DEVELOPMENT OF APPAREL INDUSTRY

Faruque Ahmed
Faculty of Apparel Manufacturing Management SMUCT E-mail: faruque007a@yahoo.com Cell:01722350767

SHANTO-MARIAM UNIVERSITY OF CREATIVE TECHNOLOGY

DEVELOPMENT OF APPAREL INDUSTRY

SUBMITTED TO

Mr. Abdul Hai

Lecturer Faculty of apparel Manufacturing Management SMUCT

SUBMITTED BY

Faruque Ahmed ID: 082011298 Group: B Semester: 6th

Faculty of Apparel Manufacturing Management SMUCT E-mail: faruque007a@yahoo.com Cell:01722350767

Letter of Transmittal
Date: 23 June, 2011

To Mr. Abdul hai Lecturer Department of Apparel Manufacturing Management Faculty of Apparel Manufacturing Management

Subject: Development of apparel Industry

Dear Sir, Here I am submitting my report on Development of Apparel Industry prescribed by you in your course Management Information system. For this Purpose, I have gone through internet, different books, articles, journals, interview of authorities and employees of the respective organizations and class lecture sheets for the relevant information of the assigned topic. Please call me for any further information at your convenient time and place.

Yours truly, Faruque Ahmed Id: 082011298 6th semester Group: B Faculty of Apparel Manufacturing Management

Acknowledgement

At first we desire to express my deepest sense of gratitude of almighty Allah. With profound regard I gratefully acknowledge our respected course teacher Mr. Abdul Hai,
Lecturer, Department of Apparel Manufacturing Management, Faculty of Apparel Manufacturing

Management for his generous help and day to day suggestion during preparation of the report. I like to give thanks especially to my course teacher to help during the preparation of this report us by sharing ideas regarding this subject and proof reading this manuscript.

Faruque Ahmed Id: 082011298 6th semester Group: B Faculty of Apparel Manufacturing Management

Sr.No 1. INTRODUCTION

TABLE OF CONTENTS

Page No

1.1. 1.2 1.3 1.4 1.5

Background Research methods Structure of the study Limitation Introduction to the case company -Challenge Trading Corporations Oy

2.1 0.3 3.1 3.2 3.3 3.4 0.4 4.1 4.2 4.3 4.4 0.5 5.1

General description of supply chain

HOW A SMALL INDUSTRY ESTABLISH AS A GROUP OF COMPNAY

Best Quality Product Produce

RELATION BETWEEN WORKER AND THE MANAGEMENNT TO CONTINUE WITH A BUYER WHAT IS NEED FOR INDUSTRY MANAGEMENT TO CONTINUE WITH A BUYER WHAT IS NEED FOR INDUSTRY MANAGEMENT

Bangladesh garment sector and global chain. Prospects of the RMG Industry Market Diversification Price Competitiveness Compliance Issues Conclusion Bibliography

1. INTRODUCTION

Bangladesh is a small country and also over populated country. But we know that Bangladesh is a developing country. And this developing process is continuing by our apparel section. We know three fourths of our export comes from this sector. So of course we should take some steps for developing our apparel industry. The shift from a rural, agrarian economy to an urban, industrial economy is integral to the process of economic development (Kaldor, 1966, 1967). Although policymakers in the least developed countries (LDCs) have, at various times, attempted to make agriculture the primary engine of economic growth and employment generation, this approach has not worked, not least because of the contributions of the Green Revolution, which has had the dual effect of increasing agricultural productivity in the LDCs and displacing the rural labour force at the same time. Led by the example of the East Asian economies, most LDCs now accept the need for greater industrialization as the fastest path to economic growth. In particular, countries such as Japan, Taiwan and South Korea have demonstrated that an export-oriented industrial strategy can not only raise per capita income and living standards in a relatively short time; it can also play a vital role in modernizing the economy and integrating it with the global economic system. Bangladesh, one of the archetypal LDCs, has also been following the same route for the last 25 years. Once derided as a basket-case by Henry Kissinger (The Economist, 1996), the country stumbled across an economic opportunity in the late 1970s. New rules had come to govern the international trade in textiles and apparel, allowing low-cost suppliers to gain a foothold in American and European markets. Assisted by foreign partners, and largely unaided by the government, entrepreneurs seized the opportunity and exploited it to the fullest. Over a period of 25 years, the garments export sector has grown into a $6 billion industry that employs over a million people. In the process, it has boosted the overall economic growth of the country and raised the viability of other export-oriented sectors. This essay analyzes the processes by which global trading rules came to help out a poor country like Bangladesh. It demonstrates the impact of the rule changes on the garments sector, and the response of the sector to multiple challenges and obstacles.

