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1. Business Climate
2. Infrastructure and Proximity to Markets
3. Market Access
4. Labor and Management
5. Raw Material Inputs
6. Level of Service Provided and Reliability of
Supplier
Textiles and Apparel: Factors of Competitiveness
1. Business Climate 2. Infrastructure and Proximity
Political Stability to Markets
Safety of Personnel Roads, Ports, Rail and airports for
Security of Production and Shipping moving goods into and out of the
Transportation and predictable legal, country
commercial and regulatory system Shipping and other transportation
Minimal administrative burden and times and costs
corruption
Proximity to major markets
Compliance with internationally
Access to reliable sources of energy,
recognized health and labor
standards water and telecommunications
Subsidies and tax credits
Free trade zones 3. Market Access
Real exchange rates Preferential access in major markets
Market demand and economic growth
Textiles and Apparel: Factors of Competitiveness
4. Labor and Management 6. Level of Service Provided
Availability of workers and and Reliability of Supplier
competition for workers from other
Reputation for quality and on-time
sectors
Compensation rates delivery
Labor Skills and productivity Existing business networks (supply
Availability of qualified managers, chain linkages, relationship with
including middle management customers)
Level of service provided (e.g. full-
5. Raw Material Inputs package versus assembly)
Access to quality and cost Flexibility and variety in styles or
competitive domestic or regional yarn
products and lot sizes offered
and fabric production
Lead time and flexibility to respond to
Rules of origin for trade preferences
Cost and availability of capital to quick turnaround orders
invest in new machinery and
purchase raw materials
Globalization &
Changing Scenarios
Global Trade is Growing
Projections of World Textile and Apparel Trade
CAGR
Textile: 5.8%
Apparel: 9.6% 655 Bn
583 Bn
482 Bn
US$ Bn
Source: ITC
Developed Countries will remain the Major
Consumers
PER CAPITA CONSUMPTION
Source: KSA
As Well as in EU
Market Share of Total Apparel for EU-15 Market - 2010
Source: KSA
Synthetic Fibers Filling the Gap
60
50
MILLION TONNES
40
Thousands
30
20
10
0
1965
1970
1975
1980
1900
'10
'20
'30
'40
'50
'60
'85
'90
'95
2000
2002
Source : Werner, CIRFS
Changing Requirements of Customers
Customers are
Focusing more on Retail end
and
Looking to Optimize Sourcing Costs
Therefore
Identifying Their Strategic Partners ..and
Increasing Direct Sourcing
Traditional VS Strategic Relationships
Past Future
80% Transactional
20%
Vendors
Relationship
80%
Strategic
Partnerships
20%
Redefining Suppliers
Responsibilities
Present share of services and
responsibilities
Manu- Ware-
Design Sampling Shipping Distribution Retailing
facturing housing
Suppliers Clients
Responsibilities Responsibilities
Manu- Ware-
Design Sampling Shipping Distribution Retailing
facturing housing
Convenience
Innovation Compliance
Buyer
Requirements
Speed Cost
Flexibility
Successful Suppliers would need to
build new competencies
In addition to price and quality buyers would
increasingly evaluate their supplier on:
Innovations
Cycle Time Reduction
Product Design & Development
Supply Chain Optimization
Service Levels
Strategic Partnerships with Buyers
In a Nutshell the Effects of Globalisation
are..
Fully
Fully integrated
integrated textile
textile
Closures chain
chain becomes aa
becomes
Closures or
or reduction
reduction of
of textile
textile strategic
production
production capacities in high cost
capacities in high cost strategic asset
asset
countries, mainly EU, Japan,
countries, mainly EU, Japan, USAUSA
Reliability
Reliability in
in services
services and
and short
short
lead times being THE
lead times being THE KEY KEY
Equally
Equally easy
easy access
access to
to latest
latest purchasing
purchasing factors
factors for
for buyers
buyers
technologies
technologies for
for all
all players.
players. Capital
Capital not
not initiating
initiating partnership
partnership and
and
technology
technology isis the
the only
only restricting
restricting factor
factor alliances
Globalization alliances
to set up new capacities
to set up new capacities
The Exchangeability
Exchangeability of
of the
the products,
products,
The strategic
strategic choice
choice for
for textile
textile
manufacturers price
price becomes
becomes major
major factor
factor of
of
manufacturers isis between
between high
high volume
volume low
low
cost products or niche products differentiation
differentiation
cost products or niche products
Competitiveness of Pakistan Textile Industry
Issues and Challenges
Pakistan Textiles & Apparel industry
Textiles include raw cotton, yarn, fabrics, made ups, towels, tents etc
Pakistan Export Performance
1995-2006
Year Textile Apparel Total Export Performance of Textile and Apparel Industry in
Pakistan
1995 4.26 1.61 5.87
120
Countries Textile Apparel Total
100
Value in billion US $
Pakistan 7.47 3.91 11.38 80
Textile
60
China 48.68 95.39 144.07 Apparel
40
20
India 9.33 10.19 19.52
0
Labour costs still differ greatly in the reference countries and range considerably within the reference
countries. Based on industry sources we estimate the hourly average wages as follows:
Factor Cost - Labour wages including all benefits (US Cents per hour)
Cost parameter Pakistan India China Bangladesh Indonesia Egypt Vietnam
In most of the reference countries, power costs show an upward trend as a result of the increased oil prices
Power cost
from grid 6.0-7.0 6.0-7.0
10.0 8.5 6.3 4.0 6.0-7.0
captive 5.0-6.0 3.0-4.0
-- --
(gas) (gas)
Power rate taken for the
6.1 10.0 8.5 5.0 6.3 4.0 6.5
study
In Bangladesh and Indonesia most mills use ground water from their own wells, which
results in low water costs
Factor Cost - Raw water (US Cents per m3) 2006
Cost parameter Pakistan India China Bangladesh Indonesia Egypt Vietnam
Ground River water,
Raw water cost 18.2* 14* water, only only
46**
42.0
treatment treatment 0.23 24.0
US Cents per m3 60***
costs costs
India and China have the highest water rates of the reference countries
Compared with Pakistan and China, India has a lower cost of steam
* Borewell
** Industrial Development
Source:Gherzi analysis Corporation
***Tanker Water (Karachi)
Pakistan vis--vis Bangladesh, Indonesia, Egypt, China, India and Vietnam
Raw Material and Power Costs are the key cost drivers
Indonesia A AAA A A
AA
Egypt (Long Staple only)
AAAA A A
AAAA
India (Short and Long staples)
A AAA A
Opportunities Threats
Better laid down factories on best
Rising Cotton Prices
practices
China and India being considered as
Potential of improving confidence in
countries for high value added garments
buyer by working directly & closely
Price Pressures
Home Furnishing from Pakistan have
made a big name worldwide
Womens wear has a huge potential
What Needs to be done
Improve capabilities in key
performance areas
Collaboration in Use of
Product Technology
Development
Increase Consistent
Efficiency and Manufacturing
Productivity Standards
What Needs to be done
Build capabilities in the following areas:
Productivity Improvements across Supply Chain
Consolidating Operations
Building Logistic Capabilities
Developing long term relationships with Clients
Collaborating with buyers on forecasting and
inventory management
Investing in IT infrastructure and compliance
What Needs to be done
Think Value Not Price
Be on the Cutting Edge of Performance
Reduce Cycle Time, Improve Flexibility
Redefine Strategic Partnerships
Align With a Few Truly Strategic Partners
Thank You