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2015

CLUSTER REPORT

1/1/2015

DECLARATION
We hereby declare that we have prepared the cluster report on BRANDIX INDIA APPAREL
CITY AND VOLTA FASHION under the guidance of Mr. Shiv Kumar Belli as the part of
practical fulfilment of the curriculum requirement for Master of Fashion Management degree from
NIFT Hyderabad
The conclusions made are from our personal understanding and study of primary and secondary
data sources mentioned in references.
We declare that the Project report we are submitting is fully prepared by us and it is an original
work of Team and that due credit has been given the author whose works have been cited
1. Aditi Khanna

10. Mansi Sarupria

2. Afzal Ashraf

11. Gayathri Vs

3. Avani Chhajlani

12. Greeshma V

4. Ayushree Bansal

13. Gunje Pallavi

5. Akansha Gupta

14. Gurpriya Kaur Sapra

6. Chahat Jain

15. Parvathy Menon

7. Deepika Agrawal

16. Sai Pradeep

8. Devika Rastogi

17. Sushant Suman

9. Dhwani Shah

18. Vishal Kerkatta

GUIDE CERTIFICATE
This to certify that the following students of FMS department Batch 2013-2015 have taken
guidance for their cluster program on the topic “BRANDIX INDIA APPAREL CITY AND
VOLTA FASHION”, in the fourth semester as the part of partial fulfillment of the requirements
for the degree of ‘ Masters Of Fashion Management’ from NIFT, Hyderabad.
1. Aditi Khanna

10. Mansi Sarupria

2. Afzal Ashraf

11. Gayathri Vs

3. Avani Chhajlani

12. Greeshma V

4. Ayushree Bansal

13. Gunje Pallavi

5. Akansha Gupta

14. Gurpriya Kaur Sapra

6. Chahat Jain

15. Parvathy Menon

7. Deepika Agrawal

16. Sai Pradeep

8. Devika Rastogi

17. Sushant Suman

9. Dhwani Shah

18. Vishal Kerkatta

Name of the Guide:
Mr. Shiv Kumar Belli
Asst. Professor
FMS Dept.
NIFT Hyderabad
Signature:………………………….
Date:……………………………….

National institute of Fashion Technology. we would like to thank the almighty god for his watchful eye over us that helped us gain the drive and the ability to tackle challenges head on. cooperation & encouragement. be it the artisans or the consumers. enthusiastic and involved interest from their side. We thank them for extending a helping hand at every juncture of need. Also. we would like to express our deepest thanks to Mr. 8th Jan. We wish to thank the Department of Fashion management studies. This one is certainly no exception. we would like to extend our sincere & heartfelt obligation towards all the personages who have helped us in this endeavor.” On the very outset of this report. help. We would like to thank Prof. we would not have made headway in the project. M. whose cooperation was vital for the completion of our project. Without their active guidance.ACKNOWLEDGEMENT “It is not possible to prepare a project report without the assistance & encouragement of other people. Hyderabad for having given us this great platform & opportunity to visit Brandix India Apparel City and Volta Fashions Private Limited. Priyal Vikramsinghe for being so supportive in giving us all the necessary information regarding Brandix. Shiv Kumar Belli and Prof. We would like to express our heartfelt gratitude to all the respondents also. Their words of wisdom and expertise were of immense help right from the beginning of the project and pushed us further on to succeed. 2015 Hyderabad . Annaji Sarma who constantly encouraged us by the sustained. Last but not the least.

1 BACKGROUND STUDY 1 1.4 SCOPE AND LIMITATION - 3 CHAPTER 2: LITERATURE REVIEW 4 2.1 PRODUCTION UNIT 1 47 .1.CONTENTS EXECUTIVE SUMMARY I CHAPTER 1: BACKGROUND. OBJECTIVE AND METHODOLOGY OF THE STUDY 1 1.1 BIAC – BRANDIX INDIA APPAREL CITY 4 2.3 SUPPLY CHAIN MANAGEMENT 40 3.2 OPERATIONAL UNITS 30 3.3 METHODOLOGY AND DATA COLLECTION 2 1.2 ABOUT VOLTA FASHION 18 CHAPTER 3: PRIMARY DATA ANALYSIS 23 3.1.2 47 THE INTERVIEW/ RECORDINGS: 3.2. LTD 46 3.1 BIAC 24 3.4 VOLTA FASHIONS PVT.2 OBJECTIVES 2 1.1.1.1 THE OBSERVATIONS 23 3.

3.6 SCM & RELATED PROBLEMS 54 3.3.3 SOURCING 53 3.3.3 52 THE APPAREL CLUSTER SURVEY 3.2 VOLTA FASHION 57 CHAPTER 5: LEARNINGS 59 5.2.2 EMPLOYMENT AND TRAINING 53 3.3.3 LEAN PROCESS 49 3.1 INFRASTRUCTURE 52 3.2 PRODUCTION UNIT 2 48 3.3.3.1 59 LEARNINGS BIBLIOGRAPHY .4 OPERATION UNIT OUTPUT & INNOVATIVE TECHNOLOGY 54 3.3.7 OUTLETS INFORMATION 55 CHAPTER 4: SUGGESTIONS AND RECOMMENDATIONS 56 4.5 PRODUCTIVITY EFFICIENCY OF MACHINE 54 3.3.2.1 BRANDIX 56 4.

U. Brandix India Apparel City (BIAC).. etc. was inaugurated on May 3rd 2010. Netherlands. Andhra Pradesh.. Japan etc. • Approved under Government of India‘s Textiles Ministry: Scheme for Integrated Textile Parks • Granted Special Economic Zone status by Commerce Ministry. Volta Fashion products range includes shirts. OBJECTIVE 1. Recordings were taken through in-depth discussion with the company’s employees and survey forms. ladies wears. Government of India. In Primary data. U. Italy. with a single minded motto of devotion to excellence in quality. encompassing raw material sourcing to the shipping of final products all in one place • Supported by an MOU with the Government of Andhra Pradesh. i|Page . Hence exploratory research design is the need of the hour. To understand the various functions and the manufacturing process of both the companies RESEARCH METHDOLOGY AND DESIGN The primary objective of doing this project is to get the first-hand knowledge of Functioning Brandix and Voltas Fashion.EXECUTIVE SUMMARY The report comprises of two Apparel parks Brandix Apparel India and Volta Fashions which are located in Vishakhapatnam. delivery and price to suit all types of requirements. The breakthrough concept of seamless ‘Fibre-to-Store’ integration offers unmatched advantages for global apparel chain partners.S.A. To understand the basic functioning of how apparel park (Brandix and Voltas fashion) work. pants. Volta Fashions is promoted by technocrats with over a decade experience. process in general 2. France. BIAC’s seamless concept ensures that all needs are met. Germany. Volta Fashion export Volta Fashion products to Spain. Qualitative research was collected through In-Depth Interviews & observation.K. Interviews. is located within the Andhra Pradesh Special Economic Zone (APSEZ) in Visakhapatnam.

