SOURCING AND NEGOTIATION IN MERCHANDISING DEPARTMENT 2015

SOURCING AND NEGOTIATION IN MERCHANDISING DEPARTMENT

BY

SHUHEL AHAMMEDId: 111011347, Group: B

Mobile: +8801711147526, [email protected]

A DISSERTATION SUBMITTED IN PARTICAL FULFILLMENT OF THEREQUIREMENTS

FOR THE DEGREE OFBACHELOR OF ARTS (HONORS)

INAPPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

UNDER THE DEPARTMENT OFAPPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

WE ACCEPT THIS DISSERTATION AS CONFORMING TO THE REQUIREDSTANDARDS:

………………………………………………………………………………………………..SAIFUL ISLAM TANVIR

ASSITANT PROFESSOR AND DISSERTATION SUPERVISORDEPARTMENT OF APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

………………………………………………………………………………………………..DR. MASUD AL NOOR

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mailto:[email protected]

ASSOCIATE PROFESSOR AND INTERVAL VERIFIERDEPARTMENT OF APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

DATED THIS 9th DAY OF JANUARY, 2015, IN AMMT CAMPUS, SMUCT, ANDDHAKA, BANGLADESH

DISSERTATION CERTIFICATION

I, SHUHEL AHAMMED, Id No: 111011347 affirm that thisDissertation, submitted in partial fulfillment of therequirements for the award of Bachelor of Arts in ApparelManufacturing Management & Technology under the Department ofApparel Manufacturing Management & Technology, Shanto-MariamUniversity of Creative Technology, Dhaka, Bangladesh isunreservedly mine unless otherwise referenced or acknowledged.The document has not been submitted for qualifications orother purposes at any other institution.

…………………………SHUHEL AHAMMEDJanuary 09, 2015

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ACKNOWLEDGEMENT

I am grateful to the following people and acknowledge thatwithout their valuable contributions, this thesis would nothave been successfully finished.

Mr. Saiful Islam Tanvir, my supervisor, who has not onlyguided us through the work process but also has provided hisown valuable critiques. He has challenged me on severaloccasions as an approach to stimulate me too sufficientlyimplements my exposure on this Dissertation.

Mr. Dr. Masud Al Noor, Head of the Department, AMMT, who hasnurtured me throughout the academic Semester with hisexcellent study plan and with his ability to graduate highlevel of Industrial knowledge among the students.

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Thanking you in anticipation.

CONTENTS

ABBREVIATIONS AND ACRONYMS ………………………………………………………….…….. 03 ABSTRACT …………………………………………………………………………………..…….…….. 05CHAPTER 11. INTRODUCTION ………………………………………………………………………………………. 06 1.1 Apparel Merchandising……………………………………………………………………………..

06 1.2 Merchandising File…………………………………………………………………………………. 07 1.3 Global Sourcing………………………………………………………………..……….…………… 07 1.4 The benefits of E-Sourcing…………………………………………….………………………….. 08 1.5 Negotiation…………………………………………………………………………….……………. 08

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1.6 Stage of negotiation………………………………………………………………….…………….08

CHAPTER 22. LITERATURE REVIEW ………………………………………………………………….…………… 09CHAPTER 33. WORK FLOW DIAGRAM……………………………………………………………………………... 10CHAPTER 44. DATA ANALYSIS………………………………………………………………………………………. 11 4.1 Increased Switching Costs and Loss ofFlexibility…………………………………………….. 12 4.2 Merchandiser is a data bus between buyer &seller…………………………………………… 14 4.3 Consumption & costing…………………………………………………………………………….

15 4.4 Types of Garments wash………………………………………………………………………….

24 4.5 Material Price listing……………………………………………………………………………….. 25 4.6 Sweater Yarn Consumption ………………………………………………………………………

27 4.7 Undertaking price quotation for buyers…………………………..……………………………… 27 4.8 Proforma Invoice …………………………………………………………………………………..

29 4.9 Different Types of Samples……………………………………………………….……………… 30 4.10Documentation.......................................................................................................... ........ 32 4.11 A bill of lading may include the followingdetails……………………………………………..… 32 4.12 An export license…………………………………………………………………………………… 33 4.13 Free on Board (FOB)……………………………………………………………………………… 34 4.14 Lab Test for Garments ……………………………………………………………………………

35 4.15 CBM Calculation………………………………………………………………………………….. 35 CHAPTER 5

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5. RESULTS AND DISCUSSIONS ……………………………………………………………………… 37 5.1 The Development of Apparel sector……………………………………………………………….. 38 5.2 Sources of Competitiveness in the apparel Industry …………….………….…………………… 38 5.3 Low wage rate …………………………………………………………..….………………………… 39 5.4 Government policy…………………………………….…………………………………………….. 39RECOMMENDATIONS …………………………………………………………………………………… 40LIMITATIONS ………………………………………………………………………..……………………. 41CONCLUSIONS ……………………………………………………………………………….………….. 42REFERENCES …………………………………………………………………………………………….. 43APPENDICS ……………………………………………………………………………………………….. 44

ABSTRACT

Sourcing and Negotiation is critical for firms practicing theprinciples of Apparel Manufacturing Management. Itspecifically deals with managing the supply base in aneffective manner by identifying and selecting suppliers forstrategic long-term partnership, involving in supplierdevelopment initiatives by effectively allocating resources toenhance supplier performance, providing benchmarks andcontinuous feedback to supplier and in some cases involving insupplier pruning activities. Currently, the methodologies inpractice for strategic sourcing have mostly been subjective innature with few objective decision models focused at supplierevaluation, which are also not devoid of limitations. Thispaper proposes an objective framework for effective suppliersourcing, which consider multiple strategic and operationalfactors in the evaluation process. Supplier is categorizedinto groups based on performance, which assists managers inidentifying candidates for strategic long term partnerships,supplier development programs and pruning. In addition, thisresearch investigates the differences among supplier groups inproposing possible improvement strategies for in effectivelyperforming suppliers. Also, we demonstrate the methodologicalrichness of our framework when compared to some of thetraditional methods proposed and utilized for supplierevaluation purposes. The supplier data utilized in the studyis obtained from a large multinational corporation in the

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Apparel Manufacturing Management. The study of the relationbetween clothing retailer and subjects operating at thevarious stages of the textiles/apparel pipeline can beaddressed by proposing a reading of this interaction thatdraws on the concepts of negotiating approaches. One commoditymanager told us of a particularly difficult buyer-supplierrelationship in which his firm owned the tooling for aspecific part. When the commodity manager attempted tosecretly transfer this part to another supplier, the supplierbecame suspicious and purposefully kept inventory levels verylow. Business development is such a process to develop thebusiness by following couple of roles. In a garments industrybusiness is developing in two ways one is business developmentwith old customer and the other is business development with anew customer. The development of business starts from emailcorrespondence. To develop business garments needs to followor fulfill buyer requirements by giving creative high qualityand cheap rate product. Merchandiser is he/she who builds uprelationship with the buyer and acts as a Seller. He plays avital role in an organization in a sense that he bears moreresponsibility than other in regards to execution of an order.A Successful negotiation outcome does not generally occurthrough luck by following a clear process. The Processreflects the different levels of knowledge of the subject ofNegotiation, Various parties and the way they communicate atvarious stages in the Negotiation. The following is an outlineof steps essential to effective negotiation. Sample is nothingbut a representation by which a person can understand theproduction, qualities, performance etc. Sample can ensure abuyer as well as to the customer about the pre and postcondition of the required product. It can lead the market andthe business as well.

The merchandiser has to consider all the quality parametersrelated to the samples to be developed in case of non-conformities in the sample developed. Revised samples may besending for approval purpose. It is the duty of themerchandiser to dispatch the developed samples on the time tothe concerned buyers. So Sourcing and negotiation is veryimportant for Merchandising Department.

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INTRODUCTION

Sourcing and Negotiation is a common for a business policy.Any other business cannot start without Sourcing andNegotiation. So Sourcing and Negotiation is very important forevery business. Mainly we should know about what is sourcing.Sourcing is the process of finding suppliers of goods orservices.[1] Sourcing is the proactive management of a supplymarket to ensure access to adequate resources required for thelong term needs of the firm: understand marketcharacteristics, identify relevant potential suppliers, definea strategy for the firm, and set the objectives for any marketshaping effort. Sourcing frames the agreement with thesuppliers involved in the strategy, without necessarily goinginto the details of the contract. Sourcing teams includeelements internal and External to the firm to reach theirobjectives. Sourcing is the strategic management of externalresources. [2]

Apparel Merchandising

In apparel industry, the term "merchandising" means the linkbetween the management of garment industry (called exporter)and the buyer. In this sector, a merchandiser who creates agood relationship in between exporter & buyer, have to lookafter every steps like purchasing the raw material (trims,fabric etc), making the garment, finishing the garment,documentation for whole procedure (purchasing raw materials,development technique, production planning) and finally shipit out to desired destination.

Merchandising department is very important and valuable in theApparel Industry. Merchandiser is the interface between Buyer

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& Exporter. A merchandiser is responsible from order analysisto shipment. This department is also mediates marketing andproduction departments.

