The initiation and development of globalization and Indian textile industry took place simultaneously in the 1990s.

The Indian textile industry, until the economic liberalization of Indian economy was predominantly an unorganized industry. The economic liberalization of Indian economy in the early 1990s led to stupendous growth of this Indian industry. The Indian textile industry is one of the largest textile industries in the world and India earns around 27% of the foreign exchange from exports of textiles and its related products. Further, globalization of India textile Industry has seen a paradigm increase in the 'total industrial production' factor of this Industry, which presently stands at 14%. Furthermore, the contribution of the Indian textile Industry towards the gross domestic product (GDP) of India is around 3% and the numbers are steadily increasing. The process of globalization and Indian textile industry development was the effect of rapid acceptance of 'open market' policy by the developing countries, much in the lines of the developed countries of the world. The initiation and its subsequent development of globalization and Indian textile industry respectively, was effected by the Ministry of Textiles under the Government of India. The aggressive policy that was undertaken for the rapid development of globalization and Indian textile industry were really praiseworthy. The most significant step amongst them was introduction of "The National Textile Policy 2000". This policy envisaged to address the following issues

Increased global competition in the post 2005 trade regime under WTO Huge import volume of cheap textiles from other Asian neighbors High production cost with respect to other Asian competitors Use of outdated manufacturing technology Poor supply chain management and huge transit cost Huge unorganized and decentralized sector

Further, this policy also aims at increasing the foreign exchange earnings to the tune of US $ 50 billion by the end of the year 2010. It includes rational projections for the overall development and promotion of all the sectors involved directly or indirectly with the Indian textile industry. Furthermore, this policy also envisages the inclusion of the huge unorganized and decentralized Indian textile sector under the organized textile industry. This is because the unorganized textile manufacturing sector in India accounts for 76% of the total textile production. The globalization of the Indian textile sector was the cumulative effect of the following factors

Huge textile production capacity Efficient multi-fiber raw material manufacturing capacity Large pool of skilled and cheap work force Entrepreneurial skills Huge export potential Large domestic market Very low import content Flexible textile manufacturing systems

The Indian textile industry consist of the following sectors -

Man-made Fiber Filament Yarn Industry Cotton Textile Industry Jute Industry Silk and Silk Textile Industry Wool & Woolen Industry Power loom Sector

An approximate number of textile manufacturing companies operating in India are given below

Badges, emblems ribbons and allied products - 175 Bed covers, curtains, cushions and other draperies - 2471 Carpets and rugs - 270 Embroidery and embroidered garments, made ups and furnishing - 848 Fabrics and textiles - 3013 Yarns and threads - 1201 Jute products - 337 Kids apparel and garments -1052 Ladies apparel and garments - 2932 Men's' apparel and garments - 2936 Miscellaneous garments, textile and leather accessories - 1658 Yarns and threads - 1201 Wool, woolen garments, blankets and accessories - 468 Textile chemicals, dyeing and finishing chemicals - 239

The overall growth of the Indian textile industry can be attributed to the globalization. Today, the Indian textile industry employs around 35 million personnel directly and it accounts for 21% of the total employment generated in the economy. Globalization of the Indian textile industry has also facilitated introduction of modern and efficient manufacturing machineries and techniques in the Indian textile sector. Thus, much of India's economic growth is largely dependent on textile manufacturing and exports.

Textile Industries India Textile Industry is one of the largest textile industries in the world. Today, Indian economy is largely dependent on textile manufacturing and exports. India earns around 27% of the foreign exchange from exports of textiles. Further, India Textile Industry contributes about 14% of the total industrial production of India. Furthermore, its contribution to the gross domestic product of India is around 3% and the numbers are steadily increasing. India Textile Industry involves around 35 million workers

directly and it accounts for 21% of the total employment generated in the economy. Strengths of Indian Textile Industry are as follows Huge textile production capacity Efficient multi-fiber raw material manufacturing capacity Large pool of skilled and cheap work force Entrepreneurial skills Huge export potential Large domestic market Very low import content Flexible textile manufacturing systems

