The textile industry is now a major export oriented economy of our country.
CHAPTER-01 BACKGROUND AND METHODOLOGY OF THE STUDY
1.1 Purpose of the Study The textile industry of Bangladesh has become the major foreign exchange earning sector. The textile industry is now a major export oriented economy of our country. In order to rapid growth of our country, the government has taken an approach to establish public/private limited company.
The overall impact of export is certainly one of the most significant social and economic developments of our country. When was reading MBA, known all the information and became interested about textile industry. When have completed my MBA final theoretical courses, took decision to do internship in textile industry. So then have done internship in DK. Group.
1.2 Scope of the Study The tried as much as information about textile industry. The guiding principle of DK. Textile is to maintain and develop a strong relation with buyers and retailers and support the customers so that they can be satisfied. 1.3 Objective of the Study The objective of this Study is to determine the importance about the marketing section of a textile industry. It also helps me to understand about the feelings towards our textile industry of the foreign customers. The would also learn about the foreign customers when, why and what are their expectations from our textile industry. 1.4 Methodology The used both primary and secondary data for preparing this report. But most of the data are collected from primary source. The observed various departments and activities of DK. Textile Ltd. Individual experience and job related s area also was a great source of information. For collecting secondary data have searched website, read different books and reports. 1.5 Limitations The have tried my best to complete the report completely and successfully. But while conducting report, the faced some problems. The major limitations are given below: (a) The authority did not want to provide more information about their industry. They were tried to avoid answering many questions. (b) The data that the given in the report are very small amount. So it is hard to get a complete idea about our textile industry. (c) It was very hard for me to know every part of DK. Textile Ltd because three months is a very short time to learn. (d) It is very necessary to require much experience for collecting information. But I had a very little experience, so it is simple to come error in the report.
CHAPTER-02 ORGANIZATIONAL PROFILE AND STRUCTURE
2.1 OVERVIEW OF BANGLADESH TEXTILE SECTOR Bangladesh is the best place in the region for textile and garments industry due to cheap labor and favorable trade status with the EU. There is a huge yarn and fabric demand and supply gap in RMG industries which is presently is about 85%-90% of the demand is met by import from countries like China, India, Hong Kong, Singapore, Thailand, Korea, Indonesia, Taiwan etc. Fabric requirement is increasing at 20% per annum. In order to stimulate rapid economic growth of the country Bangladesh Government encourage foreign investment and establish six individual export processing zone (EPZ). During the July-March 2006-07 periods, overall exports of the country reached US $9036.4 million. Represents a surge of over 20%, especially on the back of footwear and garments. Knitwear industry failed to achieve target exports of $3485.2 million and earned around $3335.2 million. Fazlul Haq, President, Bangladesh Knitwear manufacturers and Exporters Association (BKMEA), explained, "The failure is due to the adverse effect of labor unrest in the garment sector in May 2006. (Source: www.fiber2fashion.com) Currently the number of membership of BTMA is 935 under: Spinning (Yarn Manufacturer) = 263 Weaving (Fabric Manufacturer) = 458 Dyeing-Printing-Finishing (Textile Product Processor) =159 Over 2.50 billion EURO has been invested in these mills and about 3.50 million people are currently employed. Labor cost incurred in the industry is the lowest compared to its competitors Country Thailand
Labor cost per hour $1.00/Hour
Country Indonesia
Labor cost per hour $0.40/Hour
India
$0.60/Hour
Pakistan
$0.40/Hour
Sri Lanka
$0.45/Hour
China
$0.35/Hour
Vietnam
$0.40/Hour
Bangladesh
$0.25/Hour
(Source: BKMEA websites) Energy cost in Bangladesh in lower compared to India and Pakistan. Country Cost/KwH India $ 0.095/KwH Pakistan $ 0.08/KwH Bangladesh $ 0.07/KwH Bangladesh Textile Industry at a glance: 1
2
Spinning Sub-sector a. Private Sector: b. Public Sector: No. of Spindles: a. Private Sector: b. Public Sector: Rotor Spinning (Open-end) Annual Production Capacity (million kg) Man power:
No. of Unit: 214 23 4809473 49000 (Approx) 100890 500 125000
Woven Sub-sector: a. Large Weaving & Weaving Dyeing Composite Mills: b. Specialized Power Loom Unit Annual Production Capacity:(million meters) Man power:
278 1065 1000 45000
Hand Loom Sub-sector: No. Of handloom: Annual Production Capacity: (million meters) Man power:
350000 92 1100000
4
Knitting & Knit Dyeing Sub-sector (Export Oriented Unit): Annual production Capacity (Million meters) Man power:
446 1400 66000
5
Dyeing -Printing-Finishing: a. Mechanized dyeing & finishing unit: b. Semi-Mechanized dyeing & finishing unit: Annual Processing Capacity: (million meters) Manpower:
115 176 1000 23000
3
6
Export Oriented RMG Sub-sector: Annual production Capacity (million meters) Manpower: (Source BTMA website, Last Update, February 2007).
3800 215 1700000
2.2 BKMEA and BTMA About BKMEA BKMEA was founded in 1996 to promote the exclusively the knitwear sector of Bangladesh. Knitwear is the second largest export earnings sector of the country that is expected to become number one very soon. BKMEA is committed to enhance social compliance status of its member units. BKMEA has ensured children labor free knitwear sector. About 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 under4 the Companies Act 1994. BTMA's initial memberships of 22 mills have some objectives also.