1.1 Background

Bangladesh is a tropical country in South Asia that is situated in the delta of two major rivers that flow down from the Himalayas (the Ganges and the Jamuna). The countrys land surface is therefore largely composed of alluvial silt, rendering the soil highly fertile. Historically, this has made Bangladesh an agricultural nation; although agriculture contributes only about a fifth of the national GDP, it employs three-fifths of the labour force (ADB, 2005). Bangladesh has an estimated population of 140 million (circa 2005), living in an area of about 55,000 square miles. It thus has the unwanted distinction of being the worlds most densely populated country, and this overpopulation is at the root of many of Bangladeshs socioeconomic problems. However, the population is largely homogeneous in terms of ethnicity, language, and religion, and this provides a valuable element of national cohesion. In spite of numerous constraints, the economy has been on a steady growth path for the last 15 years, mainly due to private sector dynamism. Nevertheless, the economy has proved to be resilient. Since 1990, it has grown at an average rate of 5% per year. The Asian Development Bank projects that real GDP growth will increase to 6% in 2006 and 2007 (ADB, 2005). Bangladeshs total GDP stood at $275 billion in 2004, and per capita GDP was $2,000 (adjusted for purchasing power).

Development of Apparel Industry in Bangladesh

The RMG industry of Bangladesh has expanded dramatically over the last three decades. Traditionally the jute industry dominated the industrial sector of the country until the 1970s. Since the ear5ly 1980s, the RMG industry has emerged as an important player in the economy of the country and has gradually replaced the jute industry. The garment industry of Bangladesh has been the key export division and a main source of foreign exchange for the last 25 years. At present, the country generates about $5 billion worth of products each year by exporting garment. The industry provides employment to about 3 million workers of whom 90% are women. Two non-market elements have performed a vital function in confirming the garment industry's continual success; these elements are (a) quotas under Multi- Fiber Arrangement1 (MFA) in the North American market and (b) special market entry to European markets. The whole procedure is strongly related with the trend of relocation of production. Garment industry is controlled by the transfer of production. The globalisation of garment production started earlier and has expanded more than that of any other factory. The companies have transferred their blue-collar production activities from high-wage areas to low-cost manufacturing regions in industrialising countries. The enhancement of communication system and networking has played a key role in this development. Export-oriented manufacturing has brought some good returns to the industrialising nations of Asia and Latin America since the 1960s. The first relocation of garment manufacturing took place from North America and Western Europe to Japan in the 1950s and the early 1960s.

1.2. Research methods

The research has been carried out in this study with the secondary data using statistics from the related industries website, related publications, magazines, newspapers and the government agencies. Some information was acquired through emails and telephone conversations as well as own observation of doing work with the case company.

1.3. Structure of the study

The study begins with the theoretical part and then it focuses on Bangladesh, its RMG industries. Then it continues with foreign trade procedures and finally some recommendations are given for the engaging parties. In the theoretical part, Supply chain is broken into different functions such as purchasing; distribution and customer service and each of them are included with various sub-items, which are presented here briefly too. Chapter Three sheds light on Bangladesh and its garments & knitwear industry and business environment. The following chapter illustrates foreign trade procedures which includes documentations and import export mechanism. End of this chapter we will see the risk analysis of the sector. Finally, recommendations are given in the guideline of business risk and opportunities for the case company and for the suppliers.

1.4. Limitation
The study will not deal with marketing issues and not even talk about Finnish clothing market. It will only describe Bangladeshi Ready Made Garment (RMG) sector, its development and countrys export performance, which will give an opportunity to know about the suppliers and the sector for the new entrants. The study will deal with logistics very briefly and it may be the foundation for further advanced research in marketing. The study focuses on the case company Challenge Trading Corporations Oy which aimed to expand its business into the clothing business and is very keen on importing garments products from Bangladesh aspiring being retailer and as well as wholesaler to the Finnish market. Because of the case company has yet no experience of importing the products from Bangladesh to Finland, the whole study is structured as a guideline of doing business between two countries as an entrant. Ultimately the whole study will benefit the case company and as well the exporting companies as the new entrants as well as for those who like to establish garment factories in Bangladesh.