Weaknesses of Indian Textile Industry are as follows Imports of cheap textiles from other Asian neighbours Use of outdated manufacturing technology Poor supply chain management Huge unorganized and decentralized sector High production cost with respect to other Asian competitors

Logistics Commutation and commutation are the back of any economy worldwide. India has already started its journey to upgrade the transportation infra structure especially road links between major cities. The pace at which the developmental work is progressing does not commensurate with the actual requirement. Hence on a macro economic perspective we need competitive and prudent solution to optimally utilise the transportation resources. Strengths of Indian Transportation Industry are as follows : Geographical spread of land Better road conditions Better network for transportation Competitive pricing on road transportation

Major players into the fray Competence on par with global standards Acceptance and adaptability to new technology Availability of trained man power Weaknesses of Indian Transportation Industry are as follows : Presence of too many unorganised local players Non stringent policy on vehicle maintenance as a public service Non friendly government policies on crossing borders of interstate travel High tax rates Unorganised and uneducated man power involved in the industry There is a major obligation for the IT sector to play a major role in the up gradation logistic activity. Conventional systems are in place or fairly longer time. Transition from the old school of thoughts is definitely a major challenge to the ensuing technology. Understand ability on the adoption of new technology is going to consume more time. But it is still worth the wait since the under lying potention of this transport sector is really very huge. Apart from the traditional office automation and builing logics behind this sector, we have successfully integrated various other technologies to offer a viable and practical solution. GPS (Global Positioning System) ensures online tracking of vehicles. Management of these mobile assets has become handy. This system facilitates maintaining integrity of data in terms of location and time. The various reports available on tracking the vehicle such as

Work hours report Work hours summary report for group of vehicle Stop hours report Vehicle history report Hours by states and districts Apart from tracking of the mobile assets the alerts and reminders for maintenance of the vehicle and the driver is efficiently done through Over speed alert Coolant temperature alert Engine oil alert

Fuel theft report Gradual stop of vehicle Alert on harsh brake etc., These report and alerts are the integral part of the software application where these data are culled out directly in to the system online. Data transfer in the interval of 5 seconds to 120 seconds through GSM module attached to the system give concurrent information about the vehicle

Overview of the Indian Power Loom Sector:

India manufactures 5% of cloth through organized sector, 20% through Handloom sector, 15% through knitting sector and 60% of Indian cloth is produced through decentralized power loom sector.

The decentralized powerloom sector is the lifeline of Indian Textile Industry. India is having approximately 19.42 lakhs of powerlooms weaving almost 19,000 million meters of fabric, and provides employment to more than 7 million workers. The industry now produces wide range of fabrics ranging from grey, printed fabric, dyed fabric, cotton fabric, various mix of cotton, synthetic, and other fibres. The country exports Rs. 44,000 million worth of goods to countries like U.S.A., France, Germany, Bangladesh, Hong Kong, Italy etc.

Although the growth of power loom industry was slow initially; it has started gearing up now. Number of shuttle less looms has augmented to almost 50,000 and from this about 35,000 looms are working in the decentralized sector.

Most of the Power loom units are concentrated in semi urban, or rural area. Among all; Maharashtra has highest number of powerlooms amounting to approximately 8 lakhs of powerloom, Tamilnadu is second with 5 lakh units, and Gujarat ranks third with 4to4.5 lakh worth of power looms.

A modern loom at a powerloom factory

Powerloom sector of Bhiwandi:

Bhiwandi, known for its powerlooms is situated at about 30 kilometers away from Mumbai in Maharashtra state. Bhiwandi is a key textile center of western India.

