIDTH:..................................... TOTAL YDS. INSP. QTY : 460YDS.
| | | | | |
| | | | | | |
| | |
|2008 Target |Quantity in pcs |TEXEBO |Triburg |Jecko |Total |
| |Qty in US $ | | | | |
|January |Qtyinpcs |10,000 |5,000 |10,000 |25,000 |
| |Amount US |160,000 |125,000 |150,000 |435,000 |
| |$ | | | | |
|February |Qtyinpcs |7,000 |3,000 |8,000 |18,000 |
| |Amount |280,000 |150,000 |300,000 |730,000 |
|March |Qtyinpcs |5,000 |3,000 |5,000 |13,000 |
| |Amount |150,000 |100,000 |150,000 |400,000 |
|April |Qty in pcs |10,000 |5,000 |10,000 |25,000 |
| |Amount |450,000 |100,000 |500,000 |1,050,000 |
|May |Qty in pcs |30,000 |20,000 |25,000 |75,000 |
| |Amount |1,350,000 |800,000 |1,000,000 |3,150,000 |
|June |Qty in pcs |20,000 |20,000 |30,000 |70,000 |
| |Amount |800,000 |750,000 |135,000 |1,850,000 |
|July |Qtyinpcs |39,500 |15,000 |10,000 |64,500 |
| |Amount |1,850,000 |600,000 |400,000 |2,850,000 |
|August |Qty in pcs |25,000 |5,000 |10,000 |40,000 |
| |Amount |1,000,000 |200,000 |450,000 |1,650,000 |
|September |Qtyinpcs |10,000 |5,000 |10,000 |25,000 |
| |Amount |450,000 |200,000 |400,000 |1,050,000 |
|October |Qty in pcs |8,000 |16,000 |10,000 |34,000 |
| |Amount |360,000 |720,000 |450,000 |1,530,000 |
|November |Qtyinpcs |30,000 |7,500 |10,000 |47,500 |
| |Amount |1,350,000 |300,000 |450,000 |2,100,000 |
|December |Qtyinpcs |25,000 |30,000 |12,000 |67,000 |
| |Amount |655,000 |800,000 |300,000 |1,755,000 |
|Total |Qtyinpcs | | | | |
|Total |Amount | | | | |
6.2. Work study or industrial engineers procedure.
Industrial engineering draws upon the principles and methods of engineering analysis and synthesis as well as mathematical, physical and social sciences together with the principles and methods of engineering analysis and design to specify, predict and evaluate the results to be obtained from such systems. In lean manufacturing systems, industrial engineers work to eliminate wastes of time, money, materials, energy, and other resources. The term "industrial" in industrial engineering can be misleading. While the term originally applied to manufacturing, it has grown to encompass virtually all other industries and services as well. The various topics of concern to industrial engineers include management science, financial engineering, engineering management, supply chain management, process engineering, operations research, systems engineering, ergonomics, value engineering and quality engineering.
Major Parts of IE in Garments Industry:
• Analysis Procedure
• Operation Procedure
• Workers Assessment Objectives of IE:
• To sells or business target of the company.
• To spread production planning information.
• To set target and submit balance report within schedule time. Analysis Procedure:
• Basic
• Semi Critical
• Critical
Basic Analysis:
• Operator Training Analysis
• Pre-Production Meeting Analysis
Target Setting Analysis: Analysis team will analyze target setting. Setting line target depends on following terms:
• SMV
• Manpower Operator and Helper
• Targeted Efficiency
Let, for any garments given SMV = 12.25
Total Manpower = 28 Operators + 25 Helpers = 53 Persons
Let us consider the line Efficiency = 100% Then total outcome = 53 x 60
12.25
= 260 pieces per hour But actual line Efficiency = 80% Then outcome of this line = 53 x 80
12.25
= 208 pieces per hour. Line Productivity Calculation: Line productivity = target per hour x SMV x 100%
(Manpower x 60) - Non productivity time = 208 x 12.25 x 100
(53x60)-0 = 80%
If a line contains 53 manpower and target given per hour 200 then, Line productivity = target per hour x SMV x 100%
(Manpower x 60) - Non productivity time = 200 x 12.25 x 100
(53x60)-0 = 77%
Again, manpower decrease 53 to 45 and line target remain same as 200 then, Line productivity = target per hour x SMV x 100%
(Manpower x 60) - Non productivity time = 208 x 12.25 x 100
(45x60)-0 = 90%
6.3. Daily Production Report
LINE WISE DAILY PRODUCTION REPORT
FACTORY:...................BUYER:.....................STYLE NO:.................SIZE:............
FACILITY:...................LINE NO:.................. ITEM:.........................ORDER QTY:
|CUT NO. |SIZE /HR. |
• Pattern verification for new style
• Correction of pattern
• Re-Design the pattern
• Inspection the spreading quality
• Inspection the cutting parts (100%)
• Replacement
Sewing inspection:
• Process wise 7 pcs bundle inspection
• Inline garment menufacturement inspection
• Hourly critical process control
• Hourly end line quality checking
• AQL audit
FACTORY: FACILITY:
QUALITY DIVISION
SEWING DEPERTMENT
LINE WISE DAILY REPORT
BUYER:..................... STYLE NO:................. SIZE:
.LINENO:.................. ITEM:
.ORDER QTY:
|CUT NO. |SIZE /HR. | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| |TOTAL | | | | |
Total Cutting:.....................Today's input:.....................Total input:.............
Balance input:....................Prevs. Output:......................Today's output:.....
Total output:......................Balance output:....................Output complt date:
L.Q.C Line Chief
AQL Chart
AQCM
APM/PM
|Lot Size for |Sample |Min. |
|Less than 75mm/ 3" defect |1 |White |
|75mm-149mm/3"-6" |2 |Green |
|150mm-229mm/6"-9" |3 |Yellow |
|More than 260mm/9" |4 |Red |
6.10. Lab dips preparation procedure;
It is the merchandiser's responsibility to get the Lab dips from the processing mill and to get approval from buyer.
There are different matching systems followed in Labs. They are
• Tube light matching.
• Sun light matching.
• Ultra Violet matching.
• Sodium light matching (show room).
Each of these above matching will give different results. For example, if a lab dip matches to the original in tube light, it will differ hi sun light. So the lab dips are to be made according to the buyer's matching system.
Different buyers follow different matching. Hence before proceeding lab dips, merchandiser should be aware of the buyer's matching system. Accordingly he should arrange to make lab dips.
Also he must be sure of making the lab dips hi the actual production fabrics. It is better to make lab dips in more than 3 closer shades. (Some times, the processing factory will make lab dips in 2 shades and will make them hi to 4 bits. If we send the same to buyer and if buyer finds out this, he will think that he had been cheated purposely by the merchandiser. Our reliability will get questioned here).
Before sending the lab dips to buyer, the merchandiser should verify whether they are closer to the required shade. And he should send them to buyer only if he is confident that they will get approved. If he sends them with a doubt and if they are not approved, he will have to make them again. By this way, at least 1 week time will be wasted; courier expenditure will be wasted unnecessarily. To adjust this wasted tune, we will have to urge the production which may lead to quality problem. So if he is not satisfied with the lab dips, he should arrange for the revised lab dips from the processing mill immediately.
When sending the lab dips to buyer, he has to take some extra care. The lab dip fabric bits are to be ironed and cut into a clean shape. They should be attached to the shade card hi an attractive presentation. This will give a pleasant mood to buyer when he verifies the shades. (Here we should understand the psychological effect in this regard. If we see lab dips hi the morning, we may think they are not suitable. If we see the same hi the evening or the next day, we may think they are closer. Our presentation of lab dips will help to get quick approvals. This is not cheating; just a tip).
While making lab dips, the lab hi processing mill will have the recipes noted. They will give different reference numbers to different lab dips. Accordingly each lab dip will have different reference number. When sending lab dips to buyer, the merchandiser should keep one set of counter lab dips with reference numbers. He must be sure that the reference numbers mentioned to buyer's set are the same in his counter set also. It is advised to follow the same reference numbers by everybody - processing mill, merchandiser and buyer. This will help to avoid confusion when processing.