1.5. Introduction to the case company Challenge Trading Corporations Oy.

Challenge Trading Corporations Oy has been established in 2006 at Lahti in Finland. It began its operations with catering and restaurant business and had one Indian ethnic restaurant in the beginning. During first year operations, it established another same kind of restaurant in the same city. Challenge trading corporations Oy. established with the aim of several business ideas such as, catering, clothing and garment, computers, electronics etc. After success of catering business, company desires to begin into garment and clothing business. Company has no previous experience in this line of business. As an entrant it seeks assist of how to enter to the garment business, know how and after all, it seeks total foreign trade procedures knowledge. In the beginning company would like to establish a retail shop in Lahti center then it aims to expand its business to other city in Finland and as well as it desires to be a whole seller. Company has already started contacting with suppliers of Bangladesh and has been able to gather primary information on this line of business. This study has been carried out by close cooperation with the company. 2.1. General description of supply chain There are multiple definitions found for supply chains in literature. According to the Supply Chain Council a definition of a supply chain is: "The supply chain-a term now commonly used internationally encompasses every effort involved in producing and delivering a final product or service, from the supplier's supplier to the customer's customer". The series of companies (actors) that interact for this producing and delivering is what will be called supply chain here. The actors are connected through the flow of products, the flow of information and the flow of money (http://www.supply-chain.org) The reason for the existence of supply chains is that there are very few companies that can produce end products for end-customers from raw materials on their own, without the assistance of other organizations. The company that produces the raw material is often not the same company that sells the end products to the end-customer. In order to provide end products to the end-customers, a network of actors is involved in activities (as purchasing, transforming and distribution) to produce products and/or services (Stevens, 1989; Lee & Billington, 1995; Swaminathan, Smith & Sadeh, 1996; Cooper, Lambert, & Pagh, 1997).

HOW A SMALL INDUSTRY ESTABLISH AS A GROUP OF COMPNAY Any small wants to establish as a group of company firstly they have deal with many buyers. On that time if they can able to satisfy buyer, buyer will give them much order. Most buyers require that manufacturing company follow the rules of ISO, WRAP. They also comport to give order to these companies which company follows the social compliance and rules and regulation of them. When buyer gives much order to manufacturing company, they calculate their capacity. If company feels that they need to set up another factory to handle much quantity order of the buyer. Then they establish another factory and shipment quality product to the buyer. Buyer orders much quantity season to season and company set up factory one by one and establish as a group of company. All the employees have to work together and leadership also has to be good. Otherwise group of company cannot be successful. Management and worker relation is very important for group of company. Because without worker it is very impossible to run a group of company. Best Quality Product Produce Quality is ultimately a question of customer satisfaction. Good Quality increases the value of a product or service, establishes brand name, and builds up good reputation for the garment exporter, which in turn results into consumer satisfaction, high sales and foreign exchange for the country. The perceived quality of a garment is the result of a number of aspects, which together help achieve the desired level of satisfaction for the customer. Therefore quality control in terms of garment, pre-sales service, posts -sales service, delivery, pricing, etc are essentials for any garment exporter. Procurement A good policy on procurement will enable a factory to obtain materials of the right quality, in the right quantity, at the right time, at the right price and from the right sourc Procurement Policies Successful procurement policy will frame taking account of the overall aim of the operation rather than the specific priorities of one department. Examples of procurement policies include: Enquiry procedure how many potential suppliers should be approached? Who should carry out pre-selection evaluation of offers? Supplier selection e.g. domestic of foreign sources, single or multi-sourcing. Financial limits authority level to commit the companys expenditure. Supplier contact what are the policies governing visits, hospitality and gifts? Departmental organization Who reports to whom, who does what? Procedure manuals The laying down of administrative principles governing all members of the department. Policy may be mandatory instructions or issued simply in the form of guidelines. Sample Making