Following are the main responsibilities of a merchandiser-

· Internal & external communication, · Sampling, · Lab dips, · Accessories & trims, · Preparing internal order sheets, · Preparing purchase orders, · Advising and assisting production, · Advising quality department about quality level, · Mediating production and quality departments, · Giving shipping instructions and following shipping, · Helping documentation department, · Taking responsibility for inspections and · Following shipment

Actually a merchandiser is responsible for almost everything-from order analysis to shipment and finally paymentrealization. Merchandising means to arrange all the requiredraw materials and to make the goods ready to sell them tocustomers. Work, work and work all day long. Handling 40/45orders/styles at a time.Chasing buyer for comments/approval,chasing suppliers for raw materials/trims, chasing productionteam to maintain delivery schedule and finally chasingcommercial department for shipping/documentations. To a newmerchandiser merchandising is nothing but hard work done withmanagers! [23]

Merchandising File

It is the most important task for a merchandiser to maintain acomplete and clear file for each order. A standard merchandising file should contain following items:

1. Check list 2. Cost breakdown 3. Master LC4. PI, BTB LC

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5. Technical sheet including measurement sheet 6. PO (Purchase/Production Order) sheet with color and size break down 7. Sample comments sheets (sample approval & comments receivedfrom buyer) 8. Fabric color/shade approval (Lab dip/fabric swatches/mail).

9. Approved trim card (approved sample of trims such as main label, care label, hang tag, zipper, button, lace, sewing thread, etc.) 10. Approved embroidery/print strike off (if any) 11. Printed copy of important mails received from and sent to buyer 12. Copy of fabric, yarn & accessories' work order 13. Inventory reports 14. Minutes of the pre-production meeting 15. Printed copy of Time and Action plan prepared by production planning department 16. Packing List

Documents, trim cards should be punched with punching machine to file those in a ring binder. Small poly pouch can be used to put trims that cannot be stapled. Need to insert separator marking related docs so that one can easily find those.

Finally file should be labeled with Buyer Name, Style/Order Number, LC Number, Order Quantity, Ex-factory date etc. [23]

Sourcing Plan

The purpose of sourcing plan is to describe the processes,governing procedures, roles and responsibilities, personneland tactical steps to be used in executing the sourcingactivities such supplier enlistment, subcontracts, purchaseorders and material logistics scope of the organization. [3]

Global Sourcing

Global sourcing is the practice of sourcing from the globalmarket for goods and services across geopolitical boundaries.Global sourcing often aims to exploit global efficiencies inthe delivery of a product or service. [4]

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Risk Management in Sourcing

The process of identification, analysis and acceptance ormitigation of uncertainty in investment decision-making iscalled Risk Management. Essentially, risk management occursanytime an investor or fund manager analyzes and attempts toquantify the potential for losses in an investment. [5]

Sourcing Policy

1. Purchase requisition 2. Supplier selection3. Purchase order4. Fulfillment5. Goods receipt6. Supplier invoice

Elements of Sourcing Management Process

1. Supply market research2. Determining sourcing and supply objective3. Determining sourcing strategy 4. Sourcing planning5. Implementation

E-Sourcing

E-Sourcing is a faster, more transparent and fairer way offacilitating tenders and conducting negotiation. Founded on aweb-based platform, e-sourcing ensures smooth and clearcommunication, and is more profitable business tool for boththe suppliers as well as the buyers. [6]

The benefits of E-Sourcing

Time saving Provides as simple format for submitting data online Faster evolution process Clearly defined requirements

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More transparent negotiation Complete for global business

Negotiation

Negotiation is a method by which people settle differences. Itis a process by which compromise or agreement is reached whileavoiding argument. In any disagreement, individuals understandthey aim to achieve the best possible outcome for theirposition. However the principles of fairness, seeking mutualbenefit and maintaining a relationship are the keys to asuccessful outcome. [7]

Stage of negotiation

Preparation Discussion Clarification Negotiate Agreement Implementation of a course of action

LITERATURE REVIEW

The Lean concept of manufacturing has given birth to agility,which means that the concept of supply chain is taken over bydemand change management. The companies started to remove thecostly waste from vertical manufacturing and implements costeffective outsourced. This integration requires specializedsupply chain partnership, which requires the companies toextend their hands beyond their thinking. [8] Every firm hasits own core competency in which they excel and representsthem in a different manner. It sometimes becomes so difficultfor the firms to do all work under one roof which might lowerdown the quality of the product or loss in the profit. Likefirms producing garments will never prefer to produce garmentpackaging otherwise they might lose their quality of producinggarments. Like transferring of goods between the countries isalways done by a logistic company which is third party whohandles all the work, Outsourcing always makes the work easierfor the firms. [9] The role of merchandiser in textileindustry has been vital since the beginning of the trade, the

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only thing that has changed is the shape of the supply chainin modern world which is clearly in a process of shifting fromsupply chain concept to value chain, or in other words, frombrand oriented to customer oriented. This shift has increasedthe responsibilities of merchandisers along the whole supplychain, both at the supplier end and the retailer end. Themajor problem still faced at both ends of the supply chain isthe lack of coordination and communication, at this stageemerges the role of middle man, the buying house or so calledthe agents. [10]

The objective of sourcing is to ensure that the productsbought and sell in sufficient quantities to achieve the profitmargin expected by the business. So the purchase manager hasthe overall responsibility for the selection, sales andprofitability of the product range within a particularlycategory, he also have the responsibility is to select themerchandiser that maximize the sales and profitability of aproduct range, through meeting the target. The task is tomaximize he full sales of stock bought and minimize thequantity of unsold stock at the end of each season. To do thisthe sourcing manager must work with the merchandiser inplanning, development and the presentation of product lines.Sourcing strategy determines how merchandise will be acquiredrecognizing the unique nature of the products. Merchandisershave supportive relationships with materials vendors becausematerials supply determines the availability of piece goodsand production of finished goods. [11] The design, marketing,purchasing are separate but work together, having weeklymeetings about latest trends and supplier. They do historicresearch and meet with the different people and cultures forguidelines of new collection to increase their sales theylooked at the historical data and future things that mightaffect. [12]

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WORK FLOW DIAGRAM

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Sourcing

Introductory

Negotiation

E-Sourcing

Outsourcing

In-sourcing

Globalsourcing

Suppliersourcing

Purchasing

Stage ofnegotiation

Follow negotiationtechniques

Managing complexnegotiation

Negotiationattempt to proper

Sourcingand

analysis

Negotiationdecision andanalysis

DATA ANALYSIS

The case study and depth interviews were tape recorded andtranscribed. Interpretive notes were then constructed for eachorganization, based on a compilation and comparison of theresearcher’s field notes, the interview transcripts, andadditional records such as company brochures, websites, andinternal company documentation. The use and comparison ofthese different data sources allowed the researchers tocorroborate and ensure the reliability of the information thatwas used to develop the interpretive notes. The first authorcoded all of the interpretive notes for the buyer and supplierdata. The reliability of the coding was tested by having tworesearchers separately code the field notes. Intercederreliability, defined as the number of agreements divided bythe number of combined agreements and disagreements, was equalto or greater than the recommended 0.90 minimum. The specificor level 1, codes allowed us to aggregate the data containedin the hundreds of pages of interpretive notes, and conducthigher-level analyses. These higher-level analyses wereconducted through the construction and analyses of partiallyordered meta-matrices. In the next section, we discuss theresults from these analyses, and present our findings in theform of suggested avenues for future research in the area ofsourcing and negotiation. These potential avenues for future

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Published result

anddiscussi

Recommendation

research are grounded in our data, and augmented with existingtheory where applicable. [13]

Event-specific questionsThis next set of questions will center around four specificreverse auctions. First, we will ask you to identify sourcingand negotiation that you view as being particularlysuccessful. Next, we will ask you to identify sourcing andnegotiation that you view as being particularly unsuccessful.[14]

What was as a post-auction analysis conducted?– Internally.– With suppliers.

What types of sourcing?-All types of sourcing.

What kind elements of sourcing management process?-6 elements.

What benefit is this?-E-sourcing.

What is the risk management in sourcing?- High.

Negotiation processes and Relational/Transactional orientationin clothing retailing

The study of the relation between clothing retailer andsubjects operating at the various stages of thetextiles/apparel pipeline can be addressed by proposing areading of this interaction that draws on the concepts ofnegotiating approaches (styles and strategies). Theoreticalcontributions on this subject, which are based on a number ofdifferent theoretical perspectives (game theory, economics,psychology and management studies), have attempted to providean in-depth investigation of the issues involved, and havepredominantly considered negotiation as a process thatdevelops in the dyadic and interpersonal relationship amongsubjects involved in an interaction. According to a moreextended perspective, an interesting analysis of problems

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pertaining to the negotiating process is given by Ford andMouzas. One of the most interesting aspects of the work byFord and Mouzas is that negotiation comes to be seen as a wayof acting that influences the buyer-supplier relationship butat the same time is an operational lever that sheds light onrelational practices purse. The study of the negotiatingprocess as an operational lever emerging from the relationalorientations is insightful and offers a reference frameworkfor analysis of issues affecting the textiles-clothing sector.[15]

Increased Switching Costs and Loss of Flexibility

One commodity manager told us of a particularly difficultbuyer-supplier relationship in which his firm owned thetooling for a specific part. When the commodity managerattempted to secretly transfer this part to another supplier,the supplier became suspicious and purposefully kept inventorylevels very low. In the end, the OEM was never able to obtainenough buffer stock to give it the time to both remove thetooling and bring another supplier online. If the OEM wantedto switch to another supplier, it would have to pay thenonrecurring engineering costs for a second time. Physicalassets are not the only hindrance to part transfer in theemerging aerospace supply network. One of the dangers ofoutsourcing is the loss of internal manufacturing knowledge.One experienced buyer lamented that “in the old days” he couldwalk down to the shop floor with a machined part and find “ahalf dozen machinists” capable of explaining the manufacturingprocess. Currently in this company, if a buyer wantsinformation on manufacturing time or processes he/she has tocontact a supplier or go to an internal consultant, and it cantake weeks to receive information. [16]

Roles & responsibilities

When an export order is placed to a merchandiser, he has toschedule the following main functions to execute the exportorder perfectly in time (schedule):-

1. Fabric requirement calculation (consumption, YPD).2. Accessories requirement, calculation (Thread, button,

interlining, poly bag and cartoon etc).