Employment and training . productivity efficiency of machine. The major export is done to UK and US.In Secondary data. PRIMARY RESEARCH DATA The primary research involves collecting data about operations. ii | P a g e . Over production. ready to use documents available with the organization were used along with Internet Website and journals. marketability and promotional activity. techniques and general information directly from the employees of the Apparel Park and Vizag Apparel Park for Export including details about interviews. Production unit of M&S and VS follows the lean process to get the higher efficiency from the primary research data we have found that company has improved their efficiency from 60 to 80 percentage. but the Volta Fashions serves the local market and recently started exported to Mali country of West Africa. and analysis. Over processing and Defects) elimination throughout the value chain. Motions. • Water effluent treatment is the important part of BIAC vertical integration which provide treated water from river and treat mills effluent to the different units. • Brandix Apparel India in order to improve production efficiency and output of the manufacturing unit the HRMS team has provided the continuous training and work study while doing the job. Waiting. surveys. sourcing. The apparel cluster survey is done on the basis of questionnaire and the response what we found is arranged in seven parameter like Infrastructure. From the observations we got to know that the BIAC is the vertically integrated park BIAC is the totally exporting. KEY LEARNINGS • From the recordings/ interview part we found that BIAC is now trying to be Lean manufacturing in their operations. annual reports. which also trying to address the major 7 wastes (Transport Inventory. observations. SCM and related problems and outlets information. operation unit output & innovative technology. Every activity related to front end is handled as per the guidance of Srilanka head office like customer issues related to design pattern.

Volta Fashions Pvt. since they procure fabric and don’t manufacture it on their own. They already have a large premises most of which is unused space which may be used meticulously to increase productivity. they may plan a unit regarding the same in future to ensure proper and continuous supply of quality fabric. They may increase the product variety offered which in turn would increase the business. Ltd • Productivity can be enhanced further by increasing the number of machines. • Marketing can be stronger and more oriented towards the major brands bringing greater revenues as compared to the smaller local brands they manufacture for. Also. Over processing and Defects. Inventory. Motions. • Lean process covers the 7 types of wastes Transport.• The product modifications are important in order to increase marketability of the product which Brandix follow by doing the predesign approvals from customers. • The product variety is limited to men’s shirts. Over production. MAJOR SUGGESTIONS Brandix • Agility in being able to effect constant business changes efficiently and derive the resultant impacts thereof. trousers and denims apart from some kid’s wear (woven). thereafter making changes as needed by them. • Integration of all components of the supply chain in creating the most efficient and realistic plan. iii | P a g e . Waiting.

e. OBJECTIVE AND METHODOLOGY OF THE STUDY 1. Brandix Apparel India. with a single minded motto of devotion to excellence in quality.CHAPTER 1: BACKGROUND. Established in 2012 years in Auto Nagar. The units which where visited by us are Brand Ocean India. beautiful prints and on time delivery schedules. With a vertically integrated supply chain. Ltd.1 BACKGROUND STUDY Brandix India Apparel City Located on the east coast of India at Visakhapatnam inaugurated on 3rd May 2010. BIAC is positioned to be the preferred global sourcing hub for apparel solutions. delivery and price to suit all types of requirements and occasions i. can it be for promotional or retail sale. who are constantly busy trying to make the products itinerary versatile on every count.Marks and Spencer and Victoria Secret Manufacturing Unit. chain stores or wholesale. Volta Fashions Volta Fashions Pvt. Volta Fashions has years of solid grounding in manufacturing quality products. pants. The plug and play environment allows for an ultra-fast manufacturing set up of six months to a year. Visakhapatnam. The company has a pool of designers. dramatically reducing lead times and costs. BIAC is the largest SEZ in South East Asia devoted exclusively for Textile and Apparel industry. The products range includes shirts. BIAC offers world class infrastructure facilities and special financial & operational incentives. BIAC provides vibrant textile and apparel value chain with end-to-end production and logistics solutions which help manufacturers deliver their products and services with ‘speed to market & consumer’. The company has promoted by technocrats with over a decade experience. ladies 1|Page . Andhra Pradesh. The products hold the credit for their excellent quality. Andhra Pradesh.

was collected through internal source: Ready to use documents available with the organization were used called the NEXT FRONTIER (Company manuals) 2|Page . Japan etc. To understand the various functions and the manufacturing process of both the companies 1. is a premier organization in the state..2 OBJECTIVES 1. The Government's investor-friendly policies. Germany. In Secondary data. Over 320 Industrial Parks have been established throughout the State. covering an extent of over 1. an undertaking of Govt. state-of-the-art infrastructure. To understand the basic functioning of how apparel park (Brandix and Vizag Apparel Park for Export) work. particularly in the manufacturing sector. U. of Andhra Pradesh. Italy.A. Andhra Pradesh Industrial Infrastructure Corporation Andhra Pradesh Industrial Infrastructure Corporation Limited. France.K. we have employed the exploratory research design.. process in general 2. Interviews. make Andhra Pradesh a choicest destination for Industrial Investment. attractive incentive schemes etc.000 acres. recordings were taken through in-depth discussion and survey forms were filled by the company’s employees of various units. in attracting investments to the State both domestic & foreign by providing multiple incentives. 30. educated manpower.. As we are learning the manufacturing procedure. 1. The Industrial Parks and Special Economic Zones are playing a pivotal role.S. They export their products to Spain. U.3 METHODOLOGY AND DATA COLLECTION The primary objective of doing this project is to get the first-hand knowledge of the functioning of Brandix and Volta Fashions. etc.wears. Netherlands. vested with the objective of providing Industrial infrastructure through development of Industrial Parks and Special Economic Zones. Research Design In Primary data. Qualitative research through In-Depth Interviews & observation have been adopted.

• In terms of Volta Fashions. 3|Page .4 SCOPE AND LIMITATION - Scope • The aim of this project report is to unfold stepwise all process and complexities involved in Brandix and Volta Fashion. • It gives a detail idea of how different departments in an Apparel export house (BRANDIX) work in synchronization so that an export order is processed. 1.For external source we used the Internet website & published book. annual report. we faced a problem with the language used. and we could not complete the entire stretch of park.. • It also gives the process knowledge of Apparel park (VIZAG APPAREL PARK FOR EXPORT) Limitations • Time constraint in terms of visiting the parks.

Mr.CHAPTER 2: LITERATURE REVIEW 2. So far. and the only one of its scale and concept in South Asia” "I congratulate the Management of BIAC for developing this Park. Rosaiah on the event of the Inauguration of Brandix India Apparel City said. Mr. about 60. from its side has stood by its promise of providing jobs to the villagers. on May 3rd 2010. Konijeti Rosaiah inaugurated Brandix India Apparel City (BIAC). “Brandix India Apparel City is one of the largest textile industryspecific special economic zones in the world.1 BIAC – Brandix India Apparel City Brandix India Apparel City (BIAC) is a revolutionary development in the apparel industry. Government has also supported them by providing land and excellent infrastructure to allow a smooth flow in their operations. BIAC. which is located within the Andhra Pradesh Special Economic Zone (APSEZ) in Visakhapatnam at a grand ceremony. a unique. • Approved under Government of India‘s Textiles Ministry: Scheme for Integrated Textile Parks 4|Page .075 jobs to the rural people mostly girls. and when the Park is occupied fully. at BIAC. the factories operating within it have provided over 5. which will drive the Industrial development of the State.000 jobs should be available. K. it brings alive an Avant garde 'Fiber to Store' concept.” “The Government of Andhra Pradesh and Brandix has established this ‘textile and apparel’ Park under the Scheme for Integrated Textile Parks (SITP) Government of India” • Supported by an MOU with the Government of Andhra Pradesh. BIAC will bring together world class apparel chain partners from the design table to consumer brands in flawless integration. Hon’ble Chief Minister of Andhra Pradesh. integrated apparel supply chain city. Spread over 1000 acres in the port city of Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh. managed by Brandix Lanka Ltd. Hon’ble Chief Minister of Andhra Pradesh.