The lab dip procedure is as follows-
• Lab Test
• Dimensional Stability
• How to check dimensional stability
• Color Fastness
• Color Fastness to Crocking
• Color Fastness to Wash
• Color Fastness to Perspiration
• Light Fastness
• Piling
• Laboratory
6.11. Dying procedure step by step; Dyeing process: Conventional:
• Isothermal
• Migration
• 60:C isothermal process
• 80:C isothermal process
• 80:C Turquoise process
• CVC Dyeing process
Special:
• White dyeing process
• Washing process
• Enzyme process
• Topping process
• Addition process
6.12. List of the machines in GMTS;
NORTHERN TOSRIFA INDUSTRY LTD. MACHINE LIST
|TYPE OF MACHINE |QUANTITY (SETS) |
|SINGLE NEEDLE |374 |
|DOUBLE NEEDLE |92 |
|OVERLOOK |78 |
|KANSAI |30 |
|BAR TACK |30 |
|BUTTON STITCH |30 |
|BUTTONHOLE |25 |
|EYELET BUTTON HOLE |20 |
| |96 |
|SNAP BUTTON |35 |
|BLIND STITCH |8 |
|FEED OF THE ARM |25 |
|CUTTING MACHINE |20 |
|HEAT CUTTER |5 |
|FUSING MACHINE |2 |
|WAIST BELT SETTING |4 |
|SPECIALIZED MACHINE: | |
|NEEDLE DETECTOR (TUNNEL) |5 |
|CAD MACHINE |4 |
|PLOTTER |2 |
|DIGITIZER |2 |
|VELCRO CUTTER |2 |
|SEAM SEALING |12 |
|ZIG-ZUG |12 |
|FABRIC INSPECTION MACHINE |2 |
|THREAD SUCKING MACHINE |5 |
|STEAM BOILER |2 |
|STEAM IRON |60 |
|ELASTIC ATTACHING |2 |
|LABEL JOINT |6 |
|LIGHT BOX |1 |
|OTHER SUPORTING EQUIPMENT: | |
|QUILTING MACHINE |2 |
|EMBROIDERY (UP TO 15 COLOR) |2 |
|LAY END CUTTING MACHINE |10 |
|VACUUM IRON TABLE |60 |
|HAND NEEDLE DITECTOR |3 |
|TOTAL MACHINE |975 SETS |
WASHING PLANT:
|TYPE OF MACHINE |QUANTITY (SETS) |CAPACITY |
|SAMPLE WASHING MACHINE |9 |1300 Ibs |
|WASHING MACHINE |6 |95750 Ibs |
|HYDRO EXTRACTOR |3 |1800 Ibs |
|DRYER |12 |20100 Ibs |
|SAND BLAST MACHINE |8 |1 6000 pcs per day |
|SAND BRUSH MACHINE |5 |3360 pcs per day |
|E . T. P. |1 |1 50000 Ltr. Per hour |
6.13. Reporting system in production department;
LINE WISE DAILY PRODUCTION REPORT
FACTORY:...................BUYER:.....................STYLE NO:.................SIZE:............
|CUT NO. |SIZE /HR. | | | | |
Total Cutting: Balance input: Total output:.. L.O.C
............Today's input:.....................Total input:...................
,...........Prevs. Output:......................Today's output:...........
...........Balance output:....................Output complt date:......
Line Chief AQCM APM/PM
6.14. Receiving, requisition & inventory management procedure in production Department;
Store Requirement
Style: 3V1597 FLOW -1
Attn: Mr. Zulficker -Sr. officer store CC. Mr. Faruque - Ast Manager CC. Mr. Raihan - Sr. store officer CC.Mr.Lutfor-AGM
Please arrange & send the following item to production floor 5 Tejgon Fabric;
|SI. No. |Item |Color |Size |Gmts/Qty. |Qty/Yrds |
| | |Tyson Pink | |
|Fabrics Received |11.23A.M | | |
|Cutting process |12.00 A.M | | |
|Garments delivery |4.00 P.M | | |
Weekly basis report Nfls department: (Example)
|Day |Fabrics Received |Fabrics issue To Cutting floor |
|1983-84 |134 |0.040 |
|1984-85 |384 |0.115 |
|1985-86 |594 |0.198 |
|1986-87 |629 |0.283 |
|1987-88 |685 |0.306 |
|1988-89 |725 |0.317 |
|1989-90 |759 |0.335 |
|1990-91 |834 |0.402 |
|1991-92 |1163 |0.582 |
|1992-93 |1537 |0.804 |
|1993-94 |1839 |0.827 |
|1994-95 |2182 |1.200 |
|1995-% |2353 |1.290 |
|1996-97 |2503 |1.300 |
|1997-98 |2726 |1.500 |
|1998-99 |2963 |1.500 |
|1999-2000 |3200 |1.600 |
|2000-2001 |3480 |1.800 |
|2001-2002 |3618 |1.800 |
|2002-2003 |3760 |2.000 |
|2003-2004 |3957 |2.200 |
|2004-2005 |4107 |2.000 |
|2005-2006 |4220 |2.200 |
|2006-2007 |4490 |2.400 |
|2007-2008 |4743 |2.800 |
|2008-2009 |4825 |3.100 |
Out of 3.1 million manpower employed in BGMEA members factories, 2.38 million are women (85%), majorities of them are disadvantages & economically poverty stricken
women folk. Such empowerment & employment raised awareness regarding children education, heath safety, population control disaster management only so for. It is an epoch making event in the history of Bangladesh.
9.3. Salary as worker as approved by government & BGMEA.
There are seven grade of workers salary approved by government & BGMEA.
|Grade -1 |Salary-6500 |Rent-2600 |Medical-200 |Total-9300 |
|Grade-2 |Salary-5000 |Rent-2000 |Medical-200 |Total-7200 |
|Grade-3 |Salary-2870 |Rent-1148 |Medical-200 |Total-4218 |
|Grade-4 |Salary-2615 |Rent-1046 |Medical-200 |Total-3861 |
|Grade-5 |Salary-2395 |Rent-958 |Medical-200 |Total-3517 |
|Grade-6 |Salary-2230 |Rent-892 |Medical-200 |Total-3322 |
|Grade-7 |Salary-2000 |Rent-800 |Medical-200 |Total-3000 |
9.4. Number of garments is in BGMEA.
• In Dhaka city
There are 3676 numbers of garments in BGMEA,
• In Chittagong city
There are 745 numbers of garments in BGMEA.
BKMEA
10. BKMEA
10.1. Function & activities of BKMEA.
Bangladesh Knitwear Manufacturers & Exporters Association (BKMEA) was formed in 1996 by the all out efforts of few knitwear manufacturers. As soon as after the formation it undertook activities to look after the interest of the knitwear sector of the country. Today it is an association of about 1700 knitwear manufacturers and exporters that represent the largest export earning sector of the company.
BKMEA has grown enormous network in home and abroad. The members are the core strength and primary network of BKMEA. Besides, BKMEA works closely with national and International bodies and maintains close relationships with all stakeholders.
On areas of common interest, it also works with similar organizations like, International Apparel Federation (LAP), Global Alliance for Fair Textile Trade (GAFTT) and American Manufacturing Trade Action Coalition (AMTAC).
To boost up trade and to enhance cooperation between countries, BKMEA has signed agreement with concerned associations like China Yunnan Light & Textile Industry Association on June 10, 2005, Botswana Manufacturers & Exporters AssociationonOctober8,2009etc. Presently Bangladesh is the 3rd largest knitwear exporter in the world just after China and Turkey. To lead the world apparel market, BKMEA is putting diligent efforts to diversify export market, and ensure better market access of the country's knitwear products to EU,USA, China, South Africa, Japan and other countries to promote the sector, BKMEA is implementing development projects with German Technical Cooperation (GTZ) and other international organizations in this regard.
The association has signed Mou with GTZ on March 16, 2005 and Metro Group, Germany on 26 April, 2010. The development works include: enhance productivity and improve social compliance status of its member factories, promote workers welfare through centralized day care centre health care centre, prepare sector related research and publication, organize trade promotion missions and fairs in home and aboard.
BKMEA has strong relationship with Govt. to formulate strategies and national policies on sector related and other socio economic important issues. BKMEA is run by a 27-member Board of Directors led by the President. The Board of Directors is elected for a 2-year period. To run the association efficiently, different committees are also working.
10.2. Number of garments is in BKMEA.
There are 1700 number of garments in BKMEA.
BKMEA's Productivity Improvement Cell (PIC):
In the context of fierce global market competition, product prices are declining and buyers are requesting shorter lead times. To facilitate its members, Bangladesh Knitwear Manufacturers and Exporters Association (BKMEA) initiated the "Productivity Improvement Program" (PIP) in collaboration with the German Development Cooperation (GIZ).
The aim of the program is to accomplish overall productivity improvements within the existing manufacturing system without major capital investments. The approach is to implement Lean Production systems to eliminate waste (non value added) and facilitate value added work. The PIP program is being implemented by the BKMEA's Productivity Improvement Cell (PIC).
Activities Of PIC:
1. PIC Consultancy Services
2. PIC Current Projects
3. PIC Training Course
Seminar on Productivity Improvement through Lean Manufacturing PIC Consultancy Services
Export Performance of RMG of Bangladesh for 2010-11,2011-12 & 2012-13 in Million US ($)
|n |Export of RMG Year |in FY 10-11 (in |Million USD) |Monthly Growth Rate Compared to Last Year (%) |
|"~"|Month |Woven |Knit Total 798.66| |
|v | | |1469.94 790.60 | |
| | | |1435.99 592.02 | |
| | | |1065.59 706.75 | |
| | | |1266.02 644.94 | |
| | | |1179.81 778.95 | |
| | | |1531.14 760.61 | |
| | | |1509.93 718.95 | |
| | | |1456.60 814.00 | |
| | | |1652.28 866.41 | |
| | | |1603.11 972.76 | |
| | | |1788.94 1037.41 | |
| | | |1955.11 9,482.06 | |
| | | |17,914.46 | |
| | | |
Share of Knitwear in RMG Export (FY 2011-12): 49.60% CAGR Growth (FY 2007-08 - FY 20101-12): 14.43% Share of Knit Garments in GDP (FY 2010-11): 8.57% Net Retention amount (2011-12)- US$ 5691.83 million Net retention rate - 60% (Highest) Value addition - 70% (Highest) Labor Force Employed
Direct - 3.7 million; about 70% of them are women.