As the export increased in the knitwear sector the capacity of backward linkage also gradually increased accordingly. The result is local suppliers can improve 90% of the total fabric requirement of the sector. The growth of spinning mills also stepped with the growth of knitwear exports. In 2003-04 the total number of spindles was 1.38 million that supplied 10.70 million KG yarn. In 2003-04 the number almost tripled and it becomes 3.7 million that supplies 239.00 million KG yarn. As of now the total investment in the backward linkage industry is mote than US$ 2.00 billion. In figure number 2, though Woven is the highest contribution (41.58%) in terms of gross export but the knit becomes the most significant component if we see the net export share (32%). It happens because the backward linkage industry has grown over the time, which happens the knitwear sector to have higher value addition, and they’re fore a much higher net retention rate. (Source BKMEA websites)
The graph shows us the overall export situation of our country over the year of 1972-73 to 2004-05. In the graph we have seen that after 1990-91 the export Bangladesh radically increases. Finally in 2004-05 it is in booming situation and crosses 8000 million US$ yearly exports. Behind this dynamic growth few positive components like low labor cost, privatization, favorable duty policy and over all a good impression about our Bangladeshi RMG Products on foreign buyers work most. Competitive statistics of Knitwear (Volume in million US$) Year
199900
Knitwear Volume
%Change
1269.83
22.64
Woven Wear Share Volume %Change % in BD export 22.08 3082.56 3.27
Total Export % RMG Bangladesh Share in BD export 53.56 4352.30 5752.2
200001 200102 200203 200304 200405 200506
1496.23
17.83
23.14
3364.2
9.14
52.02
4860.43
6467.3
1459.24
-2.48
24.38
3124.56
-7.12
52.2
4583.8
5986.09
1653.83
13.34
25.26
3258.27
4.28
49.75
4912.1
6548.44
2148.02
29.88
28.25
3538.07
8.56
46.54
5686.09
7602.99
2819.47
31.26
32.58
3598.2
1.7
41.58
6417.67
8654.25
3816.89
35.38
36.26
4083.82
13.5
38.78
7900.8
10526.16
Graphs of the above table shown on the next page: Figure No. 4. Competitive Statistics of woven wear of Bangladesh Competitive Statistics of woven wear 5000
Volume
4000 3000
Series1
2000 1000 0 199900
200001
200102
200203
200304
200405
200506
Volume
Year Figure No 5: Competitive statistics of knitwear of Bangladesh Competitive statistics of Knitwear 4000 3500 3000 3000 2500 2500 2000 2000 1500 1500 1000 1000 500 500 0 0
Series1 Series1
Year 19 19 20 20 20 20 20 20 20 20 20 20 20 20 99- 00- sector 01- 0204- 05- at an increasing rate. The cumulative The growth of knitwear and Woven is 03increasing 99- 00- 01- 020304- 0500 01 02 03 04 05 06 00 01 02 03 is0427%. 05 And 06 it is continuously grabbing a more average growth rate of the knitwear sector portion in the export pie of Bangladesh. The knitwear is heavily driven by the favorable policies and took the opportunity to development a strong backward linkage for the growth. 2.3 Company Background: DK. Group is one of the leading private groups of our country. It is the joint venture business with Denmark. Its main focus is on RMG and its related diversified business. Mr. Jorgen Loren Zen is the chairman of this group. DK. Textile is one of the most profitable wings of the group. The production capacity of DK. Textile is one million per year and it’s started its operation on July 1996. To develop a win-win business relationship between the buyers and manufacturer, DK. Textile has established an effective channel of communication. They also develop resultbased systems for continuous development through innovation and the use of information
technology. They also identify various means for reducing overall cost of operations without compromising on quality, delivery and profitability. The goal of DK. is to provide high quality product to the clients that meets or exceeds their quality expectation. DK. Group maintains quality assurance staff to assist in the selection and development of manufacturers who manufacture products according to DK. Group’s standard and who meet DK. Group’s policy, principles and guidelines. The company is certified by ISO 9001:2000 and Oeko-Tex Standard 100. 2.4 Address of The Organization: Corporate Office: 1/c Green Corner, Green Road, Dhanmondi, Dhaka-1205, Bangladesh. E- mail: www.dkgbd.com info@dkg.com Factory: Nigar plaza , Near Ashulia Fantasy Kingdom, Zamgara, Savar, Dhaka, Bangladesh. E- mail: www.dkgbd.com dkkl@agni.com 2.5 Business Units of DK. Group: (a) (b) (c) (d) (e) (f)
DK. Knitwear Limited DK. Sweater Limited DK. Textile Limited DK. collection DK. Sweater Jacquard Limited ZMM Fashion.
2.6 Products of DK. Group: (a) (b) (c) (d) (e) (f) (g)
Polar Fleece Micro Fleece C.V.C Fleece Bonded Fleece Taffeta (Nylon, Polyester) Polyester Micro fiber Denim
2.7 Company Mission: To conduct the business of DK. Group so as to maintain the reputation for credibility and integrity with clients, vendors and employees.
To provide customized sourcing and logistic solutions to global clients having unique requirements. To achieve consistent high quality levels and on- time delivery schedules, through a team of committed personnel and a proven set of vendors with world class, systematic manufacturing facilities. 2.8 Company Vision To be the most preferred garment sourcing agency for global clients and to provide automated warehousing and re-distribution solutions to global clients. 2.9 Business Philosophy: (a) (b) (c) (d) (e) (f)
To help the national economy. Profit maximization. Cost minimization. Company’s wealth maximization Create employment Creates customer value.
2.10 Main Buyers of DK. Group: Complices , Kids Head Guarter , K-Mart, Wal Mart, Cotton Group, C&A, Gus, Casino Cora , Carrefour , Reiker, Norton’s , Hadded , JC Penny, P&C, Tchibo, Russell Athletic, New Wave, Hampton , Esquiss , Alcamppo., Padma Limited 2.11 Competitors: DK. Textile is one of the wings (SBU) of DK. Group. It is an export-oriented plant. DK. Textile exports its products in various countries of the world such as: USA, Canada, Denmark, France, Finland, Belgium, Germany, Norway, Spain, Switzerland and Holland. In this region India, Pakistan, Sri Lanka, Malaysia and China are our main global competitors. This company has also local competitors. Different types of textile public and private limited companies are mainly DK’s local competitors. In Bangladesh DK. Textile also sells their products in local RMG buyers and to the foreign buyer agents. As this textile sector is overcrowded in every year so generally price control and quality maintain is becoming tougher day by day. Free Trade Agreement (FTA) is another vital concern at present time. Government policies and international lobbing by the companies ply a crucial role to get foreign order here. In my suggestion penetrating on local market by launching a new brand is easier and suitable for DK. Group. 2.12 Organization’s Machineries Details: DK. Textile is equipped with high tech equipments. These are given below: Machine Over- lock 4 thread Over- lock 5 thread Cutting machine- fabric
Quantity 100 10 7
Cutting machine -rib Plain machine Flat lock machine Button hole machine Button stitch machine Pocketing machine Boiler Weight machine Time recorder GSM cutter Balance/ sample weight machine Generator
6 100 50 3 3 3 2 5 4 2 2 2
Productivity: Tee Shirt per day: 20,000 Pcs Polo T- shirt day: 4,000 Pcs Above Factory Space: Production Floor: 25,000 Sq / Ft 2.13 DK. Exports DK. exports their goods in Germany, Holland, Belgium, Denmark, Norway, Italy, UK, Spain, Finland, USA, Switzerland and Canada. Figure No: 6 Export percentage of DK:
10.31% 34.29%
American region EU region
The pie indicates the export percentage of DK. group in various region of the world. Here European region export percentage is 55.4%, US region covers 34.29%. The rest portion of export is done in other countries.
Other region 55.40%
Figure No: 07 Export earnings of DK SL
YEAR OF EXPORT
1 2 3 4 5 6
2000 2001 2002 2003 2004 2005
7 8
2006 2007
250 290
2300 2250 2200 2150 2100
Series2
2050
Series1
2000 1950 1900 1850
1
2
3
4
5
6
7
8
The above graphs shows the DK Group revenue & as well as Production growth. According to the graph the revenue of The company in the year of 2007 remains US$ of 290 million 2.14 Employee Age Class: DK. Group has no child labor. Here strictly maintain safety, health and hygiene provisions as per ILO’S and Bangladesh labor laws rule and regulation. The following facilities are available for the safety, health and hygiene: (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k)
Free medical service Proper first aid box Enough fire extinguishers Trained fire fighting team. Enough toilets and urinals. 3 way exit Kinder-garten school for workers children. Training center for middle management and workers. Water treatment plant Doctor facilities. Canteen for workers and staffs.