Under this scheme the government provides up to 40 percent of the cost of setting up the park subject to the limit of Rs 40 crore. Brandix brings 30 years of industry expertise and invites other world class experts to join its value chain to enjoy assured mutual benefits of investment. Government of India. The apparel park will be managed by a special purpose vehicle (SPV) named Brandix India Apparel City that is promoted by Sri Lanka. BIAC Vision Be the preferred global sourcing hub for apparel Conceived and nurtured by Brandix.based exporter Brandix.• Granted Special Economic Zone status by Commerce Ministry. highlights BIAC India's phenomenal synergies in the world of textiles. 5|Page . Sri Lanka's largest apparel exporter. To leverage India's immense potential for economies of scale and other robust business fundamentals in its fast growing economy. Lanka among other global textile and apparel manufacturers Brandix India Apparel City has been established under the government’s scheme for integrated textile parks (SITP).

India. leisure and other infrastructure. LIHL operates as a Private Equity Investment Fund with primarily a medium to long term investment term (2 to 5 years) although the duration may vary depending on the type and nature of investment. The short term focus will be on potential opportunities within Brandix India Apparel City (BIAC) in Visakhapatnam. LIHL is also open to other industries which support and synergize with the apparel value chain such as real estate. DEB Fashion.Companies such as Quantum Clothing. Pioneer Elastic India and Ocean India have already established set up their operations in the Brandix India apparel park. Mauritius) and Pioneer Elastic Holdings Ltd (Hong Kong). Seeds Intimate Apparel. “The Ministry has been making serious efforts to attract Foreign Direct Investment (FDI) into Indian textile industry and the Brandix India Apparel City is a shining example which would motivate similar and large scale FDI players into Indian textile industry” Funding Leading Investment Holding Ltd (LIHL) is an alliance of globally renowned partners in which the Brandix Group is the largest shareholder with management control. LIHL provides the following services: • Private Equity and Venture Capital Investments 6|Page . logistics. LIHL was formed to invest in companies that fall within the apparel value chain. Compagnie Mauricienne de Textile Ltd (CMT. The first investment fund was initiated in March 2008 with the acquisition of stakes in Ocean India (Pvt) Ltd (a knitted fabric mill) and Pioneer Elastics (India) Private Ltd (a narrow fabric elastic factory). LIHL was formed to invest in companies that fall within the apparel value chain. located within BIAC in Visakhapatnam. The longer term focus will be to invest within the South Asian subcontinent. LIHL would invest either directly or by arranging syndicated financing. The three other global partners are Jacob BAC (a subsidiary of Brandot).

Its smooth flowing verticality will ensure minimum lead times. 7|Page . the most critical competitive factor.• Project Appraisal • Financial Structuring • Syndicated Debt Financing • Synergies within our portfolio of investments • Expertise of our partners in the apparel value chain • Company Formation and Administration BIAC’S vertically integrated supply chain dramatically reducing lead time and costs. least cost. Andhra Pradesh is the 3rd largest producer of cotton in India this offers manufacturers a reliable and cost effective source of raw materials. BIAC is built on this premise. The dynamics of the apparel market demands the key value propositions of speed to market. Producing 3 leading labels • Victoria Secret • Pink • M&S BIAC provides unmatched value to manufacturers through vertical fiber to store integration which enables both garment producers and buyers to source all their materials requirement from within the park. flexibility & assurance of compliance. The area surrounding the park has a vast labor pool which is easily trainable and cost effective with low attrition rates. BIAC is positioned to be the preferred global sourcing hub for apparel solution. Units within the park can operate on triple shifts ensuring maximum utilization of capital assets.

As a further result 8|Page . BIAC’s seamless concept ensures that all needs are met.BIAC offers the total convenience of a fullyfledged industrial city with modern infrastructure including 'Plug and Play' for immediate production. BIAC displays a state of the art infrastructure. encompassing raw material sourcing to the shipping of final products all in one place The SEZ Scheme Role for BIAC BIAC which is envisaged to be a vertically integrated apparel supply chain city will be a duty free enclave and treated as a foreign territory for trade operations and employment in the apparel and textile industry. as well as comprehensive support to facilitate seamless and rapid start-up of operations. The breakthrough concept of seamless ‘Fibre-to-Store’ integration offers unmatched advantages for global apparel chain partners. BIAC provides business partners with immediate access to requirements all their from sourcing to transportation. Recognized as a Special Economic Zone (SEZ) by the Government of India. technology and efficiency that provides a platform for end-to-end apparel solutions. raw materials. An internal single window clearance facility enables speedier documentation processing and authorization from a single point. consumables and office equipment. It also enjoys a host of attractive financial and operational incentives for investors. recreational and township amenities and close proximity to key international gateways. Manufacturing units operating within BIAC will be exempt from customs duty on import of capital goods. The city will enjoy world class facilities and conveniences such as a training institute. Brandix India Apparel City is an ambitious example of innovation. banks.

of the SEZ status, manufacturing units will also be exempt from central excise duty on procurement
from the Domestic Tariff Area (DTA). Manufacturing units will also have full freedom for subcontracting

and

will be permitted
100%

Foreign

Direct Investment
(FDI) with full
and

free

repatriation
funds.

of
Since

BIAC

is

an

Income-tax

free

enclave,
manufacturing units will enjoy a 100% income-tax free benefit for the first 5 years of operation,
50% for next 5 years, and a further exemption of 50% for 5 years on reinvestment of 50% of its
profits. BIAC will have a single window clearance facility where units can get all clearances and
approvals and set-up operations from a single point.
Advantages of SEZ Schemes
External Infrastructure
Road connectivity to APSEZ is made available by a 4-Lane Road connectivity to a length of 7.5
KS from State Highway which is being extended to NH-5. AP PCPIR Expressway from
Gangavaram Port to Atchutapuram junction is being planned.
Water Supply to APSEZ is made readily available by 75 MLD of water from Godavari / Yeluru
source.
Power to APSEZ is made available from 220/132 & 33 KV Sub-stations.
Fiscal Benefits

Concessional income tax rate of 20% for a period of 15 years from the date of
commencement of commercial production as against present corporate tax 32.45%
9|Page

Units can import goods without payment of duty for manufacturing and operation purpose

Services tax is exempt

Procurement of goods from Domestic Tariff Area (DTA) without payment of duty

DTA sales are permissible (subject to duty), provided net foreign exchange earner

SEZ is a designated duty-free enclave and treated as foreign territory for trade operations,
duties and tariffs

Permit 100% FDI with full & free repatriation of export proceeds

Full repatriation of dividends

Full freedom for sub-contracting including sub-contracting abroad

Single window clearance facility for clearances

Units could dispose of rejects, scrap in domestic market on payment of duties

Natural Resource Availability in Andhra Pradesh
Cotton production in Andhra Pradesh

2nd largest cotton producing state

12% of country’s production

Cotton with long staple fibre

Energy

Adequate supply of coal from neighboring states

Water

Perennial water supply: Eluru Canal (source: Godavari river)

10 | P a g e

Brandix India Apparel City is the next generation of business development that encompasses all
aspects needed for any investor or partner to be able to setup immediately without having any
difficulty concerning infrastructure, amenities and utilities. Located in one of the biggest apparel
hubs in the world BIAC offers close proximity to cost effective labor, raw materials and resources
that are needed to create our ‘Fiber-to-Store’ concept.
In addition, BIAC enjoys numerous financial benefits provided by the government of India
which are extended to each and every partner that invests and sets up in BIAC.
Fiber - to Store concept: benefits all members of BIAC
 Placement of unit offers unmatched speed – an essential element for Apparel Industry.
Supply Chain Concept

‘Real Time Connectivity and Seamless Integration’

Delay in sourcing and receiving material.