Indirect - 0.50 million Number of Member Units About - 1873 (upto January 2013)
Comparative Export Performance of Bangladeshi Knit Production Major Importing Countries: (Figures in Million US $)
[pic]
Source: Export Promotion Bureau, Bangladesh
EXPORT PROMOTION BUREAU
11. EXPORT POROMOTION BUREAU
ORGANOGRAM OF EPB:
[pic]
Export Promotion Bureau, Bangladesh
Export performance for the Month of July-December 2011-2012
|Overall position Mn.US$ |
|Products |Export Performance |Export Target for |Strategic Target for |Export Performance |
| |July-June. 2010-11 |2011-2012 |July-Dec. 2011-12 |July-Dec. 2011-12 |
|2324.05 |2064.85 |-11.15 |198835 |3.85 |
11.1. Function & activities of EPS.
Export promotion bureau (EPB) Bangladesh under the ministry of commerce is a government agency of the country, entrusted with the responsibilities of promoting export of the country.
It is mainly responsible for:
• Formulating and adopting of policy and programmed for active promotion of exports.
• Coordinating export development efforts at different sect oral and production levels.
• Coordinating monitoring and evaluating national export performance and analyzing export trends.
• Carrying out promotional activities in product development & expansion of supply side capacity.
• Exploring markets of export6ables abroad.
• Collecting and disseminating trade information to the stakeholders.
• Organizing participation in international trade fairs abroad.
• Imparting training for HRD.
• Conducting studies surveys research etc. tore expansion and diversification of export and.
• EPB also assists the Ministry of commerce in formulating policies related to export of the country.
Information division:
The information division has two sections:
• Publication section
• Trade information centre.
Publication section:
Publication section of the export promotion bureau publishes different types of publications on export for effective & wide publicity of exportable both at home and abroad.
Printed publications are sent to Bangladesh missions abroad, concerned ministries Government Department, national and international trade Organizations, trade associations, chambers of commerce, sector Corporations and leading exporters.
In addition to that various types of forms are printed for the use of the exporters,
Publication section is also responsible for public relations of the Bureau, The section circulates press releases and arranges media coverage of different activities of EPB.
This section also takes initiative and magazines at home and abroad.
Trade Information Centre (Tic)
Success in international trade mostly depends on accurate information concerning world trade. To support our valued exporters, export promotion Bureau established the trade information centre (TIC) in 1965. Technical. TIC upgraded with IT corner.
Users:
Exporters & export related Business community chambers of commerce, trade associations, researchers, journalist and teachers & students.
TIC services:
• Computer network with internet facilities.
• Wide range of magazines/periodicals/journals and books.
• ITC market access tools: trade map & product map.
• Handout on trade inquiry for every 10 days.
• Provide export related information.
• Product and country wise exporter & buyers lists.
Books and journals:
• Trade related books.
• Trade directory.
• Annual reports.
• Yellow pages.
• Reports /research papers on commodities.
• Import payments and exports receipts.
• Publications: ITC, CBI, world bank, ADB, national- CPD, BIDS others.
• Europe world year book
• Encyclopedia.
• Harmonized system explanatory notes.
• Trade/chamber/association journals.
Collection:
• Market survey of ten commodities of EU.
• Various statistical data.
• County profile of different countries.
• Product profile on major exportable products.
• Computerized information system on market, product & export procedures.
• Computerize database library information.
• International trade statistics on exports and imports.
Internet corner:
• The present TIC is on information high way having electronic access internal corner to national and international trade related information.
Membership procedure:
• Export related business community & company are eligible for membership on yearly subscription of tk.700/
Non-membership procedures:
• The non-member users are eligible the internet on service charge of tk.20 per hour.
Function of EPB:
• Information division.
• Fair and display division.
• Administration and finance division.
• Commodity development division.
• Textile cell.
• Policy and planning section.
• GSP SECTION.
• ITO section.
• HRDCELL.
• Statistics and research division.
11.2. What are the documents used by Export Promotion request by garments.
• To collect trade license from city.
• Corporation/municipal corporation/union parishod.
• To collect ERC from the CCI &E
• Collect buyers
• To sign a contract
• Collect Lc/ advanced T.T from the importe
• Prepare a commercial invoice
• Packing list
• Submit C.I,P.L& LC to the bank
• Collect EXP from the bank
• Collect shipping bill/bill of export from customer
• Collect BL/AWB from shipping agent
• Insurance policy (if necessary)
• Draft of bill of exchange
• Submit all documents to the bank
11.3. Required to explain the Documents in order.
In order to arrive at an informed answer to the above questions, consultants recommend that business owners with an eye to international markets take the time to complete an international business plan. This document can highlight potential trouble spots and business areas that need further research. Exporting factors mat should be considered in any international business plan include:
• Identification of potential market
• Demographic and political environment of potential market
• Economic status of potential market
• Social and cultural environment of potential market
• Access to potential market (includes research on tariffs and other trade barriers, treaties, trade regulations, patent and trademark protection)
• Demand for product
• Possible competition within potential market
• Possible distribution channels
• Local distribution and production environment within potential market
• Exporting methodology
• Any necessary adjustments to product or packaging
• Marketing strategy
• Cost of exporting operation
• Pricing strategy
• Projected sales
• Projected fortunes of domestic operation
BTMA
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12.BTMA
Bangladesh Textile Mills Association (BTMA) is the national trade organization of Primary Textile Industry i.e. Yarn Manufacturing, Fabric Manufacturing and Dyeing-Printing-Finishing mills of the country under private sector. BTMA is registered in 1983, among others the following are the main objectives:
1. To promote and protect the trade, commerce and manufacturers of Bangladesh in general and of the textile related trade in particular.
2. To collect and circulate statistics and to collect, classify and circulate information relating to the trade, commerce and manufactures of its members.
3. To take all steps which may be necessary for promoting, supporting or opposing legislative and other measures affecting the trade, commerce or manufactures of its members.
4. To make representations to the appropriate authorities on any matter connected with the trade, commerce and manufactures of its members.
5. To advance and promote commercial and technical education connected with the trade and commerce of its members.
6. To undertake special inquiries and initiate or support any action for securing the redress of legitimate grievances connected with the trade or commerce of its members.
7. To engage in such activities for imports, exports of raw materials, spares and finished products for the collective benefit of the members of the Association.
8. To organize such factories and workshops for selling or display centers centrally which may be of common benefit for sections which might not be possible or feasible for individual members.
The Association is run by a BOARD OF DIRECTORS of 27 members, headed by one President and 3 Vice-Presidents, who are elected through ballot/votes as per provisions of the Trade Organization Ordinance, 1961 and Rules made there under by the Government of Bangladesh. The tenure of the Board of Directors is 2 years. The Association has a separate Secretariat to look after all Administrative activities and is headed by the Secretary General. He is assisted by a numbers of officers in the discharge of his duties.
Currently the number of Membership of BTMA is 1364 under:
1. Yarn Manufacturing Member Mills = 383
2. Fabric Manufacturer Member Mills = 743
3. Dyeing-Printing-Finishing Member Mills = 238
Over 4.00 billion EURO has been invested in these mills and about 4.00 million people are currently employed. BTMA fulfills:
• 100 % of the domestic fabric and yarn requirement.
• 50% of the cotton oven fabric requirement of export oriented garments sub-sector.
• Over 95% of the yarn and fabric requirement of export oriented knitwear sub-sector.
12.1 Organogram of BTMA
12.2. Function & activities of BTMA.
Bangladesh textile mills association (BTMA) is the national trade organization representing yarn. Fabric manufacturers and textile product processors mills of the country under private sector.
BTMA is registered in 1983 with the joint stock companies as an association, not for profit under the companies' act 1664.
Following are the main functions/activities of the association
• To promote and protect the trade, commerce and manufacturers of Bangladesh in general and of the textile related trade in particular.
• To collect and circulate statistics and to collect, classify and circulate information relating to the trade, commerce and manufactures of its members.
• To take all steps which may be necessary for promoting, supporting or opposing legislative and other measures affecting the trade, commerce or manufactures of its members
• To make representations to the appropriate authorities on any matter connected with the trade, commerce and manufactures of its members.
• To advance and promote commercial and technical education connected with the trade and commerce of its members.
• To undertake special inquiries and initiate or support any action for securing the redress of legitimate grievances connected with the trade or commerce of its members.
• To engage in such activities for imports, exports of raw materials, spares and finished products for the collective benefit of the members of the association.