Bhiwandi has approximately 6 lakhs powerlooms, which is 33% of countrys total powerlooms. Turnover of this segment is projected to be around Rs. 10,000 Crore annually. With approximately 1.6 lakh customers this industry is spread across 700 sq. km of area. Bhiwandis powerlooms support family of about 15 lakh workers; most of them being migrants from Uttar Pradesh and Bihar. Nearly 40 % of the national production from the powerloom sector is contributed by this township. Although in its early years, Bhiwandi entered into cloth making business with Handlooms, it slowly transformed itself into powerlooms hub. Powerloom industry of Bhiwandi started blossoming fully during era of 80s. Majority of the powerlooms in Bhiwandi produce grey materials which are used as shirting and dress material later. Cloth produced in Bhiwandi is mainly consumed by Indian market as it is not up to the mark in the international market. One reason for this is the technology used. Most of the powerlooms in Bhiwandi is absolute and older, as manufacturer over here prefers low priced second hand powerlooms over new looms. Excluding some big players most of the units run in Bhiwandi are small scale units and could not afford to purchase or import high priced machinery. This industry is also affected by insufficient power supply. Power consumption in Bhiwandi circle is around 2400 million units and more than 50% of this is consumed by Powerloom sector. Power cut has been a daily story of this region. Although regular supply of electricity is lifeline of this industry it is facing hard times as there is a load shedding of 9-10 hours and that to everyday. This is costing 40 crore of loss to the industry. Workers are being victim of this shortage as this is affecting there already low salaries. Apart from this cheaper products are flooding markets and industry is loosing out to them as due to above mentioned factors manufacturing cost of Bhiwandi powerloom sector is higher compared to low cost cloth manufacturing countries. Industry leaders of the region were shouting for help from government to revive the sector and recent budget has brought a ray of hope to this rambling industry. Finance Minister of India, Mr. Chidambaram has included Bhiwandi in six mega clusters to be developed. Bhiwandi will be developed as powerloom mega cluster and Rs. 70 crore has been approved for infrastructure development and production improvement.

Although Bhiwandi power loom sector is happy by this announcement and take this as positive step for the industry, they also seek easy loan facilities and uninterrupted power supply at affordable cost, so that they can expand from just grey cloth production to other activities in downstream chain.

Powerlooms in Erode: Erode has approximately 3, 00,000 powerlooms. Powerloom Development and Export Promotion Council chairman M.S. Mathivanan said Erode and nearby places had about two lakh powerlooms with about four lakh weavers. The units made grey and yarn-dyed fabric and catered mainly to the domestic market. Main province for this powerloom is at Vellakoil in Kangayam Taluka. 33% of power looms are located in this area and they are in unorganized form and most of them are running the units on job work basis

Powerloom clusters in Budget 2008- 09: 6 centers have been chosen for developing them as mega cluster. Varanasi and Sibsagar for handlooms, Narsapur and Moradabad for handicrafts and Bhiwandi and Erode for powerlooms. Each mega Cluster will be allotted Rs. 70 Cr. Initially Rs. 100 Cr will be allotted for stating the process. It is expected that these clusters will have modern machinery, provide testing services, and have a computer aided design studio among others. And they would help in the development of international quality products. Fibre2fashion.com has gathered comments from some industry experts on the implication of power loom clusters on industry and livelihood. Mr. Ketan Sanghvi, Industry Expert, on Powerloom cluster and related issues:

On the face of it, this seems like a good step. However, the specific details have yet to be announced. I believe that the devil is always in the details. Clusters such as Bhiwandi and Erode have peculiar issues such as infrastructure (including energy availability and cost), manpower training, technical and business education, etc. The powerloom sector needs to function in a decentralized manner while adopting the good systems and techniques from the organized sector.

Regarding the energy situation, many entrepreneurs have fled to other states because of the terrible situation about power availability as well as cost. Imagine electricity being available in a factory for only 17 to 18 hours every day. How will this business stay competitive?

Another issue is the poor knowledge of many entrepreneurs, who feel that cheaper is always better and who are tempted to take shortcuts in their quest to curtail expenses. Their focus is absolutely short-term and they are more worried about surviving the current season rather than building up a competitive business. These shortcuts may include evasion of taxes and electricity tariffs, insufficient or improper selection and maintenance of machinery, exploitation of the labor pool, etc.

For most entrepreneurs, it is their family business. A few are aware of options such as technical textiles and specialty fabrics, which may offer them an avenue to earn better margins. Investing part of the funds announced under this scheme to educate entrepreneurs will definitely yield good dividends, but in the long run. A focus on quality and competitiveness will surely yield dividends in the long run.