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3. Sourcing of fabrics.4. Sourcing of accessories.5. Production follow-up with fabric and accessories, be

possible date of arrival of fabric.6. Costing of garments.7. Garment analysis and production planning. 8. Performa making, swatch making and distribution to the

production unit and quality concern.9. Pre-shipment inspection schedule.10. Shipment documents11. Have to prepare proper time and action plan 12. Arranging shipping documents and final inspection.

Term of apparel merchandisingOrder confirmation by negotiation

Buying raw materials and accessories Producing garments Maintaining required quality level Exporting the garments with in schedule time.

In apparel merchandiser must have a wide range of knowledgeand skills to perform his/ her job successfully. The jobitself is Technical and general as well. [17]

Qualifications of merchandiser

Good command of English and good communication skills inEnglish.

Good knowledge of Yarn, Fabric, Dyeing, Printing,Finishing, Dyes, Color Fastness, Garments production etc.

Clear conception of the usual Potential Quality problemsand garment manufacturing.

Good knowledge of the usual raw materials inspectionsystems and garments inspection system.

Business Development

Business development is such a process to develop the businessby following couple of roles. In a garments industry businessis developing in two ways one is business development with old

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customer and the other is business development with a newcustomer. The development of business starts from emailcorrespondence. To develop business garments needs to followor fulfill buyer requirements by giving creative high qualityand cheap rate product. [18]

Importance of Business Development

The importance of business development in garments industry istremendously required. Such as:

To Detail analysis of export L/C. To Preparation of a time Schedule for the export L/C. To Collection/Procurement of fabric And Accessories for

the garment to be export L/C. (Source, quality ofitems, cost of the items, receiving data of the items,quality and quantity, inspection of the items, etc.)

To Distribution of responsibilities for the job andduties.

To Production plan. To Inspection of the produced garments for quality,

quantity, packing and other requirements of the buyer. To Preparation of Banking and shipment formalities.

Procedures of Business Development

Yet starting a business anywhere is notoriously risky. Morethan half fail within the first four years. Significanthurdles, in particular, confront small businesses in innercities:

It can be hard to attract capital. Successfully managing a growing business requires a

special set of skills that relatively few people possess. Businesses in these communities may have a hard time

reaching mainstream markets. Even when businesses get off the ground, they sometimes

do not hire many individuals from the immediateneighborhood or they may not pay enough to support afamily.

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Yearly Calendar Year calendar is one kind of forecasting, in this sectiongarment factory estimate about the orders, which may beexecuter by this garment. It generally based on previous fewyears, researched on buyers. By this work force can produce60000 pcs T-Shirt in each month. [19]

Merchandiser is a data bus between buyer & seller

Merchandiser is he/she who builds up relationship with the

buyer and acts as a Seller. He plays a vital role in an

organization in a sense that he bears more responsibility than

other in regards to execution of an order. The

responsibilities which he bears on the job are as follows:

He represents as a buyer to the Factory.

He represents as a seller to the buyers.

He inspects Quality as a buyer (from the Buyer’s point of

view).

He negotiates a price for the sellers.

He looks at the deal from seller’s point of view.

He looks into the business to flourish more in the

future.

He tries to offer the deal more competitive without

compromising the quality.

His object is to satisfy the buyers to progress more of

the future business.

His aim is to impress the buyers by means of:

1. Right products

2. Right Quality

3. Right Quantities

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4. Right Time

5. Undamaged condition

The Process of Negotiation

A Successful negotiation outcome does not generally occurthrough luck by following a clear process. The Processreflects the different levels of knowledge of the subject ofNegotiation, Various parties and the way they communicate atvarious stages in the Negotiation. The following is an outlineof steps essential to effective negotiation. [20]

Knit Garments Fabric Consumption Formula

Fabric Consumption Calculation of a Knit T-Shirt

Length

Width

Consumption in

SCMBack Part75 cm ( length) x 50 cm ( Chest width) 75 50 3,750

scmFront Part75 cm ( Front length) x 50 cm ( Front chest width) 75 50 3,750

scmSleeve25 cm ( Sleeve length) x 42cm ( Armhole circumference)x 2 ( 2 sleeves)

25 42 2,100scm

Total Fabrics Consumption 9,600scm/pc

Now we can apply following formula to make consumption for 1dzn garments:

= (Fabric consumption in SCM X GSM X 12 / 10,000,000) + Wastage= (9600 X 180 X 12 / 10,000,000) + 10%=2.0736+10%=2.0736+0.20736=2.280 KG/DZN [23]

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Consumption & costingKnit FabricFor, T-shirt {(s/j) 30/1 combed yarn}Measurement Length = 70 cm

½ chest = 60 cm / dia

Sleeve length = 25 cm

Arm hole width = 40 cm

GSM = 145

Find out consumption / dz in kg?

Formula(Back length + sleeve length) × ½ chest × 2 × GSM ×12 10000000 = {(70 +5) + (25 +5)} × 60 × 2 ×145 ×12 {B.L + S.L ×chest × GSM ×12} 10000000100 100 1000= 2.28 kg + 7%= 2.28 kg +0.159= 2.439 kg [neck and sleeve are made rib so add 0.10] All time collar in rib = (350-400)

Woven Pant Consumption Formula

Mathematical formula tocalculate the fabric consumption of Woven pant in yard is as follows:

Formula: (Length X Width) / (Fab width X

36)

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Woven Pant

http://4.bp.blogspot.com/-RR5c8iGegC8/Ufq9OyOfaMI/AAAAAAAAAOU/OiEhrkZ7OXw/s1600/Woven+Pant.jpg

Note: We must add sewing allowance 2" and 3% wastage. Also we need to know the width of the fabric roll.

Now let us calculate the fabric consumption of a Woven/Denim pant in yard.

Meas point Meas in inch Sewing allowance TotalWaist 34 2 36Hip 46 2 48Thigh 28 2 30Bottom 18 2 20Length 44 2 46

Suppose, fabric width is 56” As per formula the consumption is as follows:

=[{(34+46)/2}+{(28+18)/2}X44]/(56*36) =3082/2016 =1.52 *Need to add 3% Wastage =1.57 yds/pc =19.46 yds/dzn

Cost Calculation

Cost is divided in to:1) Pre- cost-- Merchandiser

2) Final costing -- Merchandiser + import section

Garment for example: - $ 5.00 = costGarment costing: - $ 5.00 + profit = costing

Pre- cost1) It is an estimate made before the garment is adopted in

to the line

2) Fabric, trim and labor costs for each garment is

calculated

3) The merchandiser / designer usually keep a record of all

materials costs on a work sheet.

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4) Then the costing department can roughly estimate the cost

and price structure.

Final costing

1) It is an exact calculation by the costing or import

department

2) Using actual figures for fabric, accessories and labor cost

3) Costing department uses-

a. Merchandiser work sheet

b. A proto type garment

c. Production pattern

4) A detailed cost analysis is made for each garment the final

cost is on plotted a “cost sheet”.

Analysis a cost sheet1. Materials:- Total amount of material × ($ 1) / yd =

Total price

2. Trimming :- Button(BTN), thread(THD), interlining(INT),

level & packing

3. Production pattern making, grading, marking, spreading

and cutting

4. Assembly and finishing:- Calculated the average time of

operations

5. Over head cost: - Salary, rent, utilities > (30- 40%)

6. Freight :- Air freight / sea freight

7. Quota change[23]

YARN Price100% Cotton

Yarn Count Price/KgCarded Combed

20/1 $4.45 $4.7524/1 $4.45 $4.80

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26/1 $4.50 $4.8528/1 $4.55 $4.8530/1 $4.55 $4.9032/1 $4.70 $5.0034/1 $4.85 $5.1036/1 $4.95 $5.2040/1 $4.95 $5.20

CVC 60% Cotton 40% PolyesterYarn Count Price/Kg

20 $4.7524 $4.8026 $4.8530 $4.8534 $5.0536 $5.2040 $5.35

65%Polyester 35% CottonYarn Count Price/Kg

20 $4.7524 $4.8026 $4.8530 $4.8534 $5.0536 $5.2040 $5.35100% Viscose Yarn

Yarn Count Price/Kg20’s $5.0522’s $5.1524’s $5.2026’s $5.2528’s $5.3030’s $5.3532’s $5.4534’s $5.5536’s $5.6540’s $6.05

100% Cotton Slub yarn

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Yarn Count Price/Kg20’s $5.0522’s $5.1524’s $5.2026’s $5.2528’s $5.3030’s $5.3532’s $5.4534’s $5.5536’s $5.6540’s $6.05

Indian Yarn

Yarn Count Price/KgCombed Carded

20/1 $ 3.35 $ 3.1024/1 $ 3.45 $ 3.2026/1 $ 3.50 $ 3.2530/1 $ 3.55 $ 3.3034/1 $ 3.75 $ 3.4040/1 $ 3.95 $ 3.70

100% Viscose Slub YarnYarn Count Price/Kg

20’s $5.5522’s $5.6524’s $5.6526’s $5.8528’s $5.9530’s $6.0532’s $6.1534’s $5.2036’s $5.2540’s $6.55

Knitting Charge

Knitting Type Knitting Charge/KgBd Tk Us$

1x1 Rib 15 - 18 0.188 -0.225

2x2 Rib 30 - 35 0.375 - 0.437

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Cotton Fleece 20 - 22 0.250 - 0.275