• To organize such factories and workshops for selling or display centers centrally which may be of common benefit for sections which might not be possible or feasible for individual members
The association is run by a BOAED OF SIERCRORS of 27 members, headed by one president and 3 vice-president, who are elected through ballot/votes as per provisions of the trade organization ordinance, ml961 and Rules made there under by the Government6 of Bangladesh. The tenure of the board of directors is 2 years. The Association has a separate secretariat to look after all Administrative activities and is headed by the secretary General. He is assisted by a numbers of officers in the discharge of his duties.
Currently the number of membership of BTMA is 1306.
Yearn Manufacturer member = 373. Fabric manufacturer member = 703. Dying, printing & finishing member = 230.
Over 4.00 billion EURO has been invested in these mills & about 4.00 million people are currently employed.
100% of the domestic fabric & yearn requirement.
50% of the woven fabric requirement of export oriented knitwear sub-sector.
12.3. Document issued by BTMA as required by apparel industry.
• Application fee of Tk. 1000.00 and due Subscription for 1st six month in Cash/Cheque/P.O
• Copy of Memorandum & Articles of Association, if limited Company.
• Copy of Trade License.
• Copy of Tax Identification Number (TIN).
• Two copies of colored photographs of the Managing Director/Proprietor/Applicant.
• Machinery Procurement documents.
• Copy of VAT Registration's) Copy of registration Certificate with Board of Investment
• Proof of ownership, if partnership, necessary documents to be submitted.
SHIPPING COMPANIES
13. SHIPPING COMPANIES
13.1. perational procedure of shipping in Chittagong port after receiving garments from industry.
Hoque & Sons Ltd is comprised of a highly skilled personal with technical, administrative & financial know how, with practical experience & hands on approach to the management of vessels on behalf of ship owners, Hoque & Sons Ltd agency department handles wide range of vessels calling Bangladesh ports-both import & export. This includes but not limited to vessels carrying to garments product. The shipping department manned by dedicated & vastly experienced personal provides following services to our valid customer:
Ocean freight (FCL & LCL)
• Door to door (Fully intermodal container services).
• Containerization (stuffing & De-stuffing); state of- the-art facilities.
• Complete international documentation: L/C, C.O, C.I etc.
• Air freight (International & domestics).
• Wide range of trucking & rail service.
• Insurance
• Specialized cargo (Oversized, perishables, dangerous goods, personal effects etc).
Hoque & Sons Ltd offers the ultimate in LCL consolidation services to forwarders with features designed to ensure prompt, professional & economical handling of LCL export requirements. We guarantee you efficient & cost effective & professional service.
13.2. What are the documents issued.
The document issued by shipping company.
• Packing list.
• If FOB then cost caring from buyer.
• C&F
13.3. Explain all documents issued to approval industry. FOB (Free on Board):
• FOB means exporter will take the responsibility up to the goods are loaded on the ship.
• Importer has own transportation.
• Ship Company is well known to importer.
C&F (Cost & Freight):
• The exporter quotes a price including the cost of goods & transportation.
• The insurance cost by importer.
• Importer knows such insurance company who offer lower insurance price.
13.4. Internal communication of shipping.
Our services cover a wide range of territories & are one of the most competitive firms in the industry. We have agency registration worldwide including Canada, USA, Europe, Australia, Singapore, South Africa, just to name a few. In this ever-changing world of freight forwarding, we have developed markets expanding our network globally. Today we continue to research new trends & implement new concepts to allow our customers to be more competitive in the international markets. We are proud to be among the most competitive & effective freight forwarders in Bangladesh. Some of the primary services we provide are:
• Shipping & handling agent for liner & tramp vessels.
• Owners protecting agent for vessels on charter term
• Cargo forwarding.
Arranging husbandry & essential services such as laundry, provision & fresh water supply at most effective manner including mSdical attention for ship's crew when require.
Specialist services: Arranging & attending ship repair, marine supplies, bunker supply, assistance in P.I. matters, arranging crew change & repatriation. Due to long experience & dedication in this sector, we have been able to deliver exceptional services in a highly competitive market.
C & F AGENT
14. C&F AGENT
14.1. What are the documents handle by C&F agent.
Import Documentation
In order to release of imported goods from the port / station the following documents to be submitted by a C&F Agents to the customs authority:
• Bill of Entry
• Copy of bill of lading (BL)
• Copy of invoice.
• Packing List.
• Certificate of Origin (CO).
• UD /UP. (Utilization Declaration/Utilization Permission)
• VBF-6A. (Value Bond Form) Form to be supplied by the C & F agent.
• Bond / stamp (In case of garments industry no stamp is required) the rate of stamp / bond is Tk. 5007- for imported goods worth Tk. 10 lacs.
• Copy of master L/C.
• Letter of credit authorization (LCA)
• Perform invoice.
• Copy of insurance cover note etc.
• PSI (Pre-shipment inspection) Certificate if the industry is not export oriented Export Documentation
An exporter should have to submit the following documents to the customs authority of a station:
• Shipping Bill of Entry.
• Export L/C
• Packing list.
• Invoice.
• UD/Up.
• VBF-9A.Form to be supplied by the C&F agent.
• Export permission form.
Move to free the premier port from congestion of containerized cargo a tripartite meeting of port users, Chittagong Port Authority (CPA) and customs authority last night agreed on discharge of cargo on the date of documentation.
BANK
15. BANK
15.1. M L/C credit receiving procedure in Bank.
Arranging all things above by this time master L/C will be reached to the bank & receiving the master L/C from the commercial manager is one of the responsibilities of a merchandiser.
15.2. B/B L/C opening procedure in Bank.
Being received master L/C opening Back to Back L/C is more necessary. Otherwise, bulk production may be hampered for not storing the goods on by the suppliers.
15.3. What are the documents are requested submit in bank at the time Submission from payment from buyer.
• L/C opening documentation.
• L/C opening documentation must precede collection of pro-forma or indent without which one can't fill up L/C application form.
• L/C opening bank provides the following forms to the L/C opener:
• L/C application form.
• L/CA from (L/C Authorization Application Form)
• Import permission form.
• TM form.
• Agreement form.
• Chargers of documents.
• Guarantee form.
• After verifying & shipping the documents, they must be submitted to the L/C opening Bank.
• Valid trade license.
• Import Registration Certificate.
• TIN.
• Membership Certificate.
• Memorandum of Association
• Photographs.
• Insurance Cover Note.
• Indent/Pro-forma Invoice.
15.4. Clean idea about M L/C &B/B L/C operation procedure.
Letter of Credit popularly known as L/C is a document & instrument or a contract by which business may be conducted between two parties while one or more banks remain in between them. L/C is a guarantee that the seller will receive the proceeds provided he submits all documents as agreed to the negotiating bank as per contract/clause of the L/C. Receipt of an L/C from a buyer guarantees to the factory that it has actually received in order which if shipped would earn him export value written in the L/C. The negotiating bank also stands as a guarantee for payment of export value after submission of export documents. The negotiating bank works on behalf of the exporter & is responsible for realizing export proceeds from the L/C opening bank. In the transaction of business between two parties through L/C four parties get involved: importer, exporter, importer's bank & exporter's bank. There are different ways of payment of export value, such as: 1) Through L/C 2) Through TT Remittances 3) Through differed payment etc. Out of the mentioned modes, payment through L/C has become very popular.
15.5. Idea about Irrevocable L/C.
These are the types of L/C which once issued by the bank of the buyer can't be cancelled, withdrawn & amended by the buyer or the opening bank without the consent of the beneficiary. This implies that once the buyer has opened an L/C in favor of factory to cover the goods he has purchased, he must pay for them if the beneficiary ships the goods as per terms stipulated in the L/C. After shipment of the consignment, the exporter submits the documents to the negotiating bank meeting all the terms stipulated in the L/C. The negotiating banks then are bound to pay the proceeds.
15.6. Idea about different L/C. Revocable L/C
These are the L/Cs that may be cancelled or amended by the issuing bank without prior knowledge of the beneficiary.
Irrevocable L/C
These are the types of L/C which once issued by the bank of the buyer can't be cancelled, withdrawn & amended by the buyer or the opening bank without the consent of the beneficiary. This implies that once the buyer has opened an L/C in favor of factory to cover the goods he has purchased, he must pay for them if the beneficiary ships the goods as per terms stipulated in the L/C. After shipment of the consignment, the exporter submits the documents to the negotiating bank meeting all the terms stipulated in the L/C. The negotiating banks then are bound to pay the proceeds.
Confirmed L/C
These are the types of L/Cs for which exporter's bank lends all sorts of surety for advance of payment.
Confirmed & Irrevocable L/C
There are the types of L/Cs which combine merits & benefits of Irrevocable & Confirmed L/C.
Transferable L/C
These are the types of L/Cs which entitle the beneficiary to request the bank to make the credit available to one or more other parties. An L/C may be called transferable if it is expressly designated so by the issuing bank. Bank charges in respects of transfers are paid by the first beneficiary unless otherwise instructed.
B/B L/C
These are the types of L/Cs which are opened against an original master L/C.
Red Clause L/C
This L/Cs entitles exporters to receive his credit without even producing export documents to the bank.
Sight L/C
Sight L/C implies "Make payment when you see the documents in order". When an exporter ships goods & presents the documents to the negotiating bank, it will credit the proceeds to the exporter account immediately after seeing the documents in order.