All units connected with ERP network.

11 | P a g e

operating ease as well as environmental and socially conscious policies implemented far beyond the established standards. with all amenities and facilities provides Plug & Play Infrastructure where investors can simply setup shop immediately. no sourcing hassles. Total Convenience • No travelling.Right Cost . Effluent Treatment Plant The park common effluent treatment plant meets the strip test environmental standards and is capable of treating 56 million meters of effluent discharge per day which is then piped 9 kms and discharged off shore via 7. 12 | P a g e . • No increase in Power. No time waste • World class supply chain partner • Full-fledged industrial city.Most competitive price location • Benefits of Economic scale • SEZ – Fiscal benefits • Competitive utility cost • Efficiency & saving in front end cost • Centralized logistics • Banking facility • Common ETP & WTP.5 million USD marine outfall pipeline. Absolute Assurance • BIAC offers one of the most environmentally friendly locations to operate your unit. water & other cost for 5 years. It provides the best of both worlds.

compliance with the government’s environmental regulations. 13 | P a g e .Manufacturer’s need not conduct pretreatment process as the park will seamlessly meet the needs. Instead of the normal 1 year certification the parks environment management system has also gained ISO 14001 certification the 1000 acre from Vizag port and well connected through road & rail to other major ports. An onsite customs processing station ensures quick and secure logistics. Companies manufacturing within the park will have peace of mind because that guarantees. The national pollution control board has recognized this environmental commitment and has granted BIAC a 3 years consent for operations permit.

Water Treatment Facility Godavari river under 400 million liter rain water harvesting pond provides the park with an ample supply of water the ultra-modern water treatment facility in the park is capable of treating 60 million liters of raw water a day. 14 | P a g e .

15 | P a g e .

Power There is a continuous stable supply of power to all operating units with a dedicated 200 MW power substation. The Internal road system has been linked to national highway to allow for easy transportation of products to and from the nearby ports. Internal Road Network The 1000 acre facility has an extensive road network to allow for easy transportation of materials to and around the park. data. hotel rooms. mobile WIFIMAX broadband) facilities provided by BSNL. housing. The internal road system is 8 km long. Water Tanks Two overhead water tower with a capacity of 1ML each. Power is obtained from 3 different sources to minimize interruptions. Current Manufacturers in Apparel Park • Brandix Apparel India UNIT I • Brandix Apparel India UNIT II • Brandix Apparel India UNIT III • Ocean India • Seeds Intimate Apparel India (Synthetic) • Quantum Clothing (Inner wear and Men’s Shirts) • Pioneer Elastics 16 | P a g e . meeting spaces. 36 mtr wide fully carpeted. Telecommunication Tower Dedicated ICT (voice. recreation facilities. Non Processing Zone Over 250 acres of land dedicated to non-processing facilities including 120 acre green belt. It offers 33 KV of ready to use power right to door step of each operating unit. 4 lane main road with sidewalks and roadside greenery including 51 km of 24m wide secondary roads. and fine dining options.

• Shore to Shore • Vardhman Yarns & threads Ltd Product Focus: Phase I “Knits” Category Product Groups: • Knitted Undergarments • Bras • Innerwear/Yoga pants/T-shirts 17 | P a g e .• Thermax : Energy Solutions • Screenline Printing : Printing services • S&S Underwire for Bras • International Trimmings & Labels : Manufacturing tags & labels • Ribbest Ribbons and Bows (India) Pvt ltd: Manufacturing ribbon & bows.

New Units Being Aggressively Scouted – Phase 2 • Spinning mill • Yarn dyeing • Synthetic Warp knitting • Woven textiles • Garment Textiles • Accessory • Foam based cup moldings for brassieres • Lace Manufacture Tax Import Duties – Complete exemption of import duty on • Capital equipment including second hand machinery • Building structures • Raw materials • Consumables Trade Benefits: Duty free access into japan through the indo japan FTA. The company has a pool of designers. Volta Fashion products hold the credit for their excellent quality. pants. who are constantly busy trying to make the products itinerary versatile on every count. with a single minded motto of devotion to excellence in quality. beautiful prints and on time delivery schedules. delivery and price to suit all types of requirements and occasions i. etc. 2. Volta Fashion products range includes shirts. The company has promoted by technocrats with over a decade experience.2 ABOUT VOLTA FASHION Volta Fashions has years of solid grounding in manufacturing quality products.e. Volta Fashion 18 | P a g e . chain stores or wholesale. can it be for promotional or retail sale. ladies wears.

S. in the field of textile.. The trained skill-set Volta Fashion have include experienced pattern masters. to reach the top level of quality control. cost efficiency and Eco friendly. Mission To constantly work on developments by using world latest technologies. Vision The company aims to become one of the most important foreign investment groups in Asia. competitive prices and quality control are part of the most the successful results that Volta Fashions brings to its clients.. Netherlands. stain removing stations etc. Machinery Garmenting unit is equipped with hitch Japanese sewing machines and other essential supporting machinery like lay-cutting machines. 19 | P a g e . Goal • Volta Fashions Pvt Ltd will always look for the best management and people.export Volta Fashion products to Spain. U. France.A. supervisors and tailors who work as a team. To make contemporary quality garments.. steam irons. cutting masters. • To place the client’s fulfilment as a permanent target. Italy. Germany. Japan etc. • The customer’s satisfaction • With the above Volta Fashion will insulate Volta Fashion business against any possible global economic slowdown by higher customer centricity and offer increasing value added services and products. U. as well as the most effective machines. in order to respond to customer’s demands.K..

Department Machine Name No's Inspection Machine 01 East man straight knife machine 02 East man band knife machine 01 East man end cutter 04 Fusing Machine Hashima 1 Pinning table with laser NgaiShing 1 Kannaigaiser 1 Collar Trimming NAGAISHING 1 Cuff Blocking NAGAISHING 1 Automatic Pocket Creaser Machine MAICA 1 Placket Folding Machine MAICA 1 Front Placket Machine KANSAI 1 Juki single needle lock stitch machines(DDL 8300N) 100 Fabric Section: Cutting Section: Fusing Section: Mid Processing: Sewing Section: Juki single needle edge cutter machines With control panel and under 8 bed trimmer(DLM 5400N) Juki 5th over lock machines(MO 6716) 6 Juki button attaching machine(LK 1903) 1 Juki button hole machine(LBH 1790) 2 Kansai special machine (for shirts front placket)(DFB 1404 PSF) 1 Kansai special machine (for trousers waist band)(DFB 1404 WB) 1 Yamato 5th flat lock machines(CF2300M) 6 20 | P a g e .