As a machinery manufacturer, the biggest problem that I have seen our customer facing is shortage of good technical manpower (in the field of weaving technicians and weaver). Because the technician has insufficient knowledge or is lazy, he does not encourage the customer to modernize. Most of the entrepreneurs are basically investors without any technical knowledge and they are often slaves to their technicians. Another good avenue for spending the funds would be in training manpower. Of course, various segments of the industry, including the textile ministry, the Office of the Textile Commissioner, the manufacturers and the users are aware about this issue since almost two years, but there is no co-ordinated effort in manpower training. Automation will also result in a reduction in the number of machines in each of these sectors (as each machine becomes more productive). This may create a redundancy of jobs. Some effort also needs to be taken to ensure that

those displaced are retrained and absorbed in the industry. Manpower training and organized placement services may address this issue.

How this money is utilized to solve specific problems will decide the success of the scheme. If the funds are frittered away in short-term subsidies, it will just serve to fill the pockets of a few entrepreneurs, while the rest will continue to languish. What happens once the funds received as subsidies are absorbed and digested? While subsidies may entice people to set up businesses, they are definitely harmful in the long run as they do not build competitiveness. If at all subsidies are offered, they should be based on a strategy of long-term operation.

Dr.M.S.Mathivanan, Chairman, PDEXCIL on benefits of powerloom cluster:

By establishing the Mega Cluster, global prominence will be given to these centers, a new thrust will be provided for the modernization of looms, introduce new technology and state of the technology will be viable. Presently due to lack of service facilities productivity is lesser than what is expected and in product development the exporters are not able to provide the latest designs and develop the products as per the buyers needs.

This cluster will provide the essential facilities so that the exporters in and around Erode will be able to develop products and develop the samples and will offer to the international buyers. They will be able to analyze the marketing strategy and their entrepreneurial skills will be developed to face the international competition.

This mega clusters will also organize international fairs so that the buyers will come and meet the manufacturers directly and see the product development and place orders. Such direct liaison will eliminate the intermediaries in the buyers country and also in our country. There are also places where many home furnishing products like, Chennimalai, Bhavani, Karur, and Vellakoil. This mega cluster will be a great benefit to the manufacturers and exporters.

Dr.M.S.Mathivanan, Chairman, PDEXCIL on opportunities and living standard of inhabitant of Erode and Bhiwandi after development of these provinces as powerloom cluster:

Presently the powerloom weavers are employed to weave the fabrics for the orders as and when the power loom units get them. By establishing the mega clusters, there will be immense possibility of increase in the value of products and volume of products. More employment will be generated and more wages can be paid for the weavers.

At present the weavers of the Rapiers looms and air jet looms are paid on monthly basis or weekly basis, but the powerloom weavers are given the job work based on the meters produced in a day. When the production is reduced due to order shortage, due to maintenance, or power shut down, the weavers will not get their earnings. The establishment of mega cluster will provide opportunities for continuous production which will result in the increase in the wages of powerloom weavers and they can be assured of the monthly wages too.

The employment opportunity will increase in and around the area of 150 kms, in direct and indirect way related to the textiles activities, this will undoubtedly change the living standards of the weavers and their families.

Ichalkaranji

Textile industry Before 1980, Ichalkaranji was famous for cotton poplin, dhoti, and cotton saris. In mid-1980s, weavers of the city started producing denim, canvas, chiffon, and fabric for school uniforms (khaki drill). Fabrics such as seersucker, Oxford, herringbone, ripstop, chambray, tweed, and twill made in or around the Ichalkaranji city are used by many domestic and international fashion brands such as Raymonds of India, Armani, Banana Republic, Hugo Boss, and Paul Smith.[9] The presence of a qualified workforce and the level of technical know-how and easy accessibility to finest weavers of Ichalkaranji for outsoaring and over all good social ambiance were among the factors that influenced Italian textile major Tessitura Monti,[10] Turkish textile maker Soktas, Bombay Rayon Fashions Ltd (BRFL),[11] Raymond Zambaiti Ltd (A joint venture of Raymonds Ltd and internationally renowned Cotonificio Honegger S.P.A ,part of Gruppo Zambaiti),[12] world famous German Mens wear brands Liebe, Boys R Bad and Looty[13] etc.. while planning investment near Ichalkaranji city. Spinning In 1962 the Deccan Co-operative Spinning Mill Ltd. came into existence in Ichalkaranji, which was the first Co-operative Spinning Mill in Asia.[14] As of 2010 over 20 modern spinning mills this region has become one of the major centre [15] for spinning mills in India. Some of these spinning mills are 100 % Export Oriented Units of Cotton Yarn. Sizing Yarn sizing is a preparatory process before weaving. This process gives strength to yarn. City has approximately 175 sizing units, working 24 hours a day, 6 days a week. Textile Development Cluster : To enhance and improve the infrastructure facilities of the city, Municipal Council along with Ichalkaranji Co-operative Industrial Estate, Laxmi Co-operative Industrial Estate, Parvati Industrial