2.15 ORGANIZATION STRUCTURE The span of control of DK. textile is almost tall. In office high officials control the subordinates and subordinates are liable for their work to their authorized superior boss. In this organization all the people works in tremendous pressure. As per job character job threatening is very high here. Very naturally job satisfaction is very low for all working people especially for the lower officials and workers. On the other hand job-switching tendency for the mid level, high-level officers and expert peoples is high here. Working environment is allover satisfactory here. Here the chairmen and directors take crucial decision.
Figure No 8: Structure of the organization CHAIRMAN
MANAGING DIRECTOR DIRECTOR
DIRECTOR OF ADMIN ISTRATION
PRODUCTION MANAGER
DEPUTY GENERAL MANAGER OF PRODCTIION
ENGINEERS
QUALITY CONTROL OFFICER
OTHER OFFICERS
STORE INCHARGE CHARGE
SUPERVISORS
DEPUTY GENERAL MANAGER OF MARKETING
ACCOUNTS MANAGER
QUALITY CONTROL OFFICER
ACCOUNTS OFFICERS
OTHER OFFICERS
WORKERS 2.16 Organi Nation’s Infrastructure: # A well-mannered work force to assist the company in each department from sampling to packing until shipping. # Have a strong design and product development team, which constantly innovates new products every year. # A fully integrated production and finishing unit. # A smart and young team of marketing to market product in international market. # Here, the clients own designs, labels, trademarks and other specifications are cordially welcome 2.17 Group Banks of the Organization:
(a) Agrani Bank Limited Green Road Branch Green Road, Dhaka-1205 (b) Eastern Bank Limited 10 Dilkusha C/A Dhaka- 1100 CHAPTER-03 FUNCTIONS OF THE ORGANIZATION
3.1 ORGANIZATION FUNCTIONS The main task of DK. Textile is producing various types of fabrics. Generally according to the buyers demand the company produces these fabrics. Like other organizations, DK.Textile also have various departments. These are: production, quality control, accounts, marketing, and administration departments. Production Department: Production departments an important department of a textile industry because it handle how to manufacture the product completely. The production analysis team measures daily productions. In production unit they follow the style of given sample. This department is also linked with the cutting, pattern, and sample section. Quality Control Department: DK.Textile has quality control team who closely supervise the product line in each of the manufacturing unit. They also supervise the quality of production and finally control them. Quality control team also help to reduce the problem of the production line and take necessary steps to solve the problems. Finance and Accounting Department: DK.Textile has an accounts and finance department. This department directly supervises the budgeting and financing Marketing Department: The duty of marketing department is to communicate with buyers and also aware about buyer requirement. Here, marketing programmed is designed to sell quality
products at low price. On the other hand, marketing strategy is always focused to meet the target price offered by the customer. Administration department: DK.Textile has also an administration department. This department looks after company’s day-to-day affairs. It also appoints employees, fix salaries, and make rules and regulations. On the other hand, the department also works about factory compliances issues, management disciplinary action matters. Figure: 09 Functions of Production and Marketing Department of DK. Textile:
The whole system of Production & Marketing Department Marketing
Production
Marketing
# Order collection # Dealing with LC s’
# Accounts maintenance # Quality assurance
# Document processing
# Production operation management # Storing finished goods
# Production time and customer desired executing # Legal complicacy handling
# Shipment # Desired quality control # Delivery and shipment # Dealing with foreign quality
payment # Management of raw material
# Network maintaining
3.2. Yarn Manufacturing Process Textile mills purchase cotton and receive the bales from gin yards or cotton warehouses. These mills start with raw bales of cotton and process them in stage until they produce yarn (fibers twisted into threads used in weaving or knitting) or cloth (fabric or material constructed from weaving or knitting). The first stage is in the opening room. Here, bales are opened and laid in a line on the floor, side by side, near a cotton opening machine. This machine travels along the line of opened bales, puling fibers to be sent to a mixing machine and them on to the carding system. Carding is the process of pulling the fibers into parallel alignment to form a thin web. High speed electronic equipment with wire toothed rollers performs this task. The web of fibers is eventually condensed into a continues, untwisted, rope-like strand called a silver. These silvers then continue to a combing machine. Here, the fibers shorter than half-inch and impurities are removed from the cotton. This process makes the silver smoother so more uniform yarns can be produced. The drawing or pulling of this sliver is next. Cotton trivia khaki is derived from a Hindu word that means “dust color”. Originally, khaki referred to a dull yellow-brown cotton or wool uniform fabric used for its camouflage effect. The sliver is drawn out to a thinner strand and given a slight twist to improve strength, then wound on bobbins (spools wound with the thread like product for storage). Having completed this process. It is now called roving. The roving bobbins are now ready for the spinning process. Spinning is the last process in yarn manufacturing. Today’s mills draw and twist the roving into yearn and place it on bobbins. They do this quite efficiently. A large, modern mill can produce enough yarn of thread in 30 days to wrap around the earth 23000 times or go to and return from the moon 235 times. With the use of automatic winding, the yarn bobbins are transferred to large bobbins called cheese cones can be stored until they are needed in the weaving process. The weaving process uses yarn that, depending on how it lies in the woven goods. These yarn may now be either a warp or a weft yam. Warp refers to yarns that run lengthwise in woven goods. In preparation of warp yarns for weaving, hundreds of yarn strands are wound from
cheese cones onto a large warp beam. Yearns on this beam are then coated with a sizing compound (a starch mixture) to add strength for weaving. The sized yarns are then wound onto a loom beam that will be placed on the loom (a machine used to interlace yarns to from cloth). Weft is the yarn that runs crosswise in woven goods and may be referred to as filling yarn. Sizing is not placed on weft because flexibility is needed in the weaving process. In today’s most modern mills, the weft is fed into the loom from cheese cones with air-jets at such a high speed that its movement cannot be seen. The woven cloth from the loom, called green or grey, is whitish but has a natural yellow tint. This cloth is further treated by various means to improve its appearance and feel, then either bleached, dyed or printed to produce the fabrics used in various products seen on store shelves. There are three basic weaves that are used. The plain weave, the most common, is produced by passing the weft yarn over and under each warp yarn, alternating each row. This is used for cotton print cloth, sheeting, muslin and more. The twill weave is produced by interlacing yarns in an angle to form straight, diagonal ridges across the fabric. The satin weave, has a surface that consists mostly or warp yarn which is passed over and under all but one weft yarn that intersects in a regular or irregular formatting, not a straight line. This weave produces a fabric with a smooth surface. It is used for upholstery, home decorating and fashionable apparel. Knitting is another method of turning yarn into fabric. Knit fabric is constructed of yarns made into loops (stitches) which are linked together by the use of needles. There are two basic types of knitted fabric. The weft knit fabrics are made with yarns forming loops the width of the fabric on a circular machine, producing jersey knit used in T-shirts and underwear. The warp knit fabrics are produced by feeding yarns to form loops in a lengthwise direction and are used for tricot fabrics and cotton lace. Knitted fabrics are softer and more flexible than woven fabrics. Making them ideal for sweaters, active sportswear and hosiery. 3.3 Fabrics Manufacturers Knitted Fabric Knitting is one of the ways of turning thread or yarn into clothes. Knitted fabric completely consists of horizontal parallel courses (crosswise) or yarn. These courses are joined to each other by interlocking loops where a short loop of one course of the yarn is wrapped over the bight of another course. Knitted fabric is obtained either by hand knitting process or then by machine. In hand knitting process, a base series of twisted loops of yarn are made on a knitting needle before starting the process. A second needle is then used to reach through each loop in succession to snag a bight of yarn and pull a length back through the loop. Knitting by machine use a different mechanical system producing nearly identical results. Knitted fabric composites show higher impact tolerance compared to the traditional composites or even to woven fabric composites. It is believed that the hand knitting originated among the nomads of the Arabian Peninsula about 1000 BC.