License L/C
This is a type of L/C by which payment from L/C opening bank to the negotiating bank is made after a period of time as stipulated in the L/C. The time period may by 30/60/90/120/180 days. Such L/C may include "at 60 days sight with interest to be borne by the L/C opener". Such clause makes the License L/C into a sight L/C & if you present your export documents to the negotiating bank would make you full payment if the documents are in order.
Revolving L/C
This is a type of L/C which entitles the beneficiary to draw money from the L/C a numbers of times to the tune stipulated in the document. The amount is automatically replenished for further drawing. Usually L/C opening bank does not open a revolving L/C for the buyer unless he has a much bigger credit line.
15.7. Idea about at Sight L/C.
Sight L/C implies "Make payment when you see the documents in order". When an exporter ships goods & presents the documents to the negotiating bank, it will credit the proceeds to the exporter account immediately after seeing the documents in order.
FORWARDING AND CONSOLIDATION
16. FORWARDING AND CONSOLIDATION
16.1. Activities of forwarding companies
The Federal Law dd. June 30,2003 "On Forwarding Activities" was adopted by the State Duma on June 11,2003.
Chapter 1, General Provisions, determines the subject matter of this Federal Law, provides that terms of a freight forwarding contract not provided by this Federal Law, other federal laws or other legal acts of the Russian Federation.
• The Chapter as well provides that the above rules shall also define the list of forwarding documents (documents evidencing conclusion of a freight forwarding contract); requirements to quality of forwarding services; procedure for providing forwarding services.
• Chapter 2,. The Chapter sets forth that a forwarding agent shall not be entitled to withdraw from orders of a customer unless it is required in customer's interests and a forwarding company due to circumstances beyond its control was not able to beforehand request a customer over consent thereof to such withdrawal or receive an answer within twenty four hours as it provided by a freight forwarding contract.
• The Chapter as well provides that a company shall not be entitled to proceed to fulfill liabilities thereof laid down by a freight forwarding contract unless required documents.
• The Chapter as well determines that a forwarding company providing services for a customer for personal, family, home and other purposes not connected with business activities performed by a customer shall be obliged to provide information envisaged by the legislation of the Russian Federation on protection of consumers upon the request of a customer.
• Chapter 3, breach of obligations was entailed by undue execution of a shipment contract liability of a forwarding company to a customer shall be established under rules on which liability of a carrier to a forwarding company is based. The Chapter as well provides grounds and scope.
• Chapter 4, Claims and Complaints, sets forth the procedure of presenting of claims and complaints to a forwarding company, provides limitation period. The Chapter as well sets forth the procedure for bringing this Law into effect.
YARN SUPPLIER
17. YARN SUPPLIER
17.1. Idea about yarn supplier like; square spinning, prime spinning, padma spinning;
Spinning is a process where textile fibers turn into yarn with twist or without twist.
Spinning System:
• Dry Spinning→ Synthetic Fiber
• Ring Spinning→ Natural Fiber (12 Count-110 Count)
• Rotor Spinning→ Natural Fiber (03 Count-20 Count
• Wet Spinning→ Synthetic Fiber
• Friction Spinning→ Natural Fiber
• Melt Spinning→ Synthetic Fiber
Flow Chart of Ring Spinning
Card yearn flow chart (Ring Spinning)
Importance of USTER report:
• CSP
• Count
• Twist (TPI = Twist per Inch)
• IPI (Imper faction Index)-How much Thick+Thin+Neps in 1000 Mtrs fabric.
• TPI Standard 30 Count = 18.75-20
Production Capacity: Per day production capacity for Ring Spinning is 22 tons and 08 tons for Rotor Spinning. Radiance Group produces yarn for its own need which is 70 % of total production and 30 % of production sells to other party.
Evaluation: Spinning Mill is very important for garments Industry. Which companies Backward Linkage is so strong their lead time will be short, cost will be low and maintain buyer very smoothly. Radiance Group Spinning Mill set-up is very nice. Radiance Group is doing Ring and Rotor Spinning. I think they should develop Friction Spinning→ Natural Fibre, Dry Spinning→ Synthetic Fibre, Wet Spinning→ Synthetic Fibre and Melt Spinning→ Synthetic Fibre.
CHITTAGONG PORT
18. CHITTAGONG PORT
The Port of Chittagong is the largest seaport in Bangladesh, located by the estuary of the Karnaphuli River in Patenga, near the city of Chittagong. It is a deepwater seaport dominated by trade in containerized manufactured products (especially garments, jute and jute goods, leather products, fertilisers and seafood), raw materials and to a lesser extent passengers. It is one of the two main sea port of Bangladesh - most of the export and import of the country are handled via this port. Window berthing system was introduced at the seaport on August 6, 2007, enabling the sea port to provide the arrival and departure times of all ships. Two berths at the port terminal are kept in reserve for emergency. In 2006 the port handled 27 million tonnes of cargo and 0.8 million tonnes of containers. The port handled 1.5 million TEUs (twenty equivalent units) containers in 2010-11, up from 12.12 lakh TEUs in the previous year, according to the CPA Traffic Department.
Early history
The history of Chittagong port dates back to the fourth century B.C. Malayan history chronicles the journey of the sailor Buddha Gupta from Chittagong to Malaya in the 4th century B.C.The Periplus of the Erythraean Sea documents the existence of Chittagong port in the ancient times. Chittagong derives its name from the Arabic word Shetgang (Shet means delta and Gang the river). The Arab traders considered Chittagong to be the delta of the Ganges.
Chittagong port has been mentioned in the works of Ptolemy, Fa-hien, Hieu-en tsng, and Ibn Battuta. This was an important port used by the traders from the Middle East, China, Turkey, Europe to trade with this part of the world.
During the 9th century the activities of the port increased tremendously as the Arab traders started using the port as their base port. They used to call the port "Samunda". The port was under their control at the time.
The 16th century saw the arrival of the Portuguese. Joaoda Silveria was the first Portuguese Captain to reach the port. He arrived with his ship "LOPO SOANA" in 1517. The Portuguese named the Port PORTE GRANDE (a great Port). The records show that the Porte Grande offered easy access and safe anchorage to ships of 20 feet draught.
It remained a port during Moghul time. Later in early 19th century the British took control of the Chittagong port.The port of Chittagong became a natural outlet for the Northeastern regions of the then British-India that led to the enactment of Port Commissioner's Act of 1887. At that time the facilities of the port consisted of five wooden and one pontoon jetties, hi the year 1889-90 the port handled exports totalling 1.25 lac tons.
Facilities:
For Ocean-Going Vessels:
General Cargo Berths ---------------- 12
Container Berths -------------------- 8
Specialized Berths for Bulk handling:
Dolphin Oil Jetty (For POL) ----------1
Grain Silo Jetty--------------------1
Cement Clinker Jetty ---------------- 1
TSP Jetty---------------------------1
CUFL Jetty--------------------------1
KAFCO Urea Jetty--------------------1
Ammonia Jetty ----------------------- 1
Repair Berths
Dry Dock Jetty---------------------------------2
Mooring Berths
River Mooring-----------------------10
For Inland Coasters and Vessels:
Jetty Berths (For (POL) -------------- 1
Concrete Berth (For Grain Handling) — 1
Pontoon Berths (For POL) ------------- 3
Pontoon Berths (For Cement) ---------- 1
Single Point Mooring ---------------- 10
18.1. Area of Chittagong.
Chittagong port is a principal sea port of Bangladesh. Chittagong port is handling about 92% of import export of tread of the country.
• CCT-handing capacit6y 6.488 tucks. Quay length 450m.
• Container storage yard - 1500 sq m.
• ICD- A land containers depart.
17.2. Capacity of containers handles both import & export per day;
Containers Handled:
|Calendar Year |Chittagong port (TEUs) |Cargo (Tones) |Dhaka ICD (TEUs) |Cargo (Tones) |
|2004per day |2088 |19867 |208 |1322 |
|2005 per day |2374 |23320 |239 |1651 |
|2006 per day |2654 |2795 |271 |1756 |
|2007 per day |3021 |3128 |302 |1721 |
|2008 per day |3496 |3524 |321 |1834 |
Cargo Handled:
|Calendar Year |Import (tones) |Export (Tones) |Total (Tones) |
|2004 |19413460 |2458972 |21872432 |
|2005 |22989122 |2895769 |25884891 |
|2006 |23936103 |3089550 |27025653 |
|2007 |24236261 |3392974 |27629235 |
|2008 |24492707 |3704862 |28197569 |
|2009 |26718834 |3763747 |30482581 |
|2010 |32813208 |4187968 |37001176 |
18.3. CFS area of Chittagong port.
The container freight station is our response to a strong felt need for this facility in the private sector and outside Chittagong port. Our CFS is equipped with and provides:
• Customs bonded warehouse.
• Total warehouse area consists of 18,000 square meters of fire proof covered area.
• 1,200 square meters of dumping yard for handling export/ import yard cargo.
• 24/7 non-stop service.
• Shortest cut- off time.
• Zero pilferage.