Estate and DKTEs Textile and Engineering Institute have jointly come together and formed a Special Purpose Vehicle (SPV) company viz. Ichalkaranji Textile Development Cluster Limited (ITDC).The individual members will contribute to the extent of about 50% of the project cost and the balance amount would come in from the grant in aid from Department of Industrial Promotion and Policy, Government of India,under the Industrial Infrastructure up-gradation Scheme (IIUS). 'SPV BACKGROUND' Ichalkaranji Textile Development Cluster (ITDC), a company, incorporated under the companies Act, 1956, is a Special Purpose Vehicle promoted by Ichalkaranji to undertake infrastructure development project under the IIUS. The main objects of the SPV company are:

To form a Textile Cluster, a local agglomeration of small, medium and large textile and ancillary enterprises, which are engaged in production, marketing range of related and complementary products and services To provide adequate water supply, roads, drainage system, power facilities, common infrastructure facilities such as Waste processing plant for Textile Industries.[28]

Advanced applications of Supply Chain Management (SCM) can be seen in the retail industry, especially in the apparel sector. It adds value to the business by reducing the total costs spread across the trading process by manipulating the speed and certainty of reply to the market. It enables the industry to remain competitive both at the domestic and global markets. To capture good profits, the apparel industry must bring adequate change in its supply chain system. Managing the supply chain requires a balancing act, meeting multiple needs. Retailers must focus in delivering high service levels, and also keep low costs so as to remain competitive. Since the supply chain involves a hefty expenditure, remodeling, or modifying their existing networks will help the business to reduce their inventory costs, and increase operating efficiencies thereby ultimately gain more profits.

In today's world of business, the environment has undergone drastic changes, and has become more competitive than ever before. With the increasing reach of media, and globalization of business, one countrys products are available in other countries in a wink. SCM aids the organization to evaluate their entire operation, and restructure it in such a way, that, they can focus on its core competencies. It also aids the business in outsourcing those processes, which is out of bounds of their core competencies. Selecting the appropriate system of SCM will not only enhance the companys market position, but also provide them with strategic decisions in choosing the right partners, manpower and resources.

Cracking the 'Bull Whip' Effect:

Customer demands seldom remain stable, especially in case of apparels. The objective of SCM is to provide relevant information to suppliers to enable uninterrupted flow of materials to the customers. However, due to demand oscillations, distortions are created in the supply chain process, which can wreck the process itself. This situation is reminiscent to the cracking of a whip, and hence is known as 'Bull whip' effect. In worst cases, this will result in increased lead times and costs, deterioration in customer service, and lost sales. Hence it is vital for a management to understand the supply chain oscillations, and tackle it.

Fibre2fashion.com had an exclusive interview with Mr. Vineet Kanaujia, GM (Marketing), Safexpress, a pioneer in establishment of a Supply Chain management in India about the supply management system. He believes that the most important aspect of the apparel business is to provide time-specific deliveries.

How does an effective SCM help apparel retailers in acquiring a share in the Global Market?

"Supply Chain & Logistics is the backbone of the apparel industry in India. Currently, Safexpress is providing its services to 10 different verticals including Retail & Apparel, Healthcare & Pharma, Auto, Publishing, IT, Telecom, FMCG, etc. Out of these verticals Retail & Apparel is our largest vertical with a contribution of around 20% to our total business revenues.