The approved sample should be displayed at the different sections, such as sample making, sewing and finishing. The sample will help workers to visualize the product they are producing. This is especially important at the beginning of a new product process when workers are not so familiar with the product. A visibly displayed sample can help workers to reduce errors, contributing to reduced rework and reject rates. Display the approved sample at the relevant sections. Cutting The factory should start to collect the data on cutting, especially data on re-cuts and damage, examine their trends and take actions for improvements. Production plan Start to gather data on production examine the production trends and make recommendations for improvement. Try to practice balancing the production line. Finishing Clearly display ironing instruction in the Ironing Section. Make finishing and packing plans and monitor their progress. RELATION BETWEEN WORKER AND THE MANAGEMENNT Management and worker relation will be good when management will fulfill requirements of the workers. Management has to give priority of the workers needs. Equality It should be noted that any form of discrimination might produce psycho-social hazards that will result in workers anxiety and affect productivity. Contract The factory should provide training on all the requirements of the labor laws concerning contracts to the management and the workers. It should also organize orientation program on the same subject for the newly employed workers. 1. Wages 2. If worker know there minimum and actual wages, they may not have any anxiety, nor do they keep any misunderstanding in the mind. 3. If management do not know the law concerning minimum wages, they may not effectively implement the law. Hours of Work Apply the legal provisions on the maximum hours of work and monitors its application.

 Upgrade the know-how of work-study officers and improve plan production schedule. Educate managers, supervisors and workers on the relationship between excessive hours of work and workers health and quality. Intervals for rest The factory should provide the workers with a short break before overtime starts, especially when overtime lasts for more than 2 (two) hours. It seems to lose a few minutes of time, but many study have shown that quality is higher and rework is lower after a 5 (five) minutes break is given to workers before the last working hour of the day or overtime hours. As a whole, the production may be still higher. TO CONTINUE WITH A BUYER WHAT IS NEED FOR INDUSTRY MANAGEMENT To continue with buyer management have to requirement and rules and regulation of the buyer. Most of buyer feels to comfort to give orders in this company who follows ISO, WRAP and TQM. Because ISO and WRAP certified companies can produces quality product and able to fulfill buyers requirement. Elements of ISO 9000 Quality Management Systems: The standards of ISO 9000 detail 20 requirements for an organization's quality management system in the following areas: Management Responsibility. Quality System. Order Entry. Design Control. Document and Data Control. Purchasing. Control of Customer Supplied Products. Product Identification and Tractability. Process Control. Inspection and Testing Control of Inspection, Measuring, and Test Equipment. Inspection and Test Status. Control of Nonconforming Products. Corrective and Preventive Action. Handling, Storage, Packaging, and Delivery. Control of Quality Records. Internal Quality Audits. Training. Servicing. Statistical Techniques.

Why ISO is important:

ISO 9000 is important because of its orientation. While the content itself is useful and important, the content alone does not account for its widespread appeal. ISO 9000 is important because of its international orientation. Currently, ISO 9000 is supported by national standards bodies from more than 150 countries. This makes it the logical choice for any organization that does business internationally or that serves customers who demand an international standard of excellence. ISO is also important because of its systemic orientation. Principles of quality management of ISO 9000:

Customer focus. Leadership. Involvement of people. System approach to management. Continual improvement. Factual approach to decision making. Mutually beneficial supplier relationships.

Total Quality Management: Total Quality Management (TQM) is a business philosophy that seeks to encourage both individual and collective responsibility to quality at every stage of the production process from initial design and conception through to after sales service. Many businesses may not use the term TQM anymore but the philosophy is still very much part of most business thinking. It is seen as being a way in which a business can add value to its product and to gain competitive advantage over its rivals. The former may allow a business to charge a higher price for its product or service whilst the latter can be a key feature of its marketing programmed. TQM can be addressed in a business in a number of ways. The most common are:

Zero defects - any problems in the production process are filtered out before they get anywhere
near the customer. AND Quality chains - each stage of the production process is seen as being a link in the chain right down to the relationship between one worker in the process and another. Quality circles - meetings of those directly involved in the production process to discuss and solve problems and make improvements to the production process. AND Statistical monitoring - the use of data and statistics to monitor and evaluate production processes and quality.

Bangladesh garment sector and global chain.