• 300 trucks parking space.
• Daily 250 container stuffing and 100 container unstuffy capacity.
• Customize client-wise reporting software updating cargo/ container position and status every six hours.
18.4. Number of sailing of feeder vessel per day (Year);
Basically imports exports goods from Colombia sreelonka, Singapore, cew Malaysia port by feeder vessel. Chittagong port only for feeder vassal.
Vessels Handled:
|Calendar Year |No. of vessels |
|2004 |1764 |
|2005 |1892 |
|2006 |1957 |
|2007 |1945 |
|2008 |2099 |
18.5. What are the different sizes of containers
• Standard containers.
• High-cube containers.
• Hand-top containers.
• Open-top containers.
• fiat racks
• Platforms
• Ventilated containers.
• Insulated and refrigerated containers
• Bulk containers.
• Tank containers.
18.6. Different kinds of containers;
ISO standard:
• There are five common standard lengths,
• 20-ft(6.1m)
• 40-ft (12.2m)
• 45-ft (13.7m)
• 48-ft (14.6m)
• 53-ft (16.2m)
United States domestic standard containers are generally:
• 48 ft (15m)
• 53 ft (rail and truck).
INSURANCE COMPANY
19. INSURANCE COMPANY
19.1. Insurance policy for export garment from Bangladesh to other Countries.
ICC-A.
For all export risk coverage.
ICC-B
For fire risk coverage.
ICC-C
When ship is damage under the water that time this quality policy undertaken risk coverage.
19.2. What are papers issued bv insurance company?
• Stair ways.
• Forced labor.
• Pay provision.
• Emergency exists.
• Fire extinguisher.
• Wage during leave or holiday periods.
• First aid and boxes.
• Canteens.
• Annual leave.
• Casual leave and sick leave.
• Weekly holiday.
• Health and safety.
• Extra allowance for overtime.
• Latrines available.
• Eye protection.
• Working hours.
• Underage worker.
• Discrimination.
19.3. Payment procedure against any claim.
At first the company investigation the causes why the problem is occurred it is their fault. After checking of all activities if the causes are positive they will payments on the other hand the result is negative they will not payment.
COMPLIANCE DEPARTMENT
20. COMPLIANCE DEPARTMENT
20.1 Importance Items Followed by Company to Ensure Companies Requirement of Buyer
According to the buyer requirement company follow three kinds of compliance such as-
Division of Compliance:
1. Labor Law-2006
Division Of Compliance
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1. Labor Law-2006:
CHAPTER 1 PRELIMINARY
1. Short title, commencement and application
2. Definitions:
(i) Retirement (ii) Manufacturing process (iii) hours of week (iv) Workshop
(v) Transmission machinery (vi) Trade union (vii) Federation of trade unions (viii) Discharge (ix) Day
(x) Code of civil procedure (xi) Executive committee (xii) Administrative worker (xiii) Regulation (xiv) Maternity benefit (xv)Dismissal (xvi) Rule (xvi) Wages (xvii)Arbitrator (xviii) Chief Inspector (xix) Director of Labour (xxi) Employer (xxii) Machinery (xxiii) Vehicle
(xxiv) Collective bargaining agent (xxv) Registered Medical practitioner (xxvi) Registered trade union (xxvii) Award (xxviii) Lock-out (xxix) Lay-off (xxx) Power (xxxi) Industry
(xxxii) Industrial establishment (xxxiii) Child (xxxiv) Labour court (xxxv) Worker (xxxvi) Week