Double Lacouste 15 - 18 0.188 -0.225

Double Pique 15 - 18 0.188 -0.225

Drop Needle S/Jersy 18 - 20 0.225 - 0.25Flat Back Rib Normal 30 - 35 0.375 - 0.437Heavy Jersy 25 - 30 0.313 - 0.375Honey Comb 25 - 30 0.313 - 0.375Interlock 20 - 25 0.250 - 0.312Lycra Enginering Striped 140 - 150 1.750 - 1.875Lycra Pk Enginering Striped 160 - 170 2.000 - 2.125Lycra S/Jersy 30 - 35 0.375 - 0.437Pk Enginering Striped 130 - 140 1.625 - 1.75Plain S/Jersy 10 - 12 0.125 - 0.15S/J Enginering Striped 110 - 115 1.375 - 1.437

Single Lacouste 15 - 18 0.188 -0.225

Single Pique 15 - 18 0.188 -0.225

Terry Fleece 25 - 30 0.313 - 0.375

Tharmal 40 - 45 0.500 -0.562 FREE

Waffle 30 - 35 0.375 - 0.437Yarn Dyed Feeder Striped 30 - 70 0.375 - 0.875

Collar Knitting Charge

COLLAR TYPE CHARGE KG/TKBD Tk US$

Normal Collar 08-10 0.100 - 0.125Tipping Collar 10-12 0.125 - 0.15Jacquard Collar 35 - 50 0.438 - 0.625Double Collar 30 - 35 0.375 - 0.4375

Fabric Dyeing Charge

COLOR 100 % CTN /Kg CVC/KgBD Tk US$ BD Tk US$

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Average Color 90 $ 1.13 140 $ 1.75

Extra Deep 5% 95 $ 1.19 150 $ 1.88

Reactive Black 120 $ 1.50 165 $ 2.06

Royal Blue 4% 125 $ 1.56 170 $ 2.13

White 45 $ 0.56 55 $ 0.69Yarn Dyeing Charge

Color Bdt/Kg Us$/KgBeige 110 $1.38Black 170 $2.13Blue 170 $2.13Brick Red 160 $2.00Brown 150 $1.88Dk Fuschia 135 $1.69Fuschia 120 $1.50Green 155 $1.94Red 160 $2.00Indigo 160 $2.00Sky 110 $1.38White 75 $0.94

Washing price

Wash Type Price/DznAcid Spray Wash $ 3.10 - 3.70Acid Wash $ 3.00 - 3.80Bio Polish Wash $ 1.30 - 1.70Bleach Wash $ 2.00 - 2.50Carbon Wash $ 1.25 - 1.50Deep Dye Wash $ 3.50 - 4.00Enzyme Wash $ 1.00 - 1.50Fixing Wash $ 1.00 - 1.50Heavy Enzyme $ 1.50 - 1.70Normal Wash $ 0.45 - 0.65Panal Wash $ 0.70 - 0.85

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Ready to dye $ 2.60 - 3.10Rinse wash $ 1.00 - 1.25Sand Wash $ 1.50 - 2.00Silicon Spray Wash $ 0.70 - 1.00Silicon Wash $ 0.95 - 1.30Snow Wash $ 2.00 - 2.50Stone Wash $ 1.10 - 1.60Tie Dye Wash $ 3.50 - 4.50Tremble Wash $ 0.75 - 0.85Use effect Wash $ 1.50 - 2.00Vintage Wash $ 1.05 - 1.55

Yarn count vs Fabric GSM

Fabric Type Yarn Count GSM

100 % Cotton/Jersey

40/1 9030/1 120-15026/1 155-17024/1 170-19034/1 13026/1 16024/1 18020/1 22030/2 260

100 % Cotton Rib 1x1

34/1 16030/1 18026/1 20024/1 23024/1 26020/1 300

100 % Cotton Rib 2x2

34/1 18030/1 23028/1 28024/1 330

100 % Cotton Pique 30/1 16026/1 180

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24/1 20024/1 22020/1 240

95% Cotton 5% Lycra

34+20 18030+20 21030+40 24028+20 27028+40 30040+20 160

100 % Cotton Interlock

40/1 18034/1 21028/1 24026/1 27020/1 300

Knit Garments CM Calculation Formula

CM is the abbreviation for Cost of Manufacture. In apparelindustry CM means Manufacturing Cost of 12 pcs garments. Tocalculate Manufacturing Cost of 12 pcs knit garments of aspecific order we must know-

1. Monthly expenditure of the factory, 2. Total running machine, 3. Machine qty to execute the layout of the specific order, 4. Daily (8 hour/day) productivity of the said order(excluding alter and reject) and 5. Dollar conversion rate (if monthly expenditure amount isother than US Dollar)

Suppose, -Monthly Factory Expenditure is BD Taka 40, 00,000-Working days of the month=26 days -Daily Factory Expenditure= BD Taka 153,846.2 (Monthly FactoryExpenditure/working days in a month)-Total running machine qty=125 Machine

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-Daily Expenditure of 1 Machine = BD Taka 1230.769 (DailyFactory Expenditure/Total running machine)-Machine qty for the layout (for the said order)=30 -Daily cost for the layout= BD Taka 36923.08 (DailyExpenditure of 1 Machine x Machine qty for the layout) -Hourly production of the layout=120pcs -Normal daily working hour=8hours -Daily Production of the layout=960 pcs (Hourly production ofthe layout x Normal daily working hour)-Manufacturing cost of 1pc=BD Taka 38.46154(Daily cost for thelayout / Daily Production of the layout)-So, CM (Manufacturing Cost of 12 pcs garments)= BD Taka461.5385 (Manufacturing cost of 1pc x 12)-Dollar conversion rate: BD Taka 78=US$1 -So, CM (Manufacturing Cost of 12 pcs garments) in US$= US$6.24 -20% profit could be added with CM= US$1.24 -Final CM = US$7.484 (US$6.24+ US$1.24) [23]

Knit Garments

For knit garments costing a merchandiser needs to have clearconception of the raw materials price & CM calculation of knitgarments. Following one is the sample polo shirt costing sheetfor basic concept. This sheet can be followed for all otherknit garments. [23]COST SHEET (KNIT GARMENTS)

COST SHEET (KNIT GARMENTS)BUYER : WASH :

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INST.STYLE : DATE :DESCRIPTION : DELIVERY :FABRICATION : QUANTITY :SIZE :FACTORY :YARN : 100% COTTON 30/1 (Carded)GSM : 190

ITEM Consumption

Unit Price

Amount

100% COTTON PIQUE SOLID 190GSM YARN 4.5 $

4.55 $20.48

KNITTING 4.5 $

0.25 $

1.13

DEYING 4.5 $1.13

$5.06

100% CTN 1X1 RIB Collar + Cuff

$0.38

$4.50 $

- $

-

TOTAL (FABRIC)/Dzn $

31.16

ACC(TRIMS/Packing/Embellishment )

Main Label

$0.30

Care Label

$0.10

Sewing Thread

$0.75

Drawstring

$-

Eyelet $-

Elastic $-

Twill Tape

$-

Print $

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- Embroidery

$-

Washing $-

Button $ 0.50

Zipper $ -

Hanger $ -

Hang Tag $ 0.30

Poly $0.60

Carton $0.80

Other $0.10

TOTAL (ACC)/Dzn $3.45

LAB TEST (FABRIC & GARMENTS)/Dzn $-

TOTAL (FABRIC+ACC+LAB TEST)/Dzn $34.61

CM/Dzn (Including profit) $8.00

COMMERCIAL/Dzn (3% of TOTAL FABRIC+ACC+LAB TEST/Dzn) $1.04

BHC $-

TOTAL PRICE PER DOZEN $43.65

FOB PRICE/PER PC $3.64

Types of Garment Wash

1. Normal wash/ garment wash/rinse wash 2. Pigment wash 3. Caustic wash 4. Enzyme wash

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5. Stone wash 6. Stone enzyme wash 7. Tinting (Tie) & Over Dyeing(Dip Dyeing) 8. Super white wash 9. Bleach wash 10. Acid wash 11. Silicon wash

Advantages of Garment Washing

1. Starch materials is present in the new fabrics of the newgarment are removed, hence feels soft during use.

2. Softness feeling of garments could be further increased.Washed garment could be wear directly after purchase fromstore.

3. Fading affect is produced in the garment in regular orirregular pattern.

4. Fading affect could be produced in the specific area ofthe garment as per specific design.

5. Different outlook of garment could be produced in thegarment by different washing techniques.

6. Similar outlook can be produced in the garments bydifferent washing techniques.

7. Initial investment cost to set up a garment washing plantis comparatively lower.

8. Darts and spots if present in the garment are removed.[24]

Material cost

Material cost is the major cost component of a garmentmanufacturing costs. A correct cost calculation method willgive you better projection of garment cost for a style. Inthis article how to calculate direct materials cost have beenexplained in details. Raw materials required for making agarment is sourced from suppliers. Main materials are likefabric, labels, sewing thread, hang tags, trims etc. So tohave correct material cost you must have price knowledge ofeach item. Steps used for material costing estimation are –

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Preparation of material requirement sheet Material price listing Preparation of material cost sheet

Prepare material requirement sheetList down all items required and calculate consumption per unit for all materials to be used in garments.

For an example, let you are going calculate material cost fora polo shirt. To make polo you need knitted fabric – Singlejersey/pique, cuff and collar rib. Sourcing of knitted fabriccan be done three ways

You can directly purchased dyed fabric or You can source yarn, knit fabric and process the knitted

fabric as per your requirement or Purchase dyed yarn and knit.

Let you will purchase yarn and get knitting and dyeingprocesses done by job workers. To go through this processcollect the pricing list of different types of yarn (or atleast for the yarn that you will purchase for your product),knitting cost, knitting loss%, dyeing cost per kg and processloss% from suppliers.