We have been very actively contributing to the growth of apparel industry in India over the last decade. Safexpress essentially provides three lines of specialized services to its apparel clients including Express Distribution, Third Party Logistics (3PL) services and Supply Chain Consulting. We specialize in providing "Value added supply chain services to our customers. This gives us a clear edge over other supply chain & logistics players, and helps strengthen our leadership position in the industry".

How does Third Party Logistics benefit Apparel Retailers?

"We offer integrated supply chain solutions to our customers, by way of our Third Party Logistics (3PL) services. Specialized Value Added Supply Chain Services are provided by our company to our key apparel clients. These include services like Store-Ready Delivery, Packaging, Labeling and Reverse Logistics. Apparel companies can get numerous economic benefits by using 3PL services including elimination of infrastructure investment, risk hedging, better cashflow, reduction of operating costs, exchange of fixed costs with variable costs, access to external resources along with world-class processes and technologies".

Cracking the 'Bull Whip' Effect:

Customer demands seldom remain stable, especially in case of apparels. The objective of SCM is to provide relevant information to suppliers to enable uninterrupted flow of materials to the customers. However, due to demand oscillations, distortions are created in the supply chain process, which can wreck the process itself. This situation is reminiscent to the cracking of a whip, and hence is known as 'Bull whip' effect. In worst cases, this will result in increased lead times and costs, deterioration in customer service, and lost sales. Hence it is vital for a management to understand the supply chain oscillations, and tackle it.

Fibre2fashion.com had an exclusive interview with Mr. Vineet Kanaujia, GM (Marketing), Safexpress, a pioneer in establishment of a Supply Chain management in India about the supply management system. He believes that the most important aspect of the apparel business is to provide time-specific deliveries.

How does an effective SCM help apparel retailers in acquiring a share in the Global Market?

"Supply Chain & Logistics is the backbone of the apparel industry in India. Currently, Safexpress is providing its services to 10 different verticals including Retail & Apparel, Healthcare & Pharma, Auto, Publishing, IT, Telecom, FMCG, etc. Out of these verticals Retail & Apparel is our largest vertical with a contribution of around 20% to our total business revenues.

We have been very actively contributing to the growth of apparel industry in India over the last decade. Safexpress essentially provides three lines of specialized services to its apparel clients including Express Distribution, Third Party Logistics (3PL) services and Supply Chain Consulting. We specialize in providing "Value added supply chain services to our customers. This gives us a clear edge over other supply chain & logistics players, and helps strengthen our leadership position in the industry".

How does Third Party Logistics benefit Apparel Retailers?

"We offer integrated supply chain solutions to our customers, by way of our Third Party Logistics (3PL) services. Specialized Value Added Supply Chain Services are provided by our company to our key apparel clients. These include services like Store-Ready Delivery, Packaging, Labeling and Reverse Logistics. Apparel companies can get numerous economic benefits by using 3PL services including elimination of infrastructure investment, risk hedging, better cashflow, reduction of operating costs, exchange of fixed costs with variable costs, access to external resources along with world-class processes and technologies".

Tell us something about the Stock2Shelf service.

"A recent apparel retail study conducted by us pointed towards the fact that the apparel retail stores inside malls were unable to make best use of the available resources owing to the lack of a professional Supply Chain service. Therefore, we recently introduced a unique and innovative service known as Stock2Shelf for the apparel retail stores inside malls across the country.

This is the first of its kind 'End-to-end professional mall supply chain service' in the country for the apparel retail stores inside the malls and is all set to redefine the mall-space. This innovative end-to-end service addresses the supply chain management requirements of major apparel retailers across the country in a professional and efficient manner. Stock2Shelf service provides comprehensive mall supply chain services, inclusive of movement of apparel goods, inspection and estimation, professional packaging, security clearance, storage and destination delivery, unpacking and setting of goods, and finally reverse logistics.

The Stock2Shelf service ensures 'time-definite' delivery through professionally trained crew that manages stocks along with the necessary paperwork required to enter the malls due to the increased security checks. This service enables the store owners in the malls to boost their brand image, along with a professional supply chain management of their apparel retail stores".