Type’s o knitted fabrics: Weft knitted fabric-It is either made by hand or machine by looping together the lengths of the yearn. This supports the fabric to become stretchy and comfortable. Weft-knitted fabrics are used in socks. T-shirts and jumpers. Warp knitted fabric- It is made by machine only. The loops, in this kind of fabrics interlock along the length of the fabric. It is only slightly stretchy and it do not ladders. These are used as swimwear, underwear etc. Advantages of Knit Wears: Because of casual and soft in nature as well as inherent good properties such as hygienic properties, fashionable design and color, knit wears have become the popular wear all over the world. Knit wears are informal but fashionable usually with short sleeves. Knit wears are commonly made of knitted fabrics of single jersey, Ribs, Interlock, etc due to the specifications in raw materials by using lower count of yam, construction of fabrics and stitching. Knit wears possess certain properties which are essential for good apparels; some special advantages of knitted-wears are given below: 1) Knit garment products are softer and more comfortable; 2) Knit wears/garments are usually used as underwear garments i.e. used for soft skin abrasion. 3) Usually lower count of yam is used for knitting fabrics. So, knitwear has more socking capability. 4) More profitable production can be made due to lower project cost and cheaper management cost. 5) Knitting wears can be handled more easily while using and washing. , 6) Its market price is comparatively cheaper. Manufacturing process: For setting up Composite Industries consists of Knitting unit, Fabric Dyeing Finishing unit and Garments unit. The product of one unit will be the raw material of other unit: The sequential process from yam manufacture to Garments product may be described as follows! For Knitting Unit: Knitting machine is various types where various design produces. Fabrics will also be produce in the circular -Knitting machines by altering some attachments mainly changing of camas. Rib Knitting and Interlock (double Knitting) fabrics will be produces in the Rib circular and Interlock Knitting machine. Flat Knitting fabrics for collar and cuff will be 'produced in the flat Knitting machine. After the Knit fabrics is produced, it is inspected in running condition while passing over a table of the inspection
machine. The technology involved in Knitted fabrics is fairly simple which may be seen in the following flow process chart: Process Flow Chart Yarn storing in cone form Rib Knitting Circular Knitting Face side inside turning of the knitted fabrics 3.4 Fabric Dyeing and Finishing Unit: The technology involved in dyeing finishing of Knitted fabrics may be seen as below; Face side inside Turing of the Knitted fabrics Scouring /Bleaching Washing Bleached fabric(white)
Dying
Was king Ballooning & Squeezing/Hydro Extractor Drying and heat setting stuttering Calendaring/Softening Compacting & Shrinkage Controlling Inspection Folding & baling
Garments Making; The operation process with two outputs i.e. T-shirts and Polo shirts are pre-sewing and finishing. A typical process flow-chart for Garments making is shown below: Process Flow Chart for Garments Making Fabric Fabric lying on Layers & clipping Cutting of individual parts as per approved pattern Sorting & Bundling sizeable for mass sewing Sewing of collar, cuff Sleeve to shirt Sewing of size label, washing instruction, Brand label Button holding & stitching (in case of Polo-shirt) Loose thread cutting/inspection Ironing (Finishing) Folding Packing in carton Ready for Export 3.5 Production flowchart Sampling Price Officer to buyer Orderconfirmation Procurement of raw materials Stores Knitting Machines Grey Fabric quality control Grey Fabric quality control Grey Fabric Batch room Dyeing floor Dyeing winch Water squeezer Dryer Compactor
Finish Fabric quality control Fabric stores Cutting floor Cutting quality control Sewing input Sewing output QC Table Ironing Folding/ Hangar Poly Assortment Carton Internal Inspection Final Inspection by buyer Shipment 3.6 Garments Quality control flow chart Received finish fabric Checking finish fabric Marker Laying Cutting Numbering Checking Bounding Cutting Quality Audit Input
Enpost Measurement checking Table inspection AlterRectification Sewing quality audit Iron Enpost checking for finishing Qualit audit for workmanship Basic Measurement check Folding Poly/ Hangar Metal Detector checking Carton Carton quality audit Internal final inspection 3.7 Garments Planning: To establish a garments factory the location choice is an important factor for correct manufacturing, worker management and proper transport system. The following are some of the factors which will influence the choice of location: • • • • • • • • • • • • •
Availability of worker. Availability of housing facility ( In Bangladeshi system it is not provided by any garments authority) Availability of staff amenities. Availability of transport. Availability of materials. Availability of cover-van parking space. Adequacy of circulation. Availability of services. Gas Electricity Water Drainage Disposal of waste
• Suitability of land and climate. • Local building and planning regulation. • Safety requirements. • Site cost. • Political situation. • Special grants. According to the place and types of manufacturers goods the building shape has been Chosen. Here I mentioned both the advantages of single and multi-story building. It depends on the size of the garments factory, which is prefer most. 3.8 Benefit of team in garments: • • • •
Increase the group activities in production. Makes a competition among the team worker. Workers get satisfaction to work. Instrumental benefits.