Material Price listing Collect material price quote for all the material you need topurchase from different vendors. Prepare database for thecurrent market price of raw materials. [23]

For example here is one Price List

Yarn: The costs for different yarns are –

20s Combed – Rs.105/kg

30s Combed – Rs. 115/kg

50s Combed – Rs.140-145/kg

2/60s Combed – Rs.200/Kg

2/60s dyed yarn – Rs.420/Kg dark shade

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Knitting cost:

For Single Jersey – Rs.15/kg

For Rib - Rs.18/kg

For Interlock - Rs. 30-35/kg

Knitting loss: 2%

Dyeing cost: Rs. 80/kg for dark shades

Process loss (Dyeing): 6%

Fabric cost:

Ready to use fabric cost is calculated using basic calculationas shown in the following table. Cost of the knits fabric isrepresented in price per Kg.

Shell Fabric Collar/Cuff

Fabric Description 2/60s single jersey

2/60s rib

Yarn cost (Rs.) 200.00 200.00

Knitting cost (Rs.) 18.00 20.00

Knitting loss (2%) 4.36 4.40

Processing cost (Dyeing)(Rs.)

80.00 80.00

Processing loss (6%) (Rs.)

18.14 18.26

Cost per Kg Rs. 320.50 Rs. 322.66

Prepare material Cost Sheet Once you find fabric cost and fabric consumption preparematerial cost sheet including all other material required tomake a garment ready for sale. An example of material costsheet has been shown below.

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Items Consumption

UOM* Rate (Rs.)

Amount (Rs.)

Remarks

1 2/60s single jersey

0.32 KGs 320.5 102.56

2 Cuff and collar ribs

0.08 KGs 322.66 25.81

3 Sewing thread

159 Meters 4 approx.

4 Buttons 3 Gross 2 approx.

5 Main label 1 Unit 1 approx.

6 Care label 1 Unit 1 approx.

7 Hang Tags 1 Unit 3 approx.

8 Price Tags 1 Unit 2 approx.

9 Poly bags 1 Unit 1 approx.

10 Kimble 1 Unit 0.5 approx.

Total Cost 142.87

*UOM - Unit of measure

So, Total fabric cost is Rs. 128.37 and including othermaterial costs total cost of the material for making this PoloRs. 142.87

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Now for each item merchants generally purchased extra quantityof inventory (from 2% to 7%) as buffer. This excess cost dueto extra purchase of material is added into the garmentcosting. [23]

Sweater Yarn Consumption

Sweater Yarn Consumption

Making process of sweater is different from knit and wovengarments since sweater is not made from finished fabric. Thereare two main kinds of sweaters. Full fashioning and cut andsew. Full-fashioning is the process of making a sweater thatis knitted in the pieces by knitting machine and the knittedpieces are assembled on a linking machine.

Cut-and-sew sweaters are knit in large panels and cut out likea woven garment and sewn on a machine; this is what has mostbeen used in the U.S.

For sweater consumption we have to make a sweater first inmiddle size or the size containing maximum quantity (if biggerthan the middle size contains maximum quantity). We have toconsider the weight of that sweater as standard. Need to addwastage with the actual weight of 12pcs sweaters. Normalwastage percentage of Acrylic & Cotton is 6% to 8% and for theViscose, Spandex, Wool etc. is 10% to 12%. If cutting wastageis more than the usual, we have to add more than the usual aswastage.

Undertaking price quotation for buyers

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There are following process for fixation price:-

1. FOB ( Free on board)

a. Exporter does not bear the cost of freight of ship or air

b. It is buyer who himself bear the freight

2. C & F ( Cost & freight)

a. Free on board + freight = c & f

b. In this case ship or air freight is carried by the exporter

while quoting price.

c. This price a bit higher than FOB

3. CIF ( Cost, insurance & freight)

a. C& f + insurance = CIF

b. In this case in addition to the bearing of freight, the

cost of insurance is also borne by the export.

4. CM ( Cost of making / manufacturing)

a. Manufacturing or exporter will get only making charge of

that garment

b. Fabric, trimming and other materials is supplied by the

buyer.

5. CMT (Cost of manufacturing and trimming)

a. Manufacture or exporter will get the making charge and at

the same time will get the trimming cost

b. Fabric is supplied by the buyer

Costing of garments in (FOB) cost

Costing of a garment for example in a shirt:

1. Fabric costing

2. Garment accessories:a) Buttonb) Interlining

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c) Labeld) Threade) Collar bonef) Hang tag/ price tag

3. Finishing accessories:a) Poly bagb) Plastic clipc) Gum Taped) Neck boarde) Tag pinf) Stickerg) Butterflyh) Collar inserti) Back boardj) Neck insertk) Scotch Tapel) PP beltm) Carton

4. Labor charge

5. Washing charge (If it is garment wash)

6. Commercial and transportation cost.

+ 10% profitmargin.

(% of profit margins is the distortion of the exporter)

Communication in international business Telephone Conversation.

Fax/ E-Mail

Formal Meeting

Lunch & Dinner

The information normally gets about an order

1. Factory Loading

2. Factory Capacity

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3. Factory History

4. Factory Setup Details

5. Market Reputation

6. Type of Buyers Dealing

Opening Master L/CIn that case at first buyer go to his nominated bank to open amaster L/C based on order which both parties selected in theirnegotiation.

Opening BB L/C: In that case based on buyer Master L/C garments representativego for opening BB L/C against master L/C towards his supplier.After completing sending BB L/C here both parties that isbetween supplier and garments representative start theirprocess by following couple of papers work which are givenbelow:

1. commercial Invoice2. Packing List3. PI given by supplier

These are the key documents are transferred between each otherto make this effective and proved. After following this rulessupplier goes for fulfilling buyer requirements.In that case garments representative go for monitoring eachmatter which are doing by his nominated supplier as well as toget confirmation to take those delivery on time.[23]

Proforma Invoice

Proforma InvoiceProforma Invoice is a document that's sent to a buyerquoting/accepting price and mentioning terms and conditions ofpayment, shipment etc. so that buyer can open LC according tothe Proforma Invoice. Proforma Invoice is not a real invoice –it's merely a document that declares the seller’s commitment

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to supply the products or services fixed to the buyer atcertain prices. Following is a specimen Proforma Invoice forclear understanding.

XYZ COMPANY LTD (SELLER)GAZIPUR SADAR, GAZIPUR, BANGALADESH-------------------------------------------------------------------------------------------------------------------------------------Proforma Invoice No: BSL/001/2013 Date:

APPLICANT : ABC COMPANY LTD (BUYER)

WING ON CENTER

CONNAUGHT ROAD CENTRAL

HONG KONG

BENIFICIARY : XYZ COMPANY LTD (SELLER)

GAZIPUR SADAR,GAZIPUR

BANGALADESH.

BANK DETAILS : XXX BANK LTD (SELLER'S BANK)

BANANI BRANCH

KAMAL ATATURK AVENUE

BANANI C/A,DHAKA

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BANGLADESH

CD A/C NO-XXX.10.9840

SWIFT NO. : DBBLXXXXXXXX

DESCRIPTION OF GOODS :

OrderNo.

ITEMDescription YARN GG QTY/

PC

FOBPrice/PC

TotalPrice(FO

B)

Del.Date

10140361

L/S R/NSWEATER

100% ACR MEL 3 8,000 $5.13

$41,040.0

0

30-10-13

10140372

L/S R/NSWEATER

100% ACR MEL 3 6,000 $5.44

$32,640.0

0

30-10-13

10139319

L/S V/NKSWEATER

100% COTTON 5 8,000 $5.57

$44,560.0

0

30-10-13

10140243

L/S V/NKSWEATER

50% ACR 50% CTN 3 6,000 $6.35

$38,100.0

0

30-10-13

TOTAL 28,000

$156,340.

00

Total price in word: US Dollar One lac fifty six thousand three hundred forty only

TERMS AND CONDITION:

01) Shipping Terms: FOB Chittagong (Local Seaport) 02) Mode of Shipment: By Sea 03) Terms of Payment: 100% Irrevocable L/C At Sight. L/Cshould be unrestricted and workable with any local bank 04) Type of L/C: Transferable 05) L/C Expiry: After 21 days of shipment date 06) Transshipment & Part Shipment: Allowed

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07) L/C Advising Bank: XXX Bank Ltd., Banani Branch, KamalAtaturk Avenue, Banani C/A. Dhaka (Seller’s Bank). 08) B/L Clause: Full set of original clean on board marinebill of lading issued by..….. Made out to the order ofthe negotiating bank and endorsed to the opening bank markedfreight collect and notify ………. 09) GSP: Yes --------------------------------Authorized Signature

Different Types of SamplesSequence of sampling

Name of Sampling

1. 1st Pattern

2. 2nd Patterns

3. Counter Samples

4. Sales Man Sample

5. Photo Sample

6. Approval Sample (Size Set, Mock-up)

7. Pre-production

8. Production Sample

9. Shipment Sample

Trims Preparation

Trims cover all the items used in the garment except the basic

fabric. There are hundreds of items used to manufacture the

garments, proper selection of trims and its quality are very

important for styling, otherwise the garment may be rejected

or returned by the customers.

Following is a part of list that covers some names of the

trims:

1. Zipper/Fastener

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2. Sewing Thread

3. Main Label

4. Flag Label

5. Button

6. Elastic

7. Eyelet

8. Tags

9. Tag pin

10. Plastic clip

11. Sticker

12. Hanger

13. Poly bag

14. Scotch tape

15. Gum tape

16. Photo Board

17. Back Board

18. Tissue

19. Carton. Etc.

How a merchandiser meet buyer’s requirements

a. Merchandiser detail to buyer about factory profile.

b. Merchandiser Understand the Order sheet.

c. Arrange the all component for order execution.

d. Production Tracking.

e. Timely Shipment.