The cause of this transfer can be clarified by the salary structure in the garment industry, all over the world. Apparel labour charge per hour (wages and fringe benefits, US$) in USA is 10.12 but it is only 0.30 in Bangladesh. This difference accelerated the world apparel exports from $3 billion in 1965, with developing nations making up just 14 percent of the total, to $119 billion in 1991, with developing nations contributing 59 percent. In 1991 the number of workers in the ready-made garment industry of Bangladesh was 582,000 and it grew up to 1,404,000 in 1998. In USA, however, 1991-figure showed 1,106.0 thousand workers in the apparel sector and in 1998 it turned down to 765. 8 thousand. The presented information reveals that the tendency of low labour charges is the key reason for the transfer of garment manufacturing in Bangladesh. The practice initiated in late 1970s when the Asian Tiger nations were in quest of tactics to avoid the export quotas of Western countries. The garment units of Bangladesh are mainly relying on the 'tiger' nations for raw materials. Mediators in Asian Tiger nations build an intermediary between the textile units in their home countries, where the spinning and weaving go on, and the Bangladeshi units where the cloth is cut, sewn, ironed and packed into cartons for export. The same representatives of tiger nations discover the market for Bangladesh in several nations of the North. Large retail trading companies placed in the United States and Western Europe give most orders for Bangladeshi garment products. Companies like Marks and Spencers (UK) and C&A (the Netherlands) control capital funds, in proportion to which the capital of Bangladeshi owners is patience. Shirts manufactured in Bangladesh are sold in developed nations for five to ten times their imported price. Collaboration of a native private garment industry, Desh Company, with a Korean company, Daewoo is an important instance of international garment chain that works as one of the grounds of the expansion of garment industry in Bangladesh. Daewoo Corporation of South Korea, as part of its global policies, took interest in Bangladesh when the Chairman, Kim Woo-Choong, offered an aspiring joint venture to the Government of Bangladesh, which included the growth and process of tyre, leather goods, and cement and garment factories. A research reveals that 90 percent of the garment employees went through illness or disease during the month before the interviews. Headache, anemia, fever, chest, stomach, eye and ear pain, cough and cold, diarrhea, dysentery, urinary tract infection and reproductive health problems were more common diseases. The garment factories gave bonus of different diseases to the employees for working. With a view to finding out a link between these diseases and industrial threats, health status of employees has been examined before and after coming in the garment work. At the end of examination, it was come out that about 75 percent of the garment workforce had sound health before they entered the garment factory. The reasons of health declines were industrial threats, unfavorable working environment, and want of staff facilities, inflexible terms and conditions of garment employment, workplace pressure, and low wages. Different work-related threats and their influence on health forced employees to leave the job after few months of joining the factory; the average length of service was only 4 years. Prospects of the RMG Industry Despite many difficulties faced by the RMG industry over the past years, it continued to show its robust performance and competitive strength. The resilience and bold trend in this MFA phase-out

period partly reflects the imposition of safeguard quotas by US and similar restrictions by EU administration on China up to 2008, which has been the largest supplier of textiles and apparel to USA. Other factors like price competitiveness, enhanced GSP facility, market and product diversification, cheap labor, increased backward integration, high level of investment, and government support are among the key factors that helped the country to continue the momentum in export earnings in the apparel sector. Some of these elements are reviewed below. Market Diversification Bangladeshi RMG products are mainly destined to the US and EU. Back in 1996-97, Bangladesh was the 7th and 5th largest apparel exporter to the USA and European Union respectively. The industry was successful in exploring the opportunities in markets away from EU and US. In FY07, a successful turnaround was observed in exports to third countries, which having a negative growth in FY06 rose three-fold in FY07, which helped to record 23.1 percent overall export growth in the RMG sector. It is anticipated that the trend of market diversification will continue and this will help to maintain the growth momentum of export earnings. Bangladeshi RMG products are mainly destined to the US and EU. Back in 1996-97, Bangladesh was the 7th and 5th largest apparel exporter to the USA and European Union respectively. The industry was successful in exploring the opportunities in markets away from EU and US. In FY07, a successful turnaround was observed in exports to third countries, which having a negative growth in FY06 rose three-fold in FY07, which helped to record 23.1 percent overall export growth in the RMG sector. It is anticipated that the trend of market diversification will continue and this will help to maintain the growth momentum of export earnings. Product Diversification The growth pattern of RMG exports can be categorized into two distinct phases. During the initial phase it was the woven category, which contributed the most. Second phase is the emergence of knitwear products that powered the recent double digit (year-on-year) growth starting in FY04. In the globalized economy and ever-changing fashion world, product diversification is the key to continuous business success. Starting with a few items, the entrepreneurs of the RMG sector have also been able to diversify the product base ranging from ordinary shirts, T-shirts, trousers, shorts, pajamas, ladies and childrens wear to sophisticated high value items like quality suits, branded jeans, jackets, sweaters, embroidered wear etc. It is clear that value addition accrues mostly in the designer items, and the sooner local entrepreneurs can catch on to this trend the brighter be the RMG future.