3.9. Control Control is a regulation of organizational activities so that some targeted elements of performance remains within acceptable limits. Purposes of control: • • • • •
Adapting to environmental changes. Limiting the accumulation of errors. Coping with organizational completes. Minimizing cost. Keeping the organizational work on track (according to plan)
In garments sector the control is divided in three sections. • • •
Production control. Overall/Operational control. Financial control
Overall/Operational control : • Preliminary control • Screening control • Post action control Preliminary control: Preliminary control concentrates on the resources-financial, material, and human and information-that the organization brings in form the environment. Preliminary control attempts to monitor the quality or quantity of these resources before they enter the organization. Screening control:
Screening control focus on meeting standards for products or service quality or quantity during the actual transformation itself. Screening control relies heavily on feedback process. Post action control: Post action control focus on the outputs of the garments after the transformation process is complete. Coming's old system of Post action control-final inspection after the product is completed. Although corning abandoned its Post action control system, this still may be an effective method of control, primarily if a product can be manufactured in only one or two steps or if the service is fairly simple and routine. Although Post action control alone. may not be as effective as preliminary or screening control, it can provide management with information for future planning. Financial control: Financial Control is the control of financial resources as they flow into the garments (i.e., revenues, investments), are held by the garments (i.e., working capital, retained earning), and flow out of the garments (i.e., pay expenses). Business must manage their finances so that revenues are sufficient to cover costs and still return a profit to the firm's owners.
3.10 Prepare a garments budget: Budget is a numerical expression. A good budget can provide a good exported or productive garment. Without budget a garments can't run correctly. Only by the help of a good budget the goals can come out. Budget helps to take correct decision and divers the organization properly in right way. Budget also, shows the capacity of garments in productive market. Only a suitable and acceptable budget can run the garments correctly. For this reason budget is essential for the garments. The processes of preparing budget in garments are as follows: • • •
Submission of budget request by the units to division head. Integration of unit budget and consolidated into division budget. Forwarding of division budget to budget committee. CHAPTER-04 THE INTERNSHIP POSITION AND DUTIES:
4.1) Specific internship Position and Duties: The started work in DK. Group as an internship student in the department of marketing. In the time of internship, The worked both in corporate office to understand the marketing functions and in the production plant to know the production. The job was communicated with the buyers, received phone call, made phone call to contact, check E-mail from the buyers. also observed how the production function has been completed. As a company DK. Textile is an export oriented commercial organization that is why the employees are very much professional. There still does not have any structured space or opportunities for working the internship students. So working there main objectives to skim through allover their system of working.
CHAPTER-05 LEARNING POINTS
Learning Points 5.1 Observation: In DK. textile saw the process of making fabric. The learnt the basic steps of making fabric. The basic steps are spinning, weaving or knitting and a combination of dying, printing and finishing. Spinning: The main materials used in the spinning sub-sector are raw cotton and synthetic fibers such as viscose and polyester staple fibers. In this process natural and synthetic fibers are cleaned and twisted into yarn. The row materials are move through the blow room where all impurities are removing from natural fibers only and those are rolled into laps. The laps then go through a carding machine; then they are cleaned further and formed into silvers, thick and loosely spun yarn. In order to produce combat yarn, the fibers need to be undergoing further processing in
the comber machine, where the sort stands are removed, and the remained processed into silver. The silver then fed to the draw frame, and speed /removing frame where they are twisted to and drafting take place and yam is produced. The yarn is then spun around a bobbing or cone, using autoscores or cone winding/reeling machines, packed and marked. Weaving: The yarn is made into gray. At this stage fabrics processed using looms or knitting machines. At this point the material has got no color and we have to Color it according to our requirement (weaving produced cloth). Prior to weaving the yarn is wrapped around beams and dipped in a size, an adhesive, which when dries gives the yarn a rigid and uniform structure. This yearn is then filled into the looms and called yard. A tread of yam, called the waft, passed between altering ward yam with the aid of a shuttle, air jet or rapiers. Knitting: Knitting is also used to make gray. Instead of looms, circular knitting machine are also used for knitting. Knit fabrics are much softer and more flexible than the produced on looms, and is commonly used for producing article of casual wars such as T-shirts and under garments. Dying, Printing and Finishing: At this stage the gray goes for dying, printing and finishing. After the gray is inspected, it goes through a process called the batch method when it undergoes scoring, bleaching and dying. Scouring is the treatment of gray in chemical. Solution in order to remove the size, natural fats, waxes, proteins and other impurities, and to make the fabric hydrophilic (It on longer repels water). The batch processing is next. It is essential in giving the cloth a clean white color. It is done using two different methods. One is bleaching with dilute hydrochloride solution at room temperature or by using hydrogen per-oxide solution at elevated temperatures (80 to 90 degree Celsius). The later method is more expensive and usually results better and longer lasting whiteness. The scoured cloth is then dyed and then printed on. Printing is done using perforated rollers that allow curtain chemicals and colors to diffuse through the holes. Then the printing has been completed and finally the fabric is being washed again. 5.2 The Marketing concept of the Dk. Textile: Dk. Textile are always trying to achieve the organizational goal by determining the needs and wants of the target market and then deliver the product more efficiently and effectively then its competitors. Dk. textile focuses their capabilities to buyers and they also want to know the requirement of the buyers. They communicate with the buyer before produce the product because if buyers to made any change in pattern, thy can change it. On the other hand, the company does not consider the sale is completed until the buyers accept the products and the buyers locum ratified. 5.3 Marketing Mix:
Product Dk. textile produces various types of fabrics for their own use (RMG), the Quality of fabrics are very satisfactory. Their main product is woven fabric. A chart gives the kinds of fabrics produced by DK. Textile. Category Textile
Product Details Polar Fleece Micro Fleece C.V.C Fleece Bonded Fleece Taffeta (Nylon, Polyester) Polyester Micro fiber Denim
Price As Dk. produces fabrics for making export quality RMG that’s why quality is here main concern. Maintaining good quality is the reason for high cost of Dk. fabrics. A general cost related function is shown bellow in figure number 10.
Cost related Production Function
Figure No 10: Cost factors of DK. Textile:
General Administration
Cost related Other Function Direct Used Material
Wages
Marketing / Sales
Indirect Expenses
Research Materials Wages Expenses Used
Materials Wages Expenses Used
Development
Prime cost Production Overhead
Amount Observed
Difference
Production cost
TOTAL COST
Place Dk. textiles marketing place is its head office of marketing. Corporate buyers are the clients of DK. The company communicates with its Buyers by direct mail. Personal selling is most effective tool for the buying process. Promotion All the promotions done in Dk. textile are under personal promotion. High-level officers are designed and implemented it. Stuffs are maintained channels by the supervision of managers. Giving advertisement in textile directory is also a promotion work for DK.