How a merchandiser track his production in the factory

a. Follow-up yarn supply in factory

b. Knitting follow-up

c. Linking follow-up of 65

d. Accessories supply

e. Finishing follow-up

f. Ready for export [23]

Documentation

Exporters should seriously consider having the freightforwarder handle the formidable amount of documentation thatexporting requires as forwarders are specialists in thisprocess. The following documents are commonly used inexporting; but which of them are necessary in a particulartransaction depends on the requirements of the U.S. governmentand the government of the importing country.

1. Air freight shipments are handled by air waybills, whichcan never be made in negotiable form

2. A bill of lading is a contract between the owner of thegoods and the carrier (as with domestic shipments). Forvessels, there are two types: a straight bill of ladingwhich is nonnegotiable and a negotiable or shipper'sorder bill of lading. The latter can be bought, sold, ortraded while the goods are in transit. The customerusually needs an original as proof of ownership to takepossession.

It is a major document if the goods are dispatched by sea.

The document represents1. A formal receipt for the goods2. The evidence of the contact of the title to the goods.

A bill of lading may include the following details1. A description of the goods in general terms not

inconsistent with that in the letter of credit.2. Identifying marks and numbers, if any3. the name of the carrying vessel4. evidence that the goods have been loaded on board5. the ports of shipment and discharge6. the names of shipper, consignee and name and address of

the notifies party, if any7. whether freight has been paid in advance or is payable at

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8. the number of original bills of lading used9. the date of issue10. the departure date of carrying vessel or aircraft

Commercial invoice is a bill for the goods from the seller tothe buyer. These invoices are often used by governments todetermine the true value of goods when assessing customsduties. Governments that use the commercial invoice to controlimports will often specify its form, content, and number ofcopies, language to be used, and other characteristics.

A consular invoice is a document that is required in somecountries. It describes the shipment of goods and showsinformation such as the consignor, consignee, and value of theshipment. Certified by the consular official of the foreigncountry stationed here, it is used by the country's customsofficials to verify the value, quantity, and nature of theshipment.

A certificate of origin is a document that is required incertain nations. It is a signed statement as to the origin ofthe export item. Certificate of origin are usually signedthrough a semiofficial organization, such as a local chamberof commerce. A certificate may still be required even if thecommercial invoice contains the information

A NAFTA certificate of origin is required for products tradedamong the NAFTA countries (Canada, the United States, andMexico).

Inspection certification is required by some purchasers andcountries in order to attest to the specifications of thegoods shipped. This is usually performed by a third party andoften obtained from independent testing organizations.

A dock receipt and a warehouse receipt are used to transferaccountability when the export item is moved by the domesticcarrier to the port of embarkation and left with the ship linefor export.

A destination control statement appears on the commercialinvoice, and ocean or air waybill of lading to notify the

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carrier and all foreign parties that the item can be exportedonly to certain destinations.

A Shipper's Export Declaration (SED) is used to controlexports and act as a source document for official U.S. exportstatistics. SEDs must be prepared for shipments through theU.S. Postal Service when the shipment is valued over $500.SEDs are required for shipments not using the U.S. PostalService when the value of the commodities, classified underany single Schedule B number, is over $2,500. SEDs must beprepared, regardless of value, for all shipments requiring anexport license or destined for countries restricted by theExport Administration Regulations. SEDs are prepared by theexporter or the exporter's agent and delivered to theexporting carrier (for example, the post office, airline, orvessel line). The exporting carrier will present the requirednumber of copies to the U.S. Customs Service at the port ofexport. Often, the SED is prepared as a by-product of anotherdocument, the Shipper's Letter of Instructions.

An export license is a government document that authorizes theexport of specific goods in specific quantities to aparticular destination. This document may be required for mostor all exports to some countries or for other countries onlyunder special circumstances. [21]

An export packing list considerably, more detailed andinformative than a standard domestic packing list. It an itemsizes the material in each individual package and indicatesthe type of package, such as a box, crate, drum, or carton. Italso shows the individual net, legal, tare, and gross weightsand measurements for each package (in both U.S. and metricsystems). Package markings should be shown along with theshipper's and buyer's references. The list is used by theshipper or forwarding agent to determine the total shipmentweight and volume and whether the correct cargo is beingshipped. In addition, U.S. and foreign customs officials mayuse the list to check the cargo.

An insurance certificate is used to assure the consignee thatinsurance will cover the loss of or damage to the cargo duringtransit.

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Documentation must be precise because slight discrepancies oromissions may prevent merchandise from being exported, resultin nonpayment, or even result in the seizure of the exporter'sgoods by U.S. or foreign government customs. Collectiondocuments are subject to precise time limits and may not behonored by a bank if the time has expired. Most documentationis routine for freight forwarders and customs brokers, but theexporter is ultimately responsible for the accuracy of itsdocuments.

The number and kind of documents the exporter must deal withvaries depending on the destination of the shipment. Becauseeach country has different import regulations, the exportermust be careful to provide all proper documentation. Thefollowing sources also provide information pertaining toforeign import restrictions:

Export Assistance Centers The Trade Information Center (1-800-USA-TRADE). Foreign government embassies and consulates in the United

States.

Free on Board (FOB) Your responsibility ends the moment the contracted goods areplaced on board the ship, free of cost to the buyer at a portof shipment named in the sales contract. 'On board' means a'Received for Shipment' B/L (Bill of Lading) is notsufficient. Such B/L if issued must be converted into 'Shippedon Board B/L' by using the stamp 'Shipped on Board' and mustbear signature of the carrier or his authorized representativetogether with date on which the goods were 'boarded'.

Cost and Freight (C&F) You must on your own risk and not as an agent of the buyer,contract for the carriage of the goods to the port ofdestination named in the sale contract and pay the freight.This being a shipment contract, the point of delivery is fixedto the ship's rail and the risk of loss or of damage to thegoods is transferred from the seller to the buyer at that very

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point. As will be seen though you bear the cost of carriage tothe named destination, the risk is already transferred to thebuyer at the port of shipment itself.Cost Insurance Freight (CIF): The term is basically the sameas C&F, but with the addition that you have to obtaininsurance at your cost against the risks of loss or damage tothe goods during the carriage. [21]

Lab Test for Garments

S Test requirements1 Measurement test2 Fabric construction test3 Dimensional stability test4 Fiber content test5 Yarn Count test6 Tear strength test7 Weight of material8 GSM test of the fabric9 Shrinkage test1 Color fastness test1 Rubbing fastness (dry and1 Color bleeding test1 Pilling test1 Azo test1 Nickel test1 Lead test1 Magnet test1 PH Test1 Tests for care & wash

CBM Calculation

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CBM Calculation

To calculate CBM we first need to know the length, width andheight of the carton in cm. If carton measurement is in inch,we have to convert measurement in inch. Simply multiplylength, width and height to find cubic centimeter and divideby 1000000 to find cubic meter (CBM). Please find formula asfollows:

If carton measurement in inches

Length Width Height

Formula(Length XWidth XHeight

inCM/1000000)

CBM/perCtn

CtnQty

TotalCBM

20.5” 13” 4.5”52.07 cm(Converted into

cm.We know

1inch=2.54 cm)

33.02 cm(Convertedinto cm.We know

1inch=2.54

cm)

11.43 cm(Converted intocm.

We know1

inch=2.54 cm)

0.019652187 0.01965 3000 58.96

If carton measurement in cm

Length Width Heigh

t

Formula(Length X Width X

Height Incm/1000000)

CBM/perCtn

CtnQty

TotalCBM

52.07 33.02 11.43 0.019652187 0.01965 3000 58.96

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cm cm cm

All are includes in sourcing and negotiation in merchandisingdepartment. [23]

RESULT AND DISCUSSIONS

This section provides the resulting and the discussion of thestudy in terms of the phases of implementation of Sourcing andNegotiation is critical for firms practicing the principles ofApparel Manufacturing Management. It specifically deals withmanaging the supply base in an effective manner by identifyingand selecting suppliers for strategic long-term partnership,involving in supplier development initiatives by effectivelyallocating resources to enhance supplier performance,providing benchmarks and continuous feedback to supplier and

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in some cases involving in supplier pruning activities.Currently, the methodologies in practice for strategicsourcing have mostly been subjective in nature with fewobjective decision models focused at supplier evaluation,which are also not devoid of limitations. This paper proposesan objective framework for effective supplier sourcing, whichconsider multiple strategic and operational factors in theevaluation process. Supplier is categorized into groups basedon performance, which assists managers in identifyingcandidates for strategic long term partnerships, supplierdevelopment programs and pruning. In addition, this researchinvestigates the differences among supplier groups inproposing possible improvement strategies for in effectivelyperforming suppliers. Also, we demonstrate the methodologicalrichness of our framework when compared to some of thetraditional methods proposed and utilized for supplierevaluation purposes. The supplier data utilized in the studyis obtained from a large multinational corporation in theApparel Manufacturing Management.

Event-specific questionsThis next set of questions will center around four specificreverse auctions. First, we will ask you to identify sourcingand negotiation that you view as being particularlysuccessful. Next, we will ask you to identify sourcing andnegotiation that you view as being particularly unsuccessful.

What was as a post-auction analysis conducted?– Internally.– With suppliers.

What types of sourcing?-All types of sourcing.

What kind elements of sourcing management process?-6 elements.

What benefit is this?-E-sourcing.

What is the risk management in sourcing?- High.