Juki bartack machine(LK1900) 3 Durkopp adler single needle (UBT) machines with control panel 16 Durkopp adler eyelet machine 1 Nagashing snap button machine(NS 45) 1 Juki feed of arm machines with puenamatic roller(MS 1190) 4 Kanasai special machine for pocotting(PX 302) 1 Ramsons and silty bottle ironers 8 Teressure bling hemming machine(BS 101) 1 Juki double needle lock stitch machine(LH 3168) 3 Juki double needle lock stitch machine with split bar (LH 3100) 3 Body Press VIET 1 Collar/Cuff Pressing VIET 1 Semi-automatic folding table VIET 5 Steam Boiler With pressing table RAMSONS 5 Stain Removing systems RAMSONS 1 Thread sucking Machine RAMSONS 1 Finishing Section: Compressor Production Capacity A well-equipped garment unit. planned and well stich infrastructure forms the backbone of the garment business processes at Volta Fashions Pvt Ltd Apart from Volta Fashion garment unit. Volta Fashion also deal with suppliers of garments who regularly work for us. 21 | P a g e . Volta Fashion use sophisticated machinery and processing methods to meet the customized requirements of Volta Fashion customers. This enables us to meet timely-dispatches and bulk orders. These processes enhance the durability and the look of the garments products.

Proposed Production P/D by May 2011 9000pcs For full sleeve shirts with matching 1500 pcs. and produce samples periodically 22 | P a g e . Volta Fashion regularly make proto and salesman samples. Moreover are develop new varieties of fabrics at regular intervals in order cope up with international fashion trend.Per day Production Capacity For half sleeve shirts 1500 pcs. Proposed Production P/D by May 2011 6600pcs Sample Unit Volta Fashion have well established separate sampling division with experienced pattern masters and sample co-ordinators to achieve the quality samples as per international buyers requirements in time.

The Interviews which we have taken are recorded. observations. This section includes details about interviews. 23 | P a g e . Our primary research involves collecting data about operations. Data is collection method is qualitative via interview and observations and quantitative via survey forms. techniques and general information directly from the employees of the Apparel Park. 3. The survey is divided in three categories Apparel Cluster Survey. Andhra Pradesh. surveys.CHAPTER 3: PRIMARY DATA ANALYSIS We have visited two Apparel parks Brandix Apparel India and Volta Fashion which are located in Vishakhapatnam.1 THE OBSERVATIONS The observation part is consisting of written notes which we have taken by observation and during the induction part. Customer Perception and Retailer/ Buyer Survey. and analysis. The observation is done by taking notes in written format while going through the induction part.

Sri Lanka's largest apparel exporter. BIAC offers the total convenience of a fully-fledged industrial city with modern infrastructure including 'Plug and Play' for immediate production. the most critical competitive factor. a unique. flexibility & assurance of compliance. BIAC’s seamless concept ensures that all needs are met. Its smooth flowing verticality will ensure minimum lead times. Spread over 1000 acres in the port city of Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh. BIAC is built on this premise. The city will enjoy world class facilities and conveniences such as a training institute. An internal single window clearance facility enables speedier documentation processing and authorization from a single point. Recognized as a Special Economic Zone (SEZ) by the Government of India. Brandix brings 30 years of industry expertise and invites other world class experts to join its value chain to enjoy assured mutual benefits of investment. The breakthrough concept of seamless ‘Fibre-to-Store’ integration offers unmatched advantages for global apparel chain partners.1. least cost. managed by Brandix Lanka Ltd.3. Conceived and nurtured by Brandix. banks. To leverage India's immense potential for economies of scale and other robust business fundamentals in its fast growing economy. BIAC displays a state of the art infrastructure. BIAC provides business partners with immediate access to all their requirements from sourcing to transportation. encompassing raw material sourcing to the shipping of final products all in one place 24 | P a g e . The dynamics of the apparel market demands the key value propositions of speed to market. recreational and township amenities and close proximity to key international gateways. Brandix India Apparel City is an ambitious example of innovation. BIAC will bring together world class apparel chain partners from the design table to consumer brands in flawless integration. it brings alive an avant garde 'Fibre to Store' concept.1 BIAC Brandix India Apparel City (BIAC) is a revolutionary development in the apparel industry. BIAC highlights India's phenomenal synergies in the world of textiles. It also enjoys a host of attractive financial and operational incentives for investors. integrated apparel supply chain city. as well as comprehensive support to facilitate seamless and rapid start-up of operations. technology and efficiency that provides a platform for end-to-end apparel solutions.

with all amenities and facilities provides Plug & Play Infrastructure where investors can simply setup shop immediately. raw materials and resources that are needed to create our ‘Fiber-to-Store’ concept. amenities and utilities. o No increase in Power. • ‘Real Time Connectivity and Seamless Integration’ o Delay in sourcing and receiving material. o Placement of unit offers unmatched speed – an essential element for Apparel Industry. Located in one of the biggest apparel hubs in the world BIAC offers close proximity to cost effective labor. • Right Cost . In addition. • Total Convenience o No travelling. no sourcing hassles.to Store concept: benefits all members of BIAC. • Absolute Assurance 25 | P a g e . o All units connected with ERP network. • Fiber .Most competitive price location o Benefits of Economic scale o SEZ – Fiscal benefits o Competitive utility cost o Efficiency & saving in front end cost o Centralised logistics o Banking facility o Common ETP & WTP. water & other cost for 5 years. BIAC enjoys numerous financial benefits provided by the government of India which are extended to each and every partner that invests and sets up in BIAC.Brandix India Apparel City is the next generation of business development that encompasses all aspects needed for any investor or partner to be able to setup immediately without having any difficulty concerning infrastructure. No time waste o World class supply chain partner o Full-fledged industrial city.

and a Rainwater Harvesting Unit for production purposes. a Water Treatment Plant which recycles and purifies water to drinking standard. 26 | P a g e . It provides the best of both worlds.o BIAC offers one of the most environmentally friendly locations to operate your unit. o Industrial units within the park can make use of the multi-million dollar Effluent Treatment Plant for responsible sewage discharge.operating ease as well as environmental and socially conscious policies implemented far beyond the established standards.

• 2-3 yrs.Printing • Receipt of Print Designs from customer • Color separation by using AVA color separate software ( from UK) • Each color will have different screen • Colorwise design will be separated • Engraving will be done through Laser (Laser engraving will be done then chemical coating on roller and machine engraving) • Screen supply for printing • Printing screen roll – Cost Rs.10$ • Roller cannot be reused. fashion repeats • Dyes – only pigments dyes are used here 5’s Of Brandix 27 | P a g e . if the same design repeats they will use the roller from design bank. they will store the roller in design bank.

40 days to complete on order SMV – 3.• To identify the problem • Know the standard • Activity standard should be fixed • See the difference • Eliminate the inventory • US TEAM – JAPAN TOYOTA FOR LEAN PROCESS 7 Types of Waste:• Transport • Inventory • Motions • Waiting • Over production • Over processing • Defects Activities will be checked & they will eliminate waste • Goods receipt note • Value screen mapping • Dispatch 30.5 minimum to finish one garment Past planned efficiency – 60% Present planned efficiency – 80% Value added activity: When the person start to work on fabric from cutting till sewing (employees involved in work for core product) Non value added activity 28 | P a g e .

gujrat& AP) • Major fabric supplier for Brandix – Ocean India from srilanka They exports to US & UK not having business with India UNIT 2 – Exclusive for M&S • Main Production – Vests • 3100 employees (both shifts) • Production output – 1002000 pcs /day • Decentralized management • 11 operation and 2 modules(1 module – cut to pack & quality checking) • Total 12 modules • 7 plants in srilanka • Brandix is vertical integration( If customer demands materials from abroad they will import from outside) Turbidity Testing 29 | P a g e .goods from china • In-house transportation • Layout plan (Initial it was 22 now it reduced to 11) Brandix Facility • Ginning and spinning is not in-house • Yarn procurement from outside supplier( cotton suppliers from maharastra.• Receipt of fabric from supplier • Storing the goods • Quality checking Problems faced by brandix • Huge cost on transport – • Lead time .