5.4 Marketing System of Dk. Textile Dk. Textile uses a simple marketing system for their business. They contact with the buyers for selling their product. It the buyers are impressed, and then the buyers communicate with the company and negotiate with the company. The company delivers the product price for the release of the product within the delivery time. Figure no 11: Marketing system of Dk. Textile Communication
Goods/services Industry/compan y (A collection of seller)
Money
Information
Market (A collection of buyer)
5.5 Segmentation, Targeting, positioning: a) Market segmentation: Dk. Tex tile decide their target market for geographic reason that is depend on the country region and climate of the country. b) Market Targeting: Dk. Textile target market are mainly the foreign country such as France, Germany, Holland, Denmark, Norway, Italy, UK, Spain, Finland, USA Switzerland. But seamark is a main target market of Dk. group. c) Product Positioning: it is nary important to market a good position in the mind of the buyer for retain the target market. Far pro but to the buyer each as high quality, lower product price and careful delivery etc. 5.6 Marketing environment Marketing environment of Dk. is the actors and forces outside marketing that affect marketing manager’s ability to build and maintain successful relationships with target customers. Marketing environment is divided into two parts microenvironment and macro environment of the company.
Micro Environment Figure No 12: Factors of micro Environment of DK. Textile
Marketing microenvironment contains suppliers, marketing intermediaries, customers’ competitors and public. In the case of Dk. Textile the component company itself almost works well with is departments. Dk. suppliers of raw materials are mainly from china, India, Thailand, Pakistan and Korea. So any types of change in government policy, international policy d cost of raw materials or inflation directly affect the microenvironment of DK. Customers of DK. are mostly our RMG producers. So quality ensuring is a big concern here. In the case of marketing intermediaries, company fame, managers’ strong liaison! Network with business buyers are the main strategy of DK. to sell products. Government policies (favorable) are the main publics here. Competitors of DK. textile are local producers of Bangladesh. Name of some close competitors of DK. textile is given bellow: AHB Textile Ltd.
Shah Fatahullah textile Mills Jamaluddin Textiles Ltd. Ltd.
Alhaj Textile Mills Ltd.
Shohgpur Textile Mills Ltd.
Kader Synthetic Fibers Ltd.
Asian Textile Mills Lid.
Faizun Nesa Textile Mills Mowla Textile Mills Lid. Ltd.
Square Textiles Ltd.
Habibur Rahman Mills Ltd.
Textile Beximco Textile Mills Ltd.
Unilon Textiles Ltd.
The Chittagong Mills Ltd.
Textile Newtex Dyeing & Printing Ltd.
Nahid Fabrics Ltd.
The Padma Fabrics Pvt. Ltd.
Padma Textile Mills Ltd.
H.H. Textiles Ltd.
Uttara Knitting Dyeing Ltd.
Rahim Textile Mills Ltd.
Macro Environment Figure No 13: Major Force in the Company’s Macro Environment
Macro environments major forces of are discussed bellow: (a) Demographic factor: South Asian region is suitable for textile industry. Big working population and raw materials outsourcing facility, supports the industrial growth of Bangladesh. (b) Economic factor: Low production cost, energy availability, workers availability and suitable government policy is the economic factor for Dk. (c) Technological factor:
China machineries are available and cost efficient for DK. (d) Political factors: Unstable political situation and various types of strikes plays negative roll on DK. 5.7 Product life cycle in DK. Textile: According to the marketing managers description the product life cycle of Dk. textile is on an average 10 to 12 years. But in few cases the PLC goes down quickly. Generally invention of new machinery, drastically change in product quality, suddenly fall of demand and change of fashion makes down the PLC of DK. In the figure number 14, vertical axis shows the production quantity and horizontal axis shows the year of production.
Figure No 14: product life cycle of DK Textile:
5.8 Implication of BCG matrix In Dk. Textile Ltd: In this picture the vertical axis shows the company market growth rate and the horizontal axis shows the relevant market share. According to this graph and in my opinion DK. position is in question mark. Because of there high growth rate but low market share relevant to the total market and weak overall management. In this position manager should immediately concentrate on their performance and has to invest a lot to make this reform possible. Without this the company very soon goes into Dog position.
Figure No 15: BCG matrix of the Organization:
High
Star
Question Marks?
Cash Cow
DOG Low
Market growth rate High
Low 5.9 Supply chain management and Dk. Textile: Now in many modern organizations have adopted supply chain management structures, which have developed out of physical distribution and operations management. The impact of supply chain strategies has extended beyond transportation, storage, and stockholding issues to influence relationships between channel members and customer value. Collaboration and information sharing have become central to supply chain design. The development of Internet software for use in supply chain management offers significant opportunities for improving the performance of supply chains. The supply chain can be interlined with suppliers, other supply chain organizations, and customers. ERP & MIS are essential to install SCM. Especially a production firm like supply chain is essential. 5.10 SOFTWARE USES IN DK: The saw in production sector complicated production machineries operated by special designed software. Marketing department is using very little general software suppose for payments of bills and other document preparation they are using Ms Access. The internal communication (office to office) is done through intranet, Auto CAD, CAD CAM; Photoshop is widely used by the designers. Account department widely uses tally and Ms Access to maintain their accounts and financial dealings. 5.11 After Sales Service of DK. Textile: Dk. doesn’t have any after sales service system. High quality checking program minimize the rate of dissatisfaction to the customers. Often buyers directly complain to the managers if they find in any trouble in fabric. In this case face-to-face contact or communication by the phone is happens. 5.12 Sales outlet of DK. Textile: Till now Dk. doesn’t have any sales outlet. Only their marketing department markets their products. Company fame, managers’ liaison and network with business buyers are the main procedures of selling Dk. textile products. Figure No16: Existing Selling system of DK. Textile:
Company Fame Head office of Marketing
Final Buyers
Managers Network National RMG producers/ International agents of RMG producers
5.13 Government Policies: As Textile And RMG Is one of the most Important sectors in Bangladesh, that’s why our government tries to gives priorities this sector very much. Import Duty Structure of Yarn YEAR 1995-1996 1996-1997 1997-1998 1998-2000
BANGLADESH 30% 15% 7.5% 5%
INDIA 50% 45% 45% 42.98%
Graph of this table is given in nest page: Figure No 17: Import Duty Structure of Yarn
]
In the above graph we have seen that our duty structure on imported yarn is better than India. In the year 1998-2000 the duty is getting very low (5%) which is favorable for the growth of Bangladeshi RMG. But presently in the budget of the fiscal year 2007-2008 the duty goes up to 10% on imported raw materials. Major investment incentives Tax Exemption
Generally 5 to 7 years
Duty Tax law
No import duty for 100% export oriented industry. For other industry it is at 5% ad valorem. Double taxation can be avoided in case of foreign investors on the basis of bilateral agreements. Exemption of income tax up to 3 years for the expatriate employees in industries specified in the relevant schedule of income tax ordinance.