CHAPTER II CONDITIONS OF SERVICE AND EMPLOYMENT
3. Condition of employment
4. Classification of workers and period of probation
5. Latter of Appointment and Identity Card
6. Service book 7.Form of Service book
8. entries in the service book
9. Register of workers and supply of tickets and cards
10. Procedure for leave
11. Payment of wages for unveiled leave
12. Stoppage of work
13. Closure of establishment
14. Calculation of one year 'six months 'and wages 'in certain cases
15. Restriction of application of sections 12,16,17, and 18
16. Right of laid-off workers for compensation
17. Muster-roll for laid -off workers
18. Laid -off workers not entitled to compensation in certain cases
19. Death benefit
20. Retrenchment
21. Re-employment of retrenched workers
22. Discharge from service
23. Punishment for conviction and misconduct
24. Procedure for punishment
25. Special provisions relating to fine
26. Termination of employment by employers otherwise than by dismissal etc.
27. Termination of employment by workers
28. Retirement of workers
29. Payment of Provident Fund
30. Time limit of final payment of workers
31. Certificate of service
33. Grievance procedure
CHAPTER III EMPLOYMENT OF ADOLESCENT
34. Prohibition of employment of children and adolescent
35. Prohibition of certain agreement in respect of children
36. Disputes as to age
37. Certificate of fitness
38. Power to require medical examination
39. Restriction of employment of adolescent in certain work
40. Employment of adolescent on dangerous machines
41. Working hours for adolescent
42. Prohibition of employment of adolescent in underground and under water work
43. Notice of periods of work for adolescent
44. Exception in certain cases of employment of children
CHAPTER IV MATERNITY BENEFIT
45. Employment of women workers prohibited during certain period
46. Right to and liability for payment of maternity benefit
47. Procedure regarding payment of maternity benefit
48. Amount of maternity benefit
49. Payment of maternity benefit in case of a women s death
50. Restriction on termination of employment of women in certain case
CHAPTER V HEALTH AND HYGIENE
51. Cleanliness
52. Ventilation and temperature
53. Dust and fume
54. Disposal of wastes and effluents
55. Artificial humidification
56. Overcrowding
57. Lighting
58. Drinking Water
59. Latrines and urinals
60. Dust bean and Spittoon
CHAPTER VI SAFETY
61. Safety of building and machinery
62. Precaution in case of fire
63. Fencing of machinery
64. Work on or near machinery in motion
65. Striking gear and devices for cutting off power
66. Self- acting machines
67. Casing of new machinery
68. Cranes and other lifting machinery
69. Hoists and lifts
70. Revolving machinery
71. Pressure plate
72. Floors, Stairs and means of access
73. Pits-.sumps ,opening in floors etc.
74. Excessive weights
75. Protection of eyes
76. Powers to require specifications of defective parts or tests of stability
77. Precaution against dangerous fumes
78. Explosive or inflammable dust, gas .etc
CHAPTER VHI WELFARE
89. First -aid appliances
90. Maintenance of Safety Record Book
91. Washing facilities
92. Canteens
93. Shelters etc.
94. Rooms for Children
95. Recreational and educational facilities in tea plantation
96. Housing facilities in tea plantation
97. Facilities for daily necessities ,etc in tea plantation
98. Medical care for newspaper workers
99. Compulsory Group Insurance
CHAPTER IX WORKING HOURS AND LEAVE
100. Daily hours
101. Interval for rest or meal
102. Weekly hours
103. Weekly holiday
104. Compensatory weekly holiday
105. Spread over
106. Night shift
107. Restriction on cumulative hours of work on a vehicle
108. Extra -allowance for work overtime
109. Limitation of hours of work for women
110. Restriction on double employment
111. Notice of periods of work for adults and preparation thereof
112. Special age limit for road transport service worker
113. Hours of work to correspond with notice and register
114. Closure of shops etc.
115. Casual leave
116. Sick leave
117. Annual leave with wages
118. Festival holiday
119. Calculation of wages and payment during leave or holiday period.
CHAPTER X WAGES AND PAYMENT
120. Special definition of wages
121. Responsibility for payment of wages
122. Fixation of wage-periods
123. Time of payment of wages
124. Wages to be paid in current coin or currency notes
125. Deduction which may be made from wages
126. Deductions for absence from duty
127. Deductions for damage or loss
128. Deductions for services rendered
129. Deductions for recovery of loans or advances
130. Other deductions from wages
131. Payment of undisguised wages in cases of death of workers
132. Claims arising out of deductions from wages or delay in payment of wages
133. Court fees in proceeding under section 132
134. Single application in respect of a clad of workers whose wages have not been paid or wages deducted
135. Appeal
136. Conditional attachment of property of employer or other person responsible for payment of wages
137. Power to recover from employer in certain cases
CHAPTER XI WAGES BOARDS
138. Establishment of Minimum Wage Board
139. Recommendation of minimum rate of wages for certain workers
140. Power to declare minimum rates of wages
141. Factory to be considered in making its recommendation
142. Periodical review of minimum rates of wages
143. Constitution of newspaper workers wage Board
144. Fixation of wages
145. Publication of decision on Newspaper Wage Board
146. Power of Newspaper wage Board to fix interim rates of wages
147. Application to labour court
148. Minimum wages to be binding on all employers
149. Prohibition to pay wages at rate below the minimum rate of wages
CHAPTER XH WORKERS COPENSATION FOR INJURY BY ACCIDENT
150. Employers Liability for compensation
151. Amount of compensation
152. Method of calculating wages
153. Review
154. Commutation of monthly payments
155. Distribution of compensation
156. Compensation not to be assigned, attached or charged
157. Notice and claim
158. Power to require from employers statements regarding fatal accidents
159. Reports of fatal accidents
160. Medical examination
161. Compensation on Contracting
162. Insolvency of employer
163. Special provision relating to masters and seamen
164. Returns as to compensation
165. Contracting out
166. Reference to Labour Courts
167. Venue of Proceedings
168. Condition of Application
169. Power of Labour Court to require further deposit in cases of fatal accident
170. Registration of agreements
171. Effect of failure to register agreement
172. Appeals
173. Withholding of certain payments pending decision of appeal
174. Rules to give effect to arrangement with other countries for the transfer of money paid as compensation
CHAPTER XIII TRADE UNION AND INDUSTRIAL RELATIONS
175. Special definition of worker
176. Trade unions of workers and employers
177. Application for registration
178. Requirements for applications
179. Requirements for registrations
180. Disqualification for being an officer or a member of a trade union
181. Registered trade union to maintain register etc.
182. Registration
183. Registration of trade union in a group of establishments
184. Registration of trade union in civil aviation establishments
185. Registration of trade union by deamen
186. Conditions of services to remain unchanged while application for registration
187. President etc. not be transferred
188. Certain changes in the constitution and executive to be notified
189. Certificate of registration
190. Cancellation of registration
191. Appeal against permission, Etc.
192. No trade union to function without registration
193. Restriction on dual membership
194. Incorporation of registered trade union
195. Unfair labour practices on the part of employers
196. Unfair labour practices on the parts of workers
197. Law of conspiracy limited in application
198. Immunity from civil suit in certain case
199. Enforceability of agreement
200. Registration of federation of trade union
201. Returns
202. Collective bargaining agent
203. Federation of trade Union to act as collective bargaining agent in certain cases
204. Check-off
205. Participation Committee
206. Functions of Participation Committee
207. Meetings of the Participation Committee
208. Implementation of recommendations of Participation Committee
CHAPTER XIV
DISPUTES, LABOUR COURT, LABOUR APPELLATE TRIBUNAL, LEGAL PROCEEDINGS, ETC.
209. Raising of industrial disputes
210. Settlement of industrial disputes
211. Strike and lock-out
212. Cessation of industrial disputes
213. Application to Labor Courts
214. Labor Courts
215. Procedure and powers of Labor Courts in trial of offences
216. Procedure and powers of labor Courts in any matter other than trial of offences
217. Appeal from Judgments etc. of Labor Courts
218. Labor Appellate Tribunal
219. Form of application or appeal
220. Appearance of parties (Costs)
221. Costs
222. Settlement and awards on whom binding
223. Effective date of settlements, awards Etc.
224. Commencement and conclusion of proceedings
225. Prohibition on serving notice of strike or lock-outs while proceeding pending
226. Power of labor court and tribunal to prohibit strike etc.
227. Illegal strikes and lock-outs
228. Conditions of service to remain unchanged while proceedings pending
229. Protection of certain persons
230. Representation of parties
231. Interpretation of settlements and awards
CHAPTER XV WORKERS PARTICIPATION IN COMPANIES PROFITS
232. Application of the Chapter
233. Definitions
234. Establishment of Participation Fund and welfare Fund
235. Management of Funds
236. Penalty
237. Power to call for information
238. Settlement of disputes, etc
239. Delegation of power
240. Investment of Participation Fund
241. Eligibility to benefits
242. Utilization of Participation Fund
243. Utilization of Welfare Fund
244. Fiscal concessions to the companies
245. Tax treatment of income of the Funds
246. Tax treatment of income of the workers
247. Working and location of Board of Trustees
248. Audit of accounts of the Fund
249. Funds Benefits to be in addition to other benefits
250. Special provisions for industries working seasonally
251. Companies engaged in more than one industrial undertaking
252. Entrustment of management of Participation Fund to Investment Corporation of bangladesh, etc.
CHAPTER XVI REGULATION OF EMPLOYMENT AND SAFETY OF DOCK WORKERS
253. Power to make schemes
254. Dock workers Management Boards
255. Composition of a board
256. Meetings
257. Functions of a Board.
258. Advisory Committee
259. Appointment of officers and employees.
260. Fund
261. Budget
262. Delegation of powers
263. Special provisions for safety, etc. of dock-workers
CHAPTER XVII PROVIDENT FUNDS
264. Provident Funds for workers ii private sector establishments
265. Tea plantation workers 'provident fund'
266. Board of Trustees
267. Cost of administration
268. Contributions
269. Recovery of damages
270. Provident fund not liable to attachment
271. Priority of payment of contribution over other debts
272. Employer not to reduce wages or other amenities
273. Provident fund for Newspaper workers
CHAPTER XVIII APPRENTICESHIP
274. Application of the Chapter
275. Special definition
276. Tripartite Advisory committee
277. Obligations of employers
278. Relief from income -tax ,etc
279. Advice and guidance to employers
280. Obligations of apprentices
281. Powers of entry, inspection, etc.
282. Delegation of powers
CHAPTER XIX PENALTY AND PROCEDURE
283. Penalty for non-compliance of Labour Court's order under section-33
284. Penalty for employment of child and adolescent
285. Penalty for making agreement in respect of a child in contravention of section-35
286. Penalty for contravention of the provisions of chapter IV by an employer
287. Penalty for working for payment during permitted period of absence
288. Penalty for contravention of section 67
289. Penalty for Payment or wages at a rate below the minimum rate of wages
290. Penalty for failure to give notice of accidents
291. Penalty for unfair labour practices
292. Penalty for committing breach of settlement, etc.
293. Penalty for failing to implement settlement, etc.
294. Penalty for illegal strike or lock-out
295. Penalty for instigating illegal strike or lock-out
296. Penalty for taking part in or instigating go-slow
297. Penalty for contravention of section 228
298. Penalty for misappropriation of provident funds and trade union funds
299. Penalty for activities of unregistered trade unions
300. Penalty for dual membership pf trade unions
301. Penalty for non-compliance with the provisions of section 210
302. Penalty for using false certificates of fitness
303. Penalty for false statements, etc
304. Penalty for wrongful disclosure of information
305. Penalty for general offences by workers
306. Penalty for general offences by workers
307. Penalty for other offences
308. Enhanced penalty after previous conviction
309. Penalty for contravention of law with dangerous results
310. Power of courts to make orders
311. Onus as to age
312. Offences by companies, etc.
313. Cognizance of offences
314. Limitation of prosecution
315. Report of offences
316. Withdrawal of cases
CHAPTER XX ADMINISTRATION, INSPECTION. ETC.
317. Director of Labour of Labour, etc.
318. Chief Inspector, etc.
319. Powers of chief Inspector, etc.
320. Controller of Tea Plantation Worker' Provident fund
321. Accounts and audit
322. Reports, etc
323. National Council for Industrial health and safety
CHAPTER XXI MISCELLANEOUS
324. Power to exempt
325. Notice to chief Inspector before commencement of work
326. Approval of plans and fees for licensing and registration
327. Appeals from certain orders of Inspectors
328. Seasonal factories
329. Recovery of money due under this Act.
330. No deduction for any facilities provided
331. Obligation of workers
332. Conduct towards female workers
333. Service of notices and returns
334. Certain persons to be public servants
335. Indemnity
336. Protection of existing conditions of employment
337. Abstracts of the Act. Rules and Regulations to be displayed
338. Liability of owner of premises in certain circumstance
339. Powers to collect information
340. Presumption as to employment
341. Restriction on disclosure of information
342. Certain matters to be kept confidential
343. Protection of proceedings of Boards
344. General provisions relating to tenure, power, procedures, etc. of boards 345 Payment of equal wages for equal work
346. Court fees in general
347. Restriction upon certain questionings etc.
348. Training on this Act
349. Certain activities of trade union prohibited
350. Bar to jurisdiction of other courts
351. Power to make rules
352. Provision for penalty in rules, regulations and schemes
353. Repeal and savings
354. Original Text and Authentic English Text
2. Factory System:
2.1. License:
i. Certificate of Incorporation
ii. Company Income Tax Clearance Certificate
iii. Vat Clearance Certificate
iv. Building Approval
v. Environment Certificate
vi. Trade License
vii. Export License
viii. Import License
ix. Factory License
x. Export Promotion Bureau Certificate
xi. Bond License
xii. Fire license
xiii. BGMEA Membership Certificate
xiv. Waiver Certificate
xv. Certificate from the Ministry of power
xvi. Boiler License
xvii. Latest Drinking Water Test Report
xviii. Group Insurance Records
xix. Fire Drill Register
xx. Workers daily Attendance Record
xxi. Time Card
xxii. Payroll Sheets & Overtime Payment Record
xxiii. Worker's Service Book
xxiv. Worker's Hand Book
xxv. Maternity Benefit Payment Documents & Register
xxvi. Leave Document & Register
xxvii. Accident & Injury Register
xxviii. Company Rules, Regulations & Recruitment
xxix. Worker Personal file
xxx. Festival Holiday List
xxxi. Broken Needle Control Policy & Broken Needle Register
xxxii. List of the trained Fire Fighters
xxxiii. List of the Fire Aides
xxxiv. Fire Equipment List
xxxv. Toilets (Male & Female)
xxxvi. Labor Union Agreements
xxxvii. Machinery Certificate
2.2. Environment
Effluent Treatment Plant:
Effluent Treatment Plant is a process by which the waste water are send into River by Refining in a proper way so that this water don't create any damage to the River water & Environment.