Rs. First factory in BIAC Brandix Apparel India UNIT II 30 | P a g e .83 • Colour – 768 • COD – 292 mg/litre Treated Effluent • Ph – 7.02 • Sedimentation – Ph-7.48 Effluent TP: • Ph – 10.42 maintained • Colour – 4192 If Chemical oxygen demand increases oxygen demands – 584 mg/litre and Chemical oxygen demand should be less than 250 ( standard) Sedimentation • Ph – 7.• Raw water – Ph – 8.35/litre 3.Ph – 7.2 Operational Units Brandix Apparel India UNIT I Single largest ladies underwear manufacturing factory in India.12 • COD – 147 mg/litre Cost of treatment .54 • Sand filter .1.

Brandot & Mast Industries (USA) and Clover (China) Managing Director . printing & finishing operations Seeds Intimate Apparel India (Synthetic) A four way joint venture between Brandix (Sri Lanka).Dave Rana Singhe 31 | P a g e . products – Underwear (ladies) Brandix Apparel India UNIT III Manufacturers of Lounge wear (Yoga + T-Shirts) Ocean India Product: Cotton and cotton/lycra circular knitted fabric Fully equipped testing lab Knitting. Land allocation 15 acres.Current manufacturers hosted by BIAC include Brandix apparel India. dyeing.

Thailand and India. They are certified in ISO 9001.Primarily for VS bra Production Quantum Clothing (Inner wear and Men’s Shirts) Quantum is the largest hosiery suppliers to Marks & Spencer UK and was formed in 2000 with the management buyout of Coats Viyella. With three state-of-the-art manufacturing facilities in China. A Quality Management system. and Oeko-Tex Standard 100 and have been internationally recognized for its high quality standard. Combining with the strengths of their computerized production equipment’s. Quantum Clothing’s policy is to offer its customers high standards of quality in all of its products. based on the requirements of ISO9001-2000. 32 | P a g e . ISO18001. their monthly production exceeds 50 million meters. Pioneer Elastics A Hong Kong based company manufacturing narrow elastic for intimate wear. advanced operation and management system. and sportswear. Pioneer Elastic is the perfect source of narrow elastic. underwear. and an on-going audit monitoring program ensures continuous improvement throughout their business and help to achieve the financial performance they have targeted. ISO14001.

Thermax : Energy Solutions Screenline Printing: Printing services S&S Underwire for Bras Manufacturers of Underwire for Bras International Trimmings & Labels: Manufacturing tags & labels Ribbest Ribbons and Bows (India) Pvt ltd: Manufacturing ribbon & bows. Shore to Shore 33 | P a g e .

20.250 acres • Turnover: 550 million USD Marks and Spencer • 80% Innerwear and 20% V neck vests • 3000 employees • 1.000 pieces of production per day • Follows cut to pack module ( including quality check and packaging) 34 | P a g e . 7 are large • 15000 people.Vardhman Yarns & threads Ltd Dyeing of Sewing Threads Brandix facilitates: • Vertical integration • Speed.Environmental Friendly location Statistics • 13 operating units. 11500 women • 35% CGR • Processing Zone.Economies of Scale • Conversion. minimum lead time • Assurance.Government supplies and policies • Innovation.Plug and Play.for value chain partners • Value.750 acres • Non processing Zone.

This is usually because of working with oversize batches. 35 | P a g e . a process that only costs you money and makes nothing for you.• Development merchants of the company does the pricing and quality. long lead times. • Motion o Unnecessary motions are those movements of man or machine which are not as small or as easy to achieve as possible. after all even robots wear out. • Over production o The most serious of all of the seven wastes. Excessive travel between work stations.( waste integration) 40-50% efficiency to 60-80% efficiency • IU – Instant underwear has a turnaround time of only 15 days from cut to pack Identified 7 types of Wasteful activities: • Transportation o Transport is the movement of materials from one location to another. Why would your customer (or you for that matter) want to pay for an operation that adds no value? o Transport adds no value to the product. shipping done on Fridays and Saturdays (along with samples) • Generally takes about 30-32 days • Method of Lean. you as a business are paying people to move material from one location to another. Overproduction leads to high levels of inventory which mask many of the problems within your organization. by this I mean bending down to retrieve heavy objects at floor level when they could be fed at waist level to reduce stress and time to retrieve. o All of these wasteful motions cost you time (money) and cause stress on your employees and machines. this is a waste as it adds zero value to the product. the waste of overproduction is making too much or too early. poor supplier relations and a host of other reasons. The waste of Transport can be a very high cost to your business. you need people to operate it and equipment such as trucks or fork trucks to undertake this expensive movement of materials. excessive machine movements from start point to work start point are all examples of the waste of Motion.

perform processes that are not required by the customer and so forth. it needs space. use small appropriate machines where they are needed in the flow. as such it is one of the most serious of the seven wastes or 7 mudas of lean manufacturing. • Defects 36 | P a g e . every piece of product tied up in raw material. the philosophy of Just in Time (JIT). In addition to the pure cost of your inventory it adds many other costs. inventory feeds many other wastes. delays and so forth. working to tolerances that are too tight. In lean. one of the main principles of Lean Manufacturing. small is beautiful. it needs packaging and it has to be transported around. o The Waste of Waiting disrupts flow. o Inventory has to be stored. however many companies work on the principle of Just in Case • Over processing o The waste of over processing is where we use inappropriate techniques. or waiting for a delivery from a supplier or an engineer to come and fix a machine? We tend to spend an enormous amount of time waiting for things in our working lives (and personal lives too). o One of the biggest examples of over-processing in most companies is that of the “mega machine” that can do an operation faster than any other. work in progress or finished goods has a cost and until it is actually sold that cost is yours. not break the flow to route through a highly expensive monstrosity that the accountants insist is kept busy • Waiting o How often do you spend time waiting for an answer from another department in your organization.o The aim should be to make only what is required when it is required by the customer. oversize equipment. All of these things cost us time and money. • Inventory o Inventory costs you money. this is an obvious waste. The waste of Inventory hides many of the other wastes in your systems. but every process flow has to be routed through it causing scheduling complications. It has the chance of being damaged during transport and becoming obsolete.

Every defective item requires rework or replacement. • Other wastes o Waste of Talent. gas. o Wasted materials. We still tend to operate within a command and control environment and take little real notice of what our employees really think and what they can contribute. better to prevent than to try to detect them. it creates paperwork. Your employees are your greatest asset by far and can help you to drive out many of the other wastes. it wastes resources and materials. o The Waste of Defects should be prevented where possible. This is an issue that many of our companies in the West fail to address. implementation of pokayoke systems and automation can help to prevent defects from occurring. Quality errors that cause defects invariably cost you far more than you expect. 37 | P a g e .o The most obvious of the seven wastes. failing to make use of the people within your organization. water. and it can lead to lost customers. o Waste of resources. Not only does this waste cost you money it is also a burden on our environment and society as a whole. too often off-cuts and other byproducts are just sent to landfill rather than being utilized elsewhere. failure to make efficient use of electricity. although not always the easiest to detect before they reach your customers.