(Source: Statistics Pocket Of Bangladesh, 2003, Published In January 2005) 5.14 Communication Style: Strong communication is needed to ensure a successful business relationship, secure export order. It may be through Internet or face-to-face setting. In the DK. textile, when buyers are interested to give any order to the company they sent email or make a phone call for contact. Then the merchandisers inform the authority of the company. It they are agreed then the merchandiser confirms the buyer by phone or sent the confirmation letter by Internet and the company receives order from the buyer. CHAPTER-05 FINDINGS 6.1 Research & Development: In textile sector our R&D work is very low graded. Compare the world market and MFA 2005 challenge we need to develop our R&D in urgent basis. Sustain in long run is impossible without strong R&D back up. For an example china takes initiative to develop their R&D in 1993 by their government. They have conducted a wide research on yarn and fiber development. They made various testing and collaboration with ISO, AATCC, ASTM and BSI to develop and standardize their product quality. China Textile Information Center (CTIC) played a great role here. 6.2 Problems in Political instability: Government bureaucratic system, Bribery and all over corruption at every level hamper the industrial growth of textile. All the businesses, which are directly related to, the foreign dealings (export and import business) are in various ways surrounded by multidimensional problems of corruptions. Political instability is one of the biggest problems for our textile industry. Production hampers arid missing shipment schedule for strikes is not new news for Bangladesh. Every year this reason causes huge loses in this industry. 6.3 Machineries Factors: China imported $1 .314 billion worth of textile machineries in first 6 month of the year 2002. It raises 5.84% compared to the year 2001. Rep indicates from few years back the china government took preparation to enter in to the world market. Multi Fiber Agreement (2005) is another concern. In those days they enter tried to develop their product quality. On the other hand in case of textile machineries our country people prefer china machines for low cost where as China preferred US and Europeans machines to develop their products quality and enter into global market. Presently heavy import duty on machineries also deprives our owners to buy most modern machineries. Basically these policy and owners tendency in
future will make our possibility narrow to compete to the world market. In business first movers always gets priority. Dependency on China is one of our weak points as a world competitor. National Counsel of Textile Organization (NCTO) an American organization presently Works in favor of African countries. They told their report that buying apparel for Bangladesh is beneficiary for china. So they are trying to get privilege the African countries. They have made some fantastic comparison between these two areas (Africa and Bangladesh). Bangladesh should do a strong lobbing against this conspiracy. I think we have many positive reasons to get the market in USA. One of the reasons is our low cost. Pricing comparisons in various country (average price of 12 pieces of product in $ Country Cotton pant Mixed pant Mixed Knit Woven shirt Cotton Knit shirt shirt Bangladesh 56.59 38.57 32.44 49.72 25.64 Africa 68.63 50.24 49.32 82.3 35.89 Lesotho 66.33 50 38.69 0 31.69 Kenya 65.45 49.6 33.17 58.41 32.55 Mauritius 80.09 57.1 69.89 143.44 42.98 Source: Prothom –alo, July 2007. Source: Journal on Asian textile and apparel, February I March 2003, page number 52 In another report of Industrial Fabrics Bulletin 2, June 2003, Page number 22, says that textile 2003 mobile, protective and building construction various textile innovations by conducting research. Research institute at tech textile 2003 Field Textile Building and construction Others
Number 12 3 6
Source: Industrial Fabrics Bulletin 2, June 2003, Page number 22. Tech textile symposium technical Papers Authors Percentage Research 64.5 Research / industry 8.9 New products 10 Product representation 11 Source: Industrial Fabrics Bulletin 2 June 2007, Page number22.
6.4 Utility Factor: Insufficient gas Supply hampers production of textile goods. Regular power failure or interrupted power supply is another problem in our textile industry. Setting personal power
supply system (generator) is now essential for a textile plant. By set up own power station creates few problems simultaneously- those are: I) its maintenance and operating fuel costs is very high. II) High cost directly effects and increase the total costs of products. On the other hand small investors cannot afford the cost of power generators. So automatically they deprived from this business. 6.5 Insufficiency of Data: Working in DK. I faced one problem tremendously, that is insufficiency of data. Most people (officials) don’t have sufficient data access of their company. DKs web site is also very weak. No central database system exists here. Digitize the office operation system is one of the modern demand of global business system. The internal communication (office to office) of DK. Textile is done through intranet. I think Dk. group needs to develop an IT section where the whole corporate work is executes and maintained by multi level operation software. Using ERP and supply chain management system (SCM) is one of the most important things of marketing. In USA and European countries SCM is widely used for the backward linkage industries it saves two crucial components of business time and money. Set ERP is must for digitize all the system. These 2 things are very useful for modem marketing system. It is true that it cost huge but apparently in long term it is profitable. A good IT system is also helpful for b2b and b2c business, total quality management (TQM) and for CPM. To create demand or market globally we should concentrate on few industries such as Indian marketing style. To make their textile growth they uses their fashion industry, media industry, film industry etc. Here the main credit goes to Indian policy makers who designed long-term sustainable integrated industrial policies. 6.6 HRM Dk. needs to build a HRM department.Low job satisfaction, high rate of job turnover, insufficient job facility, lack of training creates 100 of problems here. Even no systematic guideline was provided for the internship students and this is an example of DK’s weak HRM system. The think authorized persons (governing bodies) should take care on it. 6.7 Opportunity of Increasing Sales: Dk. has good market reputation, experience in RMG field. So it is very easy for DK. to penetrate in our local market. Our internal market is also big that’s (about 10 million potential customers). So I think it would not be impossible for Dk. group to penetrate into our Bangladeshi market. In my calculation our growing market, fashion trend, and government loan support system indicates that it is the perfect time to enter this market. Imitational lobbing is a vital strategy to get a good quota in foreign market. 6.8 Dissatisfaction of Workers: Low payment and insufficient compliance to the workers is one of the important reasons of workers strikes. It also now an international issue by which we can loose our foreign buyers. Presently our government sets a standard wages scale for the workers. But for lack of execution most of the workers cannot get it properly. So urgently we should look on this matter carefully otherwise by the ILO and other human rights organizations lobbing we will fall in a great crisis. 6.9 Career Development Opportunity:
By doing Internship in Dk. textile, the realize that to get a good position need to be very much professional towards my work. Mainly a manager needs both managerial and technical skills to work in this industry. One who has got bachelor degree or diploma on textile or fashion can get the advantage on this sector. MBA on merchandising, textile and apparel marketing will be good to get a job in the current market. The believe that MBA students can get some extra benefit in this sector in case of getting job and doing business. But one thing is sure that to become a good manager one has to be fully sincere in his work. Higher degrees from foreign countries will also increase once d in the job market. Specially business students will get extra advantage to work as merchandisers or business executives in this industry because these are directly related to production, marketing, management, accounts, HRM etc. However sound knowledge in English, computer literacy, business communication is very much required in this line.
CHAPTER-06 SWOT ANALYSIS
SWOT ANALYSIS OF THE ORGANIZATION STRENGTH (a) The company is very much serious about the shipment of their products that is why they strictly maintain the schedule of the shipment as it is in the agreement.