Today the booming retail sector is being empowered by various business solutions, what has Safexpress been doing so far in this avenue?

"Pioneered and driven by 'Logistics Guru' and the CMD of Safexpress, Mr. Pawan Jain, the company has today given a new face to the Indian supply chain & logistics industry with the implementation of innovative and state-of-the-art services. Growing at a phenomenal rate, the company is the undisputed leader in the Indian logistics industry and plans to achieve a turnover of Rs. 1000 crores by 2010. Over the last one year, the company has launched several innovative services like Stock2shelf and Campus2home; a customized service for the students of the top B-schools in India".

What are some of the other big supply chain challenges coming over in the next few years? How will this change your company, going forward?

"Safexpress has firmly entrenched itself as the Knowledge Leader and Market Leader of the supply chain & logistics industry. We have set up our offices in 562 locations, through which we cover every square inch of the country. We have more than 3,500 GPS-equipped all-weather-proof, containerized vehicles traversing over 6, 00,000 Kms every day. We have warehousing space of over 5 million square feet across the country and we deliver more than 60 million packages every year".

What is the USP if your company?

"The USP of Safexpress is that we provide time-definite express deliveries to our customers. We have a capability to deliver in 1.8 days on an average to over 562 locations in India and our focus always remains in adding maximum value to our customers at every level".

Advanced SCM allows the business to not only enjoy productivity advantage, but also the value advantage. Productivity advantage enables lower costs, while value advantage adds to the value of the products amidst that of its competitors.

References:

1. http://www.techexchange.com 2. http://www.microsoft.com 3. http://en.wikipedia.org 4. http://www.quickmba.com 5. Dr. Macfarlane has developed business process maps for automotive manufacturing, lithium-ion battery manufacturing, and logistics. Client confidential information has been removed and they are available for discussion purposes and extensions but not available for distribution. 6. The DOE AMTEX project is in the public domain and therefore all industry maps are available for download below. A hard copy brochure that details the Mens Cotton Slacks processes is available by sending an email request.

7. Textile Industry

8. 9. Click here to download a full size copy of the Nylon Supplex Parka.

10. 11. Click here to download a full size copy of the Mens Cotton Slacks.

12.

Powerloom sector of ichalkaranjiIchalkaranji, known for its powerlooms is situated at about 30 kilometers away from Kolhapur in Maharashtra state. Ichalkaranji is a key textile center of western India.

Ichalkaranji has approximately 1 lakh powerlooms, which is 5 % of countrys total powerlooms. Turnover of this segment is projected to be around Rs. 10,000 Crore annually. With approximately 1.6 lakh customers this industry is spread across 700 sq. km of area. Ichalkaranji powerlooms support family of about 2 lakh workers. Nearly 10 % of the national production from the powerloom sector is contributed by this township. Although in its early years, Ichalkaranji entered into cloth making business with Handlooms, it slowly transformed itself into powerlooms hub. Powerloom industry of ichalkaranji started blossoming fully during era of 80s. Majority of the powerlooms in ichalkaranji produce grey materials which are used as Lining, Poplin, Dhoti material later. Cloth produced in Ichalkarnji is mainly consumed by Indian market as product are suitable ofr the culture of Indian people. Excluding some big players most of the units run in Ichalkarnji are small scale units and could not afford to purchase or import high priced machinery. The typical process flow of the goods is depicted below. The Push type if system is followed in the industry rather than Pull supply chain. The manufacturer purchases raw material as per its average demand on the regular basis. The stock of the yarn is kept only for1-2 weeks. The purchasing activity is driven by the yarn price which is fluctuating on daily basis. Sometimes the buyer purchases yarn in huge quantity & stores in the godown to take the advantage of low yarn price. Also the production activity follows make to stock principle & not make to order. The grey fabric is kept in the godown. Thus any order from the buyer will be fulfilled immediately as the fabric is readily available in the godown. The selling ogf the goods is also dependant on the fabric selling price in the market on the specific day.

Yarn supply

Warping

Sizing

Fabric weaving

Fabric inspection

Packing & Distribution