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“I carried out a thorough cost benefit analysis beforeimplementing Sourcing and Negotiation is critical for firmspracticing the principles of Apparel Manufacturing Managementwhereby management agreed that comparably the benefits thatcan be gained from implementing such a mechanism wouldoverweigh the costs involved. It was figured out that the costtaken to gather the additional information was not verymaterial as we had some details collected already.”

The Development of Apparel sector

The garment industry is the key export earning sector andstriking force in the field of industrialization forBangladesh. This sector opened up employment opportunities tomillions of unemployed, especially uneducated rural women. Atpresent, the Bangladesh garment industry is the largestindustrial sector of the country. The garment factory, and moreaccurately speaking, the readymade garment sector (RMG),started in Bangladesh in the late 1970s and was complete withina short period. Bangladesh had a history of textilemanufacturing, though during British colonial rule the industrysuffered a brutal repression.

Contribution of RMG to the Bangladesh Economy

The export-oriented readymade garments (RMG) industry has madesignificant contribution to the economic development ofBangladesh. It is the largest exporting industry in Bangladesh,which experienced phenomenal growth during the last two decades.By taking advantage of an insulated market under the provisionof Multi Fiber Agreement (MFA) of General Agreement Tax andTariff (GATT), this sector attained a high profile in terms offoreign exchange earnings, exports, industrialization andcontribution to Gross Domestic Product (GDP) within a shortperiod. Bangladesh exported garments worth the equivalent of$12.34 billion in 2009, which was about4.47 per cent of theglobal total value ($276 billion) of garments exports. Exportof textiles has been the major route to development for most

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modern economics starting with the British back at thebeginning of the industrial revolution. Even as late as the1950s textiles were a leading part of Japan’s export profile.But of course Britain, Japan, and now China have moved beyondtextiles. An important question is how did they do it and isBangladesh following suit? In fact, large producing companiesshift their location from where costs have been rising.

Worldwide Results of apparel industry

The elimination of the export quotas and hence the quota rentlead to price decreases of textiles and wearing apparelexports. The magnitude of the price decreases depend on thefact how restrictive the quotas are and can be up to 30percent. India and China exports of wearing apparel increaselargely, since they have the most restrictive quotas. Global sourcing in apparel

The world textile and apparel industry has undergone severalproduction migrations since the 1950s, all involving Asia. Thefirst was from North America and Western Europe to Japan inthe 1950s and early 1960s, when western textile and clothingproduction was displaced by a sharp rise in imports fromJapan. The second shift was from Japan to Hong Kong, TaiwanProvince of China and the Republic of Korea, which dominatedglobal textile and clothing exports in the 1970s and early1980s.

Sources of Competitiveness in the apparel Industry

It is evident from the foregoing reviews that overall growthof the apparel sector in Bangladesh has been supported by aregulated international trade regime and a proactive domesticpolicy framework. But the intrinsic competitive components ofRMG sector can be attributed to cheap labor supply. However,this raises concern for the sector as the potential forBangladesh to assert its cheap labor-based competitiveadvantage is circumscribed by the modest share of labor in thecost structure of RMG products and the marginal presence ofbackward linkages in processing activities. The present

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section identifies in depth the crucial factors in the RMGsector that maintain the global competitive edge of theindustry.

Low wage rate

As the industry is highly labor-intensive in nature, thehistorical evolution of world apparel business reveals thatcomparatively lower wage rate countries were always the majorapparel supplier in the world. As human labor is embodied inthe manufacturing process, it makes wage rate as an importantdeterminant of production cost. As quotas were imposed on someapparel exporting countries, a large number of intermediatebuyers shifted sourcing of RMG products to Bangladesh whichwas reinforced by the market access power of the countrythrough the US and Canadian markets quotas imposed on importsof apparel garments. Considerably the then prevailing lowwages ensured competitive prices for the venturesentrepreneurs to shift their production transition process.Although labor productivity was an issue, low wages helpedBangladesh focus on high volume mass production of RMG items,competing directly with countries such as China, India, andVietnam. Though Low wages go a long way in explainingthe attractiveness of Bangladesh-made garments to foreignbuyers but increasing liberalization of the global textilesmarket creates new challenges if the industry in the countrycontinuously relies on a low skill/low wage strategy. Becauseit is widely held that cheap and readily employable laborunderpins the competitive advantage of the country’s exportsector. In other words, wage rates in the RMG sector can beinterpreted as market clearing wages established in a more orless flexible labor market even though inter-industry wagedifferentials indicate a depressed wage situation in the RMGsector. In a sense abundant, readily available labor and itslow opportunity cost lead to low wage levels, providing acomparative advantage to female labor in particular operationsin the RMG production cycle. Female workers in Bangladesh weretraditionally linked to global markets through export of tea

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and raw jute. Women entering the industrial labor force inBangladesh generally find themselves in low skill/low wagejobs. In RMG production, female workers are predominantlyconcentrated in low-skill/low-wage operations and, thus, arelow paid. Most women are either production workers or helpers.

Government policy

Government role in terms of letting conducive policyenvironment for flourishing the industry in less developedcountry has very little success story. In this prospectBangladesh government policy setting has been point onespecially in case of RMG sector. Most extraordinarilyBangladesh government formulate policy in such way it let moreor less the sector alone, not regulating it while almosteverything else in the manufacturing sector was heavilyregulated. Most importantly the sector‘s success was designedby some innovative policy designs which enable the externalfinancing through back-to-back letters of credit and theprovision of special bonded warehouses to access inputs atinternational prices.

So sourcing and negotiation is very important in merchandisingdepartment for development of apparel production.

RECOMMENDATIONS

I also recommended that about my project is very simplydiscussed and finding a result purpose as ApparelManufacturing Management. This is very important for ourachievement foreign currency. Apparel Industry Large scaleproduction of readymade garments (RMG) in organized factoriesis a relatively new phenomenon in Bangladesh. Until earlysixties, individual tailors made garments as perspecifications provided by individual customers who supplied

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the fabrics. The domestic market for readymade garment,excepting children wears and men's knit underwear wasvirtually non-existent in Bangladesh until the sixties.Bangladesh apparel industry leaders yesterday unveiled anambitious export target of US $ 25 billion and additional 2million jobs in next five years, keeping well in mind theimpacts of possible long-term recession following the recentglobal financial crisis. The garment industry of Bangladeshhas been the key export division and a main source of foreignexchange for the last 25 years. At present, the countrygenerates about $5 billion worth of products each year byexporting garment. The Readymade Garments (RMG) sector has agreater potential than any other sector to contribute to thereduction of poverty in Bangladesh. The sector rapidly becameimportant in terms of employment, foreign exchange earnings andits contribution to Gross Domestic Product (GDP). Despite thephenomenal success of the RMG sector, poor working conditions inthe factories and a lack of Social compliance are seriousconcerns, which have, since 2006, led to labor unrest and damageto institutions and property. As a result, there is a risingfear in Bangladesh that the readymade garments sector may facea decline in demand. Social compliance in the RMG industry is akey requirement for most of the world’s garments buyers. Itensures labor rights, labor standards, fair labor practices anda Code of Conduct. After elimination of the quota system in2005, the recent economic recession is reshaping the globalapparel supply chain and importers’ procurement strategies,which has had a considerable impact on Bangladesh, said theWorld Bank Bangladesh’s garment industry has some strengthsand many weaknesses, pointed out the World Bank’s justpublished study titled, ‘Global Apparel Value Chain, Trade andthe Crisis: Challenges and Opportunities for DevelopingCountries’. The World Bank’s researchers say that thecountry’s future is full of potential due to enhancedavailability of accessory products such as local yarns andpackaging materials, and importers now think Bangladesh to bea package supplier.

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Future Prospects of the Apparel in Bangladesh Industry

Despite many difficulties faced by the RMG industry over thepast years, it continued to show its robust performance andcompetitive strength. The resilience and bold trend in thisMFA phase-out period partly reflects the imposition of‘safeguard quotas’ by US and similar restrictions by EUadministration on China up to 2008, which has been the largestsupplier of textiles and apparel to USA. Other factors likeprice competitiveness, enhanced GSP facility, market andproduct diversification, cheap labor, increased backwardintegration, high level of investment, and government supportare among the key factors that helped the country to continuethe momentum in export earnings in the apparel sector.

So sourcing and negotiation is very important in merchandisingdepartment for development of apparel production.

LIMITATIONS

Finally, it is important to recognize the scope andlimitations of this study and define logical extensions tothis research. We used student subjects, rather thanexperienced buyers and we did administer our study in thefield. This may limit generalize ability to professionalbuyers and sellers in real companies. However, the researchobjective necessitated trading off some generalizes ability inorder to gain experimental control. Using an experimentaldesign under controlled conditions allowed us to hold constantcommodity and market characteristics and to control priceoutcomes.

Second, our research investigated the use of a singlecommunication medium during the price determination process.But as we discussed earlier, when trust-building is important,using digitally mediated sourcing tools alone is not enough.An effective approach—one that some companies use--might be toconduct pre-event, face-to-face meetings to establish trustprior to an email negotiation or reverse auction.

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Thirdly, I cannot collect data properly because of politicalsituation. But I have many opportunity data collected from mybackground.

Fourth, based on the literature, we hypothesized that honestytrust and benevolence trust would behave in a parallel fashionin our model—i.e. both would respond in the same way to theantecedent variables and both would have the same effect onthe dependent variable. The data largely supported thisexpectation except for three cases. With respect to H1, whenprocurement complexity is high, we found that emailoutperforms reverse auction in benevolence trust, but not inhonesty trust. This difference could be due to twocharacteristics of reverse auctions: transparency andcompetitiveness. In many reverse auctions, including those inour study; sellers can see each others’ bids. Bid transparencymay influence sellers’ perceptions that the buyer is honesti.e. the buyer is not misrepresenting the level of pricecompetition. This advantage of reverse auctions may compensatefor other honesty-related disadvantages of reverse auctionscompared to email, thus resulting in the non-difference inhonesty trust. On the other hand, by compelling the seller toparticipate in a reverse auction, rather than in an emailnegotiation, the buyer puts the reverse auction seller in anenvironment that is highly competitive (one with real-timedynamic bidding). Sellers may associate this with being takenadvantage of an attitude that is reflected by benevolencetrust. Thus reverse auction sellers’ benevolence trust islower than that of email sellers.