(b) The company has good brand image and fame that means good market reputation. So they get orders easily from the customers. (c) They also have the opportunity to shift employees one to another SBU that helps to solve urgent problems. On the other hand, it helps to reduce cost and time. (d) The quality of the company product is highly qualitical. (e) DK has highly qualified managers, so they can easily take decisions for the company. (f) Vertical integration ensures their freedom of work and minimizes the dependency to the outsiders. (g) Low taxation on Raw materials is helpful for reducing overall cost .On the other hand it also makes easier for the company product to complete the markets existing products. WEAKNESS (a) Gap between top management and workers. As a result the feelings, thoughts of workers cannot reach to the top management. (b) The R&D practice is needed for DK. Group for better development. (c) Insufficient and unstructured data system is another problem of this company. (d) The management and stuffs don’t get the enough transport facilities. (e) The intern student cannot get the enough opportunity to build their career. (f). Centralize decision-making authority is one of the main problems of this company. (g) There have a little job facilities for the employees and workers that create job dissatisfaction of the employees. (h). The high turnover of the employees is a major weakness of DK.Textile. (i) DK.Textile does not have any strong IT infrastructure. Without a strong IT infrastructure operation of a firm is the symbol of inefficiency. OPPORTUNITIES (a). Labor rate in Bangladesh is very cheap. So it is an opportunity for DK. Group. (b). The business location of this textile is situated at Savar, which is known as an industrial area. (c) We have many fashion institutes in our country. Searching talents and incorporate them to produce new products will be a great opportunity for DK. (d) Our local market is very potential. So penetrate in locals market could be beneficiary for DK. Group. (e) The company’s products quality and production capacity will increase if the company can update and installation of new machineries. (f) Now a day’s people are thinking about fashion. So it is an opportunity to create new product line and do market segmentation. (g) For increasing the efficiency of the employees, it is easy to arrange on job and off job training. (h) Set up SCM and ERP is another opportunity for DK. It will increase the overall performance of the company. It also saves storage cost and money. THREATS: (a) Unstable political condition is another major threat to the company. (b) Less job security is another of the employees and the company also. It is very easy to say that any kind of job dissatisfaction hampers the performance of the company.
(c) Now a days high competition and overcrowded industry makes the textile business more competitive. (d) Textile market is very much related with the high-tech machineries. So, rapid, Technological advancement will bring new challenges for the textile industry in every year. (e) Because of quota free system, Bangladesh has lost its market share, which is the threat of the company CHAPTER-07 CONCLUSION & RECOMMENDATION
CONCLUSION In the whole system of DK. Textile and as well as in the textile industry the found few problems. These problems are two types. One is internal problems, means problems, which exist in DK textile or group, and hampers the performance of DK.textile or group. The second one is overall problem means problem that exists in the system and as well as in the industry. DK. Group’s main problems are in its IT system, R&D department, TQM, CPM,
SCM, Website, Machineries, Utility facilities and In after sales service. The overall problems are International lobbing, foreign exports facilities, Modern research institute, in numbers of textile institute, Political instability, Loan facilities, Government policies, Bureaucracy and Corruptions in various sectors. We entire in the world market of textile and RMG are about 30 years. In these years we have faced lot of challenges and have got a lot of experience. After crossing these days now we have got the golden time to re-infrastructure and reshape our whole industry and make a revolution. It is the appropriate time when we would think about our future industry newly. Keeping these things in mind have tried and designed my report on textile industries. The think it is not only course requirement of BBA but also a step towards professional career. believe that it will definitely add some values in my future. Though there are some limitations, have tried best to learn and to write the real working situations out of my internship. Overall the performance of DK. Textile is satisfactory. The think for rapid growth of this company needs few reengineering in its management, HRM, digitize system, machineries upgrading, R&D, and overall reforms of its few policies and strategies. Not only DK textile but also for the future growth of our textile industry we need to do some reforms RECOMMENDATIONS
RECOMMENDATION
(a) The company should provide salaries to the employees in the due date. (b) The company should develop the working environment including adequate toilet facilities and dining rooms. (c) DK. Management should provide transport facilities and entertainment allowances. (d) It is needed to control the corruption rate. (e) Bureaucracy in government sector should be reduced. (f) Government policy should be more liberalize for textile sector growth. (g) Loan facility need to be more increase and flexible. (h) The number of Textile industry should be increased. (i) Political reforms are very much needed to ensure stable politics. (j) Modern research institute should be established nationally to develop trained workforce in future. (k) International lobbing should be done to increase foreign exports. (l) Utility facilities should be uninterrupted specially gas. (m) Dependency on China machine should be reduced. (n) The Website of DK. should upgrade after every 3 months and more information needs to give in the web. (o) The latest machineries need to be increase to extend product line and develop the product quality. (p) IT system should be upgraded according to the expert suggestion. (q) DK. Textile should build its HRM department. (r) The R&D department should be established in DK. Textile to modernized existing product and quality increase. (s) DK.textile must strongly implement and monitor after sales service. (t) CPM should be more practiced in the department of production and marketing. (u) DK. Textile should be used SCM system. (v) The company can use market penetration strategy in the local market to increase sells. (w)Total Quality Management (TQM) is needed to practice in the production and marketing department. APPENDED PART
BIBLIOGRAPHY
Bobbin (the apparel industry magazine) Dessler Gary, Human resource Management, 7th edition (widely used for concept making/developing) Industrial Fabrics Bulletin3, June 2006, Page number 36 International Magazine for Textile Design, Processing, and Testing: Vol 2, No. 8, August 2007 John. D. Lee H. Redbug Daniel P. Sullivan: International Business, tenth edition, page 458 Journal on Asian Textile and Apparel, February/ March 2006, page number 69 Journal on Asian Textile and Apparel, June/ July2006, page number 28 Knitting International Kotler Philip, Keller Kevin lane, Marketing Management, 12th edition (widely used for concept making/ developing) Kotler Armstrong, Principles of Marketing, 10th edition,(widely used for concept making/ developing) Prothom Alo : 17th September, 2007, page number 17 URL: BTMA websites www.fiber2fashion.com www.prothom-alo.net ACRONYMS
Agreement On Textile and Clothing (ATC) Bangladesh Garment Manufacturers and Exporters Association (BGMEA) Bangladesh Knit Manufacturers and Exporters Association (BKMEA) Bangladesh Textile Mills Association (BTMA) China Textile Information Center (CTIC) China council for the Promotion of International Trade (CCPIT) Enterprise Resource Planning System (ERP) Human Resource Management (HRM) International Cotton Advisory Committee (ICAC) International Labor Organization (ILO) Multi-Fiber Agreement (MFA) Multinational Corporation (MNC) National Textile Industry Council (NTIC)
Ready Made Garments (RMG) Research and Development Department (R&D) Quality Control (QC) Supply Chain Management (SCM) Strategic Business Unit (SBU) APPENDIXES