FORM or FUNCTION is a value added activity. non. planning tools and effective integration of KPIs and metrics to measure & monitor performance for operational excellence. Procurement & Inventory Optimization of re-ordering. web based file directories and automated manual processes that eliminate non.support through implementation auditing. Our business improvement offering at Brandix includes improvements across: Order to Delivery Workflows Creating efficient workflows through optimized processes. the others need to be reduced – Main component of Lean Lean Six Sigma is a results-oriented approach to improving processes across the organization.a powerful engine created for improving quality.Any activity that changes the WIDTH.value adding and time consuming activities Wastage and Overheads Reduction 38 | P a g e . performance indicators and other critical organizational information through relevant and accurate insights Accounting Transaction Processes Improved performance and control of the administration of finances via redesigning and automating the manual. delivery status. Brandix Lean Six Sigma consultants are focused on ensuring that all business improvement initiatives achieve results . efficiency and speed in every aspect of your business. follow up and freight planning through planning tools and real time insights of the production process Production Efficiency and Cycle Time Implementing ideal processes with supporting tools such as centralized data cells. It combines by integrating the tools and processes of Lean and Six Sigma .value adding tasks and reduce unnecessary communication between departments KPI’s and Dashboards Bringing greater visibility of day to day operations such as shipment due dates. maximizing capacity usage. Planning.

Tommy Hilfiger) o Decathlon o Jockey • Store 15 days’ worth of inventory in fabric and 30 days’ worth of inventory for yarns • Price of the fabric varies from $6/kg to $14/kg depending on the finishes and prints and end product quality • The dyeing machines are imported from China whereas the knitting machines are sourced from Taiwan 39 | P a g e . 20 tonnes per day • 60% of the production is supplied in BIAC and the rest is exported • 200 different varieties of fabric • Single jersey.70 days • In emergency about 15 days (instant underwear) • Circular knitting. re-designed shop floor layout to streamline the workflow and limit waiting time and resource wastage.Lycra.Infotech . cotton.Wastage reduction presents the best opportunity to gain savings and improve the quality of operations. Benefits of Lean Manufacturing • Significant bottom line cost savings • Improved quality of product or service as perceived by internal and external customers • Improvements in the Cycle Time and Delivery Efficiency • Quality driven attitude and approach by staff Ocean India • Order to shipment. local spinning mills • 76 knitting machines. CVC. We help achieve this through reduction in overall delivery cycle times. Mélange • Yarn. better visibility through easy to maintain job status tracking. double jersey and interlocks • Supply to o Limited Brand (M&S and Victoria Secrets and Pink) o PVH ( CK.

Dyeing • 20 tonnes per day. buttons. furnace oil. as well as activities related to improving the physical product or process and market and consumer research. Actually Brandix has buyer wise product development team. 1 month productivity 3. cut production costs. • Design o This stage includes Brandix that offer aesthetic design services for products and components throughout the value chain. water and electricity supply are indirectly support to the production Most of time Brandix 40 | P a g e . hangers. • Inbound: o This stage refers to the inbound processes involved in purchasing and transporting textile products. Raw material such as Fabric. Design and style activities are used to attract attention. polybags. sewing threads are commonly used to manufacture and finish a garment and components such as parts of the sewing machines. and give the product a strong competitive advantage in the target market.570 crores. Still brandix has low involvement in this stage. Rotary and linen out HUD HUD. labels.3 Supply Chain Management When considering present value chain activities of Brandix six distinct value-adding activities can be identified • R&D o This value-adding function includes Brandix that engage in R&D. zippers. 13 dyeing units • 1000 kg one machine • AVA color operating software • CAD FILE-----color separator-----laser engraving • One screen up to 10.000 meters and 12 designs for 6 months • 2-3 years fashion repeats • Types of prints: Pigment. improve product performance. Still brandix has low involvement in this stage. cartons.1.

woven and knitted fabric and host of apparel industry accessories. Hong Kong and China. • Operations o Production/Assembly/Cut. The cut-and-sew classification includes a diverse range of establishments making full lines of ready-to-wear and custom apparel. It includes physically transporting products. Sometime Brandix performing cutting or sewing operations on materials owned by others. o For the manufacturing brandix has been using lean manufacturing and modular systems. Pakistan. o Each plant has their own fabric and trims store. technical department. cutting department. • Outbound o Brandix after apparel is manufactured. Brandix has one warehouse in every manufacturing plants. Sometime Brandix sourced raw materials from India. 41 | P a g e . The group specialized in manufacturing casual bottom. Logistics can involve domestic or overseas coordination. All the foreign raw materials merchandize as a FOB orders. as well as managing or providing technology and equipment for supply chain coordination. Like do some packing activates in warehouses. underwear. Trim: Brandix cuts and sews woven or knitted fabric or knit apparel directly from yarn. All Brandix apparel manufacturing plants going under higher efficiency its help to reduce production lead time. Productions starts after doing the pilot run and it helps to minimize measurements and other quality related issues. Brandix can purchase textiles from another establishment or make the textile components in-house. Most of time brandix do free on board orders that time have to responsible for outbound logistics activates also. bras. intimate apparel. In Brandix has anther additional group called Brandix logistic to control and advice for unbound logistic activities o Most of the raw materials are sourced from within the group raw materials suppliers. sewing floor and ironing and packing department.can’t produce all raw materials under one roof. Sometime Brandix responsible for value-adding activities outside of production. Make. lounge and sleepwear.

Also defectives are found by them in the final inspection as well as their auditing point before send to retailers. the SCM requires the continuous exchange of information. In India. When consider Brandix the supply chain is actually made up of five important components of plan. coordinating with suppliers and ensuring timely distribution of goods are some of the key functions covered by supply chain management (SCM). including activities such as branding or advertising. various local apparel manufacturers and businesses are employing different innovations so as to operate successfully. finance and materials between and within the members of the chain. and deliver. This function includes all activities and companies associated with pricing. Brandix has additional group for monitor all logistic activities. It also includes three flows which are cash. Buyers. return.. source. inventories. product and information within the chain. We have to replace the shortages to avoid dissatisfaction.o Internal logistic activates and Shipping is done by third party logistic supplier and there is a separate supplier to deliver the containers to the ports and to handle documentation work. These elements of the SCM also make this business aspect challenging to implement and maintain. The Brandix is one of company those who have been applying this strategy. and distributing a product. • Services o This includes any type of activity a firm or industry provides to its suppliers. typically as a way to distinguish itself from competitors in the market. As a dynamic process. . the apparel industry is one of its important and highly contributory economic sectors. hence. storage. make.Through these components and members. selling. or employees. Further to that we are claimed discounts for poor quality products. In Sri Lanka brandix buyer wise brandix has marketing teams. 42 | P a g e .. Managing the production of the company's good and services. the Brandix management of the supply chain allows efficient inventory control. monitoring. London and Hong Kong. • Sales and Marketing o Brandix has marketing departments in New York.

documents. o The data model and data dictionary of the TMS should thus support a wide and diverse range of interactions. and contracts at inter-enterprise generic levels  Commerce to support and create transaction sets.Brandix Supply Chain Network Brandix Supply Chain Management Functions • Transport management system o Transportation involves many different parties within and outside a company who are required to routinely share information and ideas. The combination of these robust system infrastructures and collaborative applications should enable the user to perform 43 | P a g e . execution. Brandix use fully functional transportation management system should provide the basic components of a shared information system to support:  Content such as rates. Specially involves some foreign countries also. roles. and information exchanged to facilitate the booking. routes.