Of course, all of the foregoing discussion of the limiteddifferences between honesty and benevolence in our results isquite speculative. With regard to the relationship betweentrust and communication media, our findings provide severalpotentially fruitful starting points for a more systematicinvestigation of differences among dimensions.

To complete this term paper I had some limitations as well.These are below down:

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I could not collect data freely because maximum are notinterested to talking me.

I don’t have more time to do the assignment. It’s a time consuming indeed.

After all these limitations I tried my best to recover that subject anyhow for getting an outstanding result from this term paper.

CONCLUSIONS

I conducted empirical experimental research to investigate thecausal relationship between communication medium and seller’strust in the buyer during the price discovery stage of thepurchasing process. Using an experimental design enabled us toisolate the impact of communication medium from otherpotential contaminating factors and make the causal inferencewith a high degree of certainty. In particular, we find thatcommunication medium (internet enabled versus the traditionalface-to-face channel) affects seller trust. Furthermore, someof the effects of communication medium depend on the level ofprocurement complexity.

Devising a sourcing strategy for a particular commodityentails choosing from a variety of communication tools basedon the relative importance of numerous outcome variables. Weshow that, when trust is an important outcome, buyers must payheed to the information richness of the tools underconsideration. Bangladesh has earned nearly $8 billion in2005-06 by exporting garment products, mainly to Europe andthe United States. This is about 75 percent of total exportearnings of the country. The RMG industry has around 4,250units across the country. It employs more than 2 millionworkers, most of whom are poor women. Whenever the country iscriticized for its high level of corruption andconfrontational politics, its garment industry is held up as asuccess story. After the end of the Multi-Fiber Agreement atthe beginning of 2005 and the changeover to the new World

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Trade Organization regime, it was feared that the Bangladesh’sbooming textile industry would suffer as it would losebusiness to countries like China and India. But fortunatelyfor Bangladesh, so far this prediction has been proved wrong.In fact, the industry has continued to grow at a healthy rateof 20 percent. However, this does not indicate that theBangladesh garment industry has become more competitive. Anumber of issues that especially concern and effectemployment, fair labor practices, global labor standards,labor rights, Code of Conducts, Decent work, internationalcommunities and other stakeholder roles, buyer demand, weaklaw enforcement and labor unrest (cause of law wages, workinghours, overtime, health and safety, job security, the right toform trade unions and environment security), are identifiedand discussed in this research. These issues address laborrights and labor standards with links to Social compliance.Generally, labor rights and labor standards issues areassociated with Human Resources (HR) and Industrial Relations(IR) activities that are controlled by government mechanisms,and international law and policy. Therefore this research paysparticular attention to government mechanisms, national lawsand regulations, international laws and policies, laborstandards according to the ILO conventions, the Factory Act1965 and the Fair Labor Act according to the WTO Code whetherfollowing in the RMG sector or not. Moreover, the researchalso examines the roles of government, trade unions,multinational-agencies and other stakeholders. In addition, italso discusses relevant international treaties and agreements,and threats or pressures for better treatment to improveworking conditions in the RMG sector. The research identifiesways to improve the working conditions leading to themitigation of labor unrest through establishing Socialcompliance in the RMG industry. The establishment of HR or PMunits throughout the RMGI is a high priority for theimprovement of working conditions.

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The merchandiser has to consider all the quality parametersrelated to the samples to be developed in case of non-conformities in the sample developed. Revised samples may besending for approval purpose. It is the duty of themerchandiser to dispatch the developed samples on the time tothe concerned buyers. Sourcing and negotiation is veryimportant in merchandising department for development ofapparel production.

REFERENCES

1. http://www.businessdictionary.com/definition/ sourcing.html#ixzz3PkcctBZQ

2. Souring and Negotiation, edition-4th, edited by Saiful IslamTanvir, smuct-Dhaka, lecture notes, page: 07.






8. http://www.outsourcing-law.com/sourcing-models/classic- outsourcing/

9. https://www.google.com.bd/search? q=9.%09+Insourcing+with+Strategic+Consulting+as+Prelude&ie=utf-8&oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-beta&channel=fflb&gws_rd=cr&ei=s6rNVLSCI463ogSojoGABg

10. https://www.google.com.bd/search?q=http:// www.10.overview/&ie=utf-8&oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-beta&channel=nts&gws_rd=cr&ei=AavNVPvDMMrfoAT3uYLACQ

11. http://www.outsourcing-law.com/sourcing-models/ variations-multi-country-outsourcing-vs-single-country-outsourcing .

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http://www.outsourcing-law.com/sourcing-models/variations-multi-country-outsourcing-vs-single-country-outsourcing



https://www.google.com.bd/search?q=http://www.10.overview/&ie=utf-8&oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-beta&channel=nts&gws_rd=cr&ei=AavNVPvDMMrfoAT3uYLACQ



https://www.google.com.bd/search?q=9.%09+Insourcing+with+Strategic+Consulting+as+Prelude&ie=utf-8&oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-beta&channel=fflb&gws_rd=cr&ei=s6rNVLSCI463ogSojoGABg



http://www.outsourcing-law.com/sourcing-models/classic-outsourcing/

http://www.outsourcing-law.com/sourcing-models/classic-outsourcing/

http://www.businessdictionary.com/definition/sourcing.html#ixzz3PkcctBZQ

http://www.businessdictionary.com/definition/sourcing.html#ixzz3PkcctBZQ

12. http://www.outsourcing-law.com/sourcing-models/ variations-multi-country-outsourcing-vs-single-country-outsourcing/cing Model

13. Reverse auctions––grounded theory from the buyer andsupplier perspective, Transportation

14. www.elsevier.com/locate/tre 15. http://www.dictionary.com/cgi-bin/dict.pl?

term=organizations16. http://amp.aom.org/content/19/1/46.full#fn-31 17. www.vasantkothari.com Fashion Merchandising: Importance

of Sampling 18. www.avrev.com/...systems/energy-take-5-home-

theaterspeaker-19. Abdulmalek F.A. and Rajgopal J., Analyzing the benefits

of Lean Manufacturing and Value Stream Mapping via simulation:a process sector case study, International Journal ofProduction Economics, 107, 223-36 (2007)

20. Hines P., Rich N. and Esain A., Value stream mapping–adistribution industry application, Benchmarking InternationalJournal, 6(1), 60-77

21. www.mister-wong.com/users/258374111/ - United States(2013)

22. http://textilelearner.blogspot.com/2012/04/garment- washing-objects-of garment

23. http://www.google.com/url? sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0CC4QFjAC&url=http%3A%2F%2Fapparelmerchandisingworld.blogspot.com%2F2013%2F07%2Fknit-costing formula.html

24. http://textilelearner.blogspot.com/2012/04/garment-washing- objects-of-garment.html#ixzz3YZQVJ2N7

APPENDICS

Questionnaire Items

Name: Md. Shahjahan Khan

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http://textilelearner.blogspot.com/2012/04/garment-washing-objects-of-garment.html#ixzz3YZQVJ2N7

http://textilelearner.blogspot.com/2012/04/garment-washing-objects-of-garment.html#ixzz3YZQVJ2N7

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0CC4QFjAC&url=http%3A%2F%2Fapparelmerchandisingworld.blogspot.com%2F2013%2F07%2Fknit-costing%20formula.html&ei=eQA_VYzuJYuPuASrv4HIBw&usg=AFQjCNHuyIcwwOvUA-ajddDumbZs4TZIrA&sig2=GV04nETEuYOIpOrwH0fzIg&bvm=bv.91665533,d.c2E



http://textilelearner.blogspot.com/2012/04/garment-washing-objects-of%20garment.html#ixzz3YZQVJ2N7

http://textilelearner.blogspot.com/2012/04/garment-washing-objects-of%20garment.html#ixzz3YZQVJ2N7

http://www.mister-wong.com/users/258374111/

http://www.avrev.com/...systems/energy-take-5-home-theaterspeaker-

http://www.avrev.com/...systems/energy-take-5-home-theaterspeaker-

http://www.vasantkothari.com/

http://amp.aom.org/content/19/1/46.full#fn-31

http://www.dictionary.com/cgi-bin/dict.pl?term=organizations

http://www.dictionary.com/cgi-bin/dict.pl?term=organizations

http://www.elsevier.com/locate/tre

http://www.outsourcing-law.com/sourcing-models/variations-multi-country-outsourcing-vs-single-country-outsourcing/cing%20Model



Designation: Senior Merchandiser

E-mail: [email protected]

Nexus sweater ltd

Vogra,Gazipur,Bangladesh.

1. What types of sourcing?

A) Material and service b) Direct Material and service C) Indirect Material and service √d) all

2. What kind elements of sourcing management process?

a) 5 √b) 6 c) 4 d) 3

3. What benefit is this?

a) Outsourcing b) In-sourcing C) Global sourcing √d) E-sourcing

4. How much relationship with supplier?

a) Arms length b) service provider c) solution provider √d) partnership

5. What is the risk management in sourcing?

a) Low √b) high c) medium d) nothing

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mailto:[email protected]

SOURCING AND NEGOTIATION IN MERCHANDISING DEPARTMENT 2015

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