Biological Effluent Treatment Process:
[pic]
2.3. Certificate
i. Certificate of Incorporation
ii. Company Income Tax Clearance Certificate
iii. Vat Clearance Certificate
iv. Building Approval
v. Environment Certificate
vi. Trade License
vii. Export License
viii. Import License
ix. Factory License
x. Export Promotion Bureau Certificate
xi. Bond License
xii. Fire license
xiii. BGMEA Membership Certificate
xiv. Waiver Certificate
xv. Certificate from the Ministry of power
xvi. Boiler License
xvii. Latest Drinking Water Test Report
xviii. Group Insurance Records
xix. Fire Drill Register
xx. Workers daily Attendance Record
xxi. Time Card
xxii. Payroll Sheets & Overtime Payment Record
xxiii. Worker's Service Book
xxiv. Worker's Hand Book
xxv. Maternity Benefit Payment Documents & Register
xxvi. Leave Document & Register
xxvii. Accident & Injury Register
xxviii. Company Rules, Regulations & Recruitment
xxix. Worker Personal file
xxx. Festival Holiday List
xxxi. Broken Needle Control Policy & Broken Needle Register
xxxii. List of the trained Fire Fighters
xxxiii. List of the Fire Aides
xxxiv. Fire Equipment List
XXXV. Toilets ( Male & Female)
xxxvi. Labor Union Agreements
xxxvii. Machinery Certificate
3. Factory Policy
3.1. Factory Document Check List (Buyer Wise Different)
|Particulars |N/A |Yes |No |Remarks |
|Certificate of Incorporation | | | | |
|Company Income Tax Clearance Certificate | | | | |
|Vat Clearance Certificate | | | | |
|Building Approval | | | | |
|Environment Certificate | | | | |
|Trade License | | | | |
|Export License | | | | |
|Import License | | | | |
|Factory License | | | | |
|Export Promotion Bureau Certificate | | | | |
|Bond License | | | | |
|Fire license | | | | |
|BGMEA Membership Certificate | | | | |
|Waiver Certificate | | | | |
|Certificate from the Ministry of power | | | | |
|Boiler License | | | | |
|Latest Drinking Water Test Report | | | | |
|Group Insurance Records | | | | |
|Fire Drill Register | | | | |
|Workers daily Attendance Record | | | | |
|Time Card | | | | |
|Payroll Sheets & Overtime Payment Record | | | | |
|Worker's Service Book | | | | |
|Worker's Hand Book | | | | |
|Maternity Benefit Payment Documents & Register | | | | |
|Leave Document & Register | | | | |
|Accident & Injury Register | | | | |
|Company Rules, Regulations & Recruitment | | | | |
|Worker Personal file | | | | |
|Festival Holiday List | | | | |
|Broken Needle Control Policy & Broken Needle Register | | | | |
|List of the trained Fire Fighters | | | | |
|List of the Fire Aides | | | | |
|Fire Equipment List | | | | |
|Toilets ( Male & Female) | | | | |
|Labor Union Agreements | | | | |
|Machinery Certificate | | | | |
3.2. Lean Process: Lean is the Process by which we can increase our Productivity by
Reducing wastage.
i. SORT (Select valuable & Non-valuable Elements)
ii. SET INORDER (Arrange in Particular Place)
iii. SHINE (Clean the Working Place)
iv. STANDARDRISE
v. SUSTAIN
4. Audit 4.1. Social compliance:
Under social compliance this important items have to follow-
• Child labour.
• Forced labour.
• Discrimination,
• Employment practice discipline.
• Health and safety.
• Wages and others benefit.
• Freedom of association WPC.
• Environment protection.
4.2. FCCA(Factory Capability, Capacity Assessment)
Quality Requirement with the standard operating system.
4.3. Security compliance:
According to the buyer those kind of security compliance have to follow-
Document Record Type
|sl. no. |Access Controls |Yes |No |N/A |
|1 |Visitor's log book | | | |
|2 |Incoming/outgoing vehicle registration log book | | | |
|3 |Incoming/outgoing mail/parcel log book | | | |
|4 |Security guard patrol log | | | |
| |Procedural Security | | | |
|5 |Security policy plan | | | |
|6 |Security guard duties & responsibilities | | | |
|7 |Packing procedure | | | |
|8 |Loading & unloading security procedure | | | |
|9 |Container inspection & loading procedure | | | |
|10 |Security seal handling & storage procedure | | | |
|11 |Policy for detailing & reporting shortages/overages on shipment | | | |
|12 |Procedure for transit of finished goods to forwarders | | | |
| |Shipping Documentation | | | |
|13 |Bill of loading | | | |
|14 |Commercial Invoice | | | |
|15 |Packing list | | | |
|16 |Other related shipping manifest | | | |
|17 |Any other documentation related to shipments | | | |
| |Human Resources | | | |
|18 |Employee record | | | |
|19 |Employee background check record | | | |
|20 |Employee termination check list | | | |
|21 |Employee security manual | | | |
|22 |Security incident reports | | | |
| |Other Security Records | | | |
|23 |Security meeting records with attendees list | | | |
|24 |Security training program | | | |
|25 |Inspection or maintenance record of alarm & surveillance cameras | | | |
|26 |Internal audit record | | | |
|27 |Keys, locks & seals control log book | | | |
|28 |Crisis management plan | | | |
|29 |Others | | | |
| | | | | |
4.4. Quality security:
According to the buyer for quality compliance they follow-ISO 9001
20.2. ETP Status of Company
Effluent Treatment Plant:
Effluent Treatment Plant is a process by which the waste water are send into River by Refining in a proper way so that this water don't create any damage to the River water & Environment.
Biological Effluent Treatment Process:
[pic]
20.3. ETP Operation Procedure and What are the Chemical Used in ETP for Treatment
The operation procedure of ETP In NORTHERN TOSRIFA INDUSTRY LTD. are explained below-
1st step; Dyeing water send to the Equalization Tank at first time.
2nd step; Than this water transfer to the Aeration Tank and use air blowing for controlling PH and use Decolorant for color band breaking.
3rd step: After that this water sends to the Clarifier Tank by using fitting pump, bacteria will mix in this tank.
4th step: The water sends to the Clarifier Tank from Sludge Thickener Tank. Here use scraping bridge which is moving all time over this tank by moving scraping bridge then the bacteria will gather one place and the purification water will go in cannel or river by out line drain. On the other hand the gathered bacteria will go in distribution tank through recycling process. Then this bacterium will mix again with dyeing water.
As like this way the water treatment procedure will be continued.
20.4 What is the Status of Worker Welfare Team
In NORTHERN TOSRIFA INDUSTRY LTD.. has WPC (worker participation committee) for workers welfare. This committee ensure all the workers right. Such as-
• Free medical facility.
• Fresh drinking water.
• Good working place.
• Proper lighting and ventilation.
• Canteen facility.
• Maternity benefit.
• Leave ensure.
• First aid facility.
• Right time salary.
• Bonus.
CONCLUSION
&
RECOMMENDATION
21. CONCLUSIONS
In conclusion I can say that is internship report is really essential for every students of AMM Dept. By completing this report I have already got overall idea of RMG sector and these may be helpful to know about the technical and management knowledge of apparel industry also these sector related organizations.
22. RECOMMENDATIONS
NORTHERN TOSRIFA INDUSTRY LTD. is the leading position knit/woven manufacturing company in the Bangladesh. It creates outstanding reputation in the global market for excellence. It is a composite factory that's why they have all the sector of knit item like spinning, knitting, dyeing, printing, embroidery, accessories, and garments production.
In my observation of this company have some lacking points, if they recover those point I think they can improve rapidly with good reputation.
• Supply chain or procurement department plays a vital role to ensure right time delivery, right price and good quality. So day by day increasing the demand of this department now a days most of the big company open this department. But in this company merchandiser procure all the raw materials of garments that's why they feel more pressure to complete shipment and some time also over the shipment date then company should pay the extra money for air shipment. So when supply chain department procure all the raw materials then merchandiser can easily shipment the goods within lead time.
• The importance of MIS is increasing rapidly. For smooth communication and preserve data this department is too much important in the twenty first centaury. But in this Company don't have any MIS department. If they use this department I think they can communicate with buyer, suppliers and internal department more Firstar. On the other hand top management can take smooth decision within short time.
• Increase the power of work study department because productivity is an important thing of apparel industry. In this company the work study department employee cant take any major decision and take action towards the production people, so if they get this power I think productivity will be increase.
• Quality management system should be modernized because quality is the top priority of all international buyer.
• Increase the working environment of every department.
• Increase the salary level of non technical person.
• Compliance department should be more active.
• Recruit subject related person in all the department.
• Make some beautiful garden inside the factory area.
If the company implement all the above mention points I think within short time their position will be leading not only in Bangladesh but also in the world.
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