The growth pattern of RMG exports can be categorized into two distinct phases. During the initial phase it was the woven category, which contributed the most. Second phase is the emergence of knitwear products that powered the recent double digit (year-on-year) growth starting in FY04. In the globalized economy and ever-changing fashion world, product diversification is the key to continuous business success.
Price Competitiveness

China & some other competitors of Bangladesh have implemented sharp price cutting policies in exporting garments products over the last few years, but Bangladesh has failed to respond effectively to such policies. China was able to drop the export price of 29 garment categories 10 by 46 per cent 11 on average in the United States within a year. Bangladesh needs to respond such price cutting policies of its rivals in order to remain competitive in the quota-free global market. Lead Time Lead time refers to the time required for supplying the ordered garment products after the export order has been received. In the 1980s, the usual lead time in the garment industry was 120-150 days for the main garment supplier countries of the world; it has been reduced to 30-40 days in the current decade. However in this regard the Bangladesh RMG industry has improved little; for example, the averaged lead time is 90-120 days for woven garment firms and 60-80 days for knit garments firms. The best way is to develop domestic backward linkages with the aim of reducing production & distribution time. Linkage Expansion The yarn manufacturing capacity of Bangladesh doubled in 2003/2004 compared with 1999/2000. The consumption-production gap of yarn decreased over time, although actual consumption increased every year. The fabric manufacturing capacity of the country also increased over time. Such a trend indicates that the linkage expansion process of the Bangladesh RMG industry has already started, while the pace of expansion varies from stage to stage. Still many garment manufacturers in Bangladesh are interested in using imported raw materials instead of using local raw materials owing to price differences. However, radical or overnight expansion of backward linkage industries is not possible, because it requires huge investment, modern machinery, a skilled workforce and experience management. Therefore the most important step that needs to be taken at this moment is to accelerate the existing pace of expansion. Compliance Issues In addition to speedy supply, the social dimensions of RMG industry are getting more attention from consumers, social workers, welfare organizations. Currently many international buyer demand compliance with their code of conduct before placing any garment import order. Although Bangladesh was able to solve the problem of child labor very successfully in the mid1990s, the countrys performance in improving the factory working environment is not yet satisfactory. Informal requirement, low literacy levels, wage discrimination, irregular payment and short contracts of service are very common practices in the RMG factories of Bangladesh. It is true that the country still enjoys some comparative advantage in manufacturing garment product based on low labour costs. The average garment manufacturing labour cost of Bangladesh was $0.16 per hour in 1993, while the corresponding figures of India and china were $0.27 and $0.25 respectively in the same year (Delahanty, 1999). CONCLUSION :

Bangladesh has been able to maintain its current growth momentum, driven by rapid export expansion, in spite of MFA phase out and other shocks. Its very clear that the predicted decline of RMG industry in Bangladesh did not take place and instead, The RMG industry has improved competitiveness and raised exports value. Though the completely phasing out of safeguards against the Chinese products at the end of 2008 and the accelerated competition are yet to come. If The recent data of the beginning of 2008 and quota-free-safeguards-less Canadian market are any example of market trends in 2009 and beyond, then Bangladesh can expect to become the second largest net garments exporter in apparel. In order to reach to that point, It requires also continuous development of the sector and allied industries and fair access as a LDC country products to the USA market. Recommendations Based on the industry : The Merchandising Department must intensively look for new candidates to fill-up the

shortage of employees. For this purpose garments World may use internet, print Medias such as newspapers, brochures and may use referrals. RMG World acquired latest equipments and machineries but some of them are still not at work because of lack of technicians and specialists. It is thus recommended that before any new machinery is purchased, a contract must be signed with the manufacturer of the machinery or with the suppliers that they must train some staff of RMG World to operate the machine within reasonable time. The Merchandising department may dedicate a day in a week or in a month for interview thus eliminates the unnecessary interviews conducted daily and thus can save precious time of Merchandising Staff.

BIBIOGRAPHI :
1. Internet: "Textiles on the WTO Website". WTO Secretariat. http://www.wto.org/english/tratop_e/texti_e/texti_e.htm. Retrieved 2008-10 2. Book: Introduction to Business development (second edition) 3. Library. 4. Class lecture