The company focuses greatly on the control of its operations and the quality. This is the consequence of vertical integration and company seeks highest quality at every stage of production. SRM also includes interactions with the supply base throughout the full lifecycle of processes from design through to fulfillment. paper-less. • Supplier Relationship Management o Brandix supplier Relationship Management is a relatively new way of categorizing software–born out of the concept that you have customer relationship management systems for managing customer-facing processes. Now our lead time depend on 90 days to 10 days. this is quite rare in the Sri Lankan apparel industry. • Operations –manufacturing o Manufacturer bears the responsibility over the production of items according to the requested quality and the shipment of the right quantity to the right place on the right time. supported by real-time. manufacturing.The heart of SRM is sourcing and procurement. and analysis of transportation movements. Brandix has falsities to complete all manufactures process within 10 days also. and settlement.all necessary functions involved in the planning. enterprise resource planning (ERP ). enterprise resource planning (ERP) systems for internal processes and SRM for both supplier-facing processes and managing the supply base. Actually now Brandix use Fast React software to there . Operations lead time depend on buyer requirement. The combination of systemdirected operations. A lot of value addition is there for the items produced since sourcing is done locally unless it is an exceptional case. which differ from their internally-focused ERP counterparts primarily in that the SRM modules have a much greater emphasis on integrating and connecting with the suppliers. and interactive information 44 | P a g e . • Warehouse management system o Brandix warehouse management system (WMS) provides database and user-level tools in order for a company to optimize its storage facilities while at the same time providing user level task direction and activity support. execution.

It manly effect to our value chain. That time brandix has to import raw materials form foreign suppliers. • Demand management systems o Today Brandix has moved beyond the narrow concept of statistical forecasting to encompass both global and cross enterprise trading partner processes. and create consensus) with the network of trading partners. Challenges in the SCM • Shrinking lead times o Brandix identified rapidly shrinking lead times as one of the biggest challenges for the apparel industry. merchandising. measure. It also means evaluating results and creating learning cycles where the market. When come new style for manufacturing plant they take some learning curve to come high efficacy level. control. simulate. The growing demand for ‘instant gratification’ by trend-driven consumers could result in manufacturers being given hours rather than days to deliver new designs within the next 18 to 24 months. and report on distribution operations. demographic. • Not enough capacity for own raw material suppliers o Brandix own raw material producers can’t supply total garment manufacturing capacity of brandix. the real-time nature of today’s business requires that rapid feedback from markets and adjustments to demand assumptions are propagated through the supply chain to improve delivery and cost performance. and collaborating (communicate. and economic assumptions are evaluated and improved upon to constantly improve the performance of the chain. o Demand management means identifying and creating demand (marketing. • Increasing no of style changers o With is short time of period styles and designs are changing. Because this situations operations side can’t do manufacturing products in high efficacy. As an example if import yarn and our 45 | P a g e . and life cycle planning).systems will provide warehouse management and personnel with the tools to direct. including geographic. pricing. In addition. and promoting). modeling (forecasting.

- Per day production – 250 pcs - Total no of machines – 2500 46 | P a g e .1. dealing with lot of logistic companies those are the main reasons for logistic problems. has to maintain minimum stock as they widely used. Internal and external logistic problems increasing now day by day. Some raw materials such as packing trims are not in housed on time and unfinished goods are remaining at packing. suppliers are able to send anything they produce as they do not get any feedback.4 Volta Fashions Pvt. There is an issue in production planning and as result delivery are not met on time. Our customers’ requirements. • Demand forecasting problems o Poor demand forecasting. Lack communications.Software used . So. Raw materials such as interlining. • Logistics problems o Brandix has large number of logistics problems. In this fabric mils low capacity problem we had to export fabric from our suppliers it effect to our value chain. non-skill human resources. Sometimes they are not available and it affects to production. • Inventory management problems o Poor inventory management. • Poor flow of information o Poor flow of information in both forward and backward in the supply chain. information and specifications may not pass to manufacturer/ suppliers and quality issues of the raw materials also not been informed to suppliers. WIP in embellishment division is higher and as a result garment finishing cannot be done as scheduled 3.Rich peace and Gerber - The operation units has 6 line and each line has 40 machines which follows specific style assigned.factory produce fabric mean can add some ting to our value chain. Sometime above details not pass within group suppliers also. Ltd - CAD . Logistic and transportations problems effect to the on time delivery.

Buyer will give you samples to various companies like srilanka brandix.1 Production Unit 1 The standard time SMV . there is factory managing. So normally every Friday-Saturday is our shipment day. There will be less work in progress in the module. the moment order is placed here. the logic is that we do at least 80-90 percent improvement. to ensure that the product flows smoothly –that was the ideology why we came up with this. Allen Solly. 3. so they will play for both and we should give a better pricing to get the order with the quality.2. There are people who sit over there and they lie with the customer. but in a normal scenario no module will hit them. In a nutshell that is how that happens. The order will get shipped out on those 47 | P a g e . some will go to Srilanka.2 THE INTERVIEW/ RECORDINGS: The interviews are taken during our Apparel Park visit and the recordings are taken as per their permissions. LP. M&S are the two number one competitors in this business. marketing you manage. So why you do that development to give a price for the product. - The recent export has done to West African country Mali. - The current production was going on for Bangalore head office. so once you get the things approved the bulk order will come to you. in our cluster we have 9 factories so some modules come here. so obviously we want around 40-50% efficiency-2mins it takes 4 mins – 50 % advantage. normally when you do the manage. a standard time the product need to be completed. some modules gone to Srilanka. So obviously those are the products that will develop by the development merchant with the samples. US Pollo. So based on that we get all the R&D. at least by the end of the financial year-end march or at least April-the entire package should be. so he’ll do the sample. The Plant right now I running around 12 modules. So based on the plant capacity. Suppose there is a development merchant. Van Heusen. as in all the module should be lean. With factory planning we identify which particular style will run on which particular module and whatever is the time duration. Dressberry.4 days lead-time - The brand they have undertaken for productions are Leblanc. so obviously they are front end planners so they will identify these orders will go to India. and Pepe. It’s not simply the price. so we have a layout. DNMX. Ragger koors. so they will tell you that these are the products that they want it to be done.- Sample approvals . our plan is. 3. so then the production starts.

we have now labor supply. Whatever the things required to produce-the garment should be within the series. We are shipping out directly to M&S UK…we get 48 | P a g e . if they are convinced…. Park is not fully operational. But the problem is the customer places an order. you have a spinning mill then you need a ginning mill……………… 3. So under essential cluster we have VI1 VI2 and 7 plants in Srilanka.brandix as a whole. and then bra will be a different product.. then we have Vardhaman thread….we have to import but in the long term. Not half. no marketing guy sit here they will put in the head office and VS order will go to one. casual wear. may not be available. our customer what he wants. when the customer comes then we will be able to elaborate all the supply chain.self-sufficient apparel theory on a concept Vertical integration right now if I tell you we have a fabric mill. few M&S order will go to srilanka. We ship-out from here to the end customers but order comes through Colombo. Essentials will mainly consider all inner wear.days. So here there is no merchandiser. This cluster belongs to brandix essential.2 Production Unit 2 M&S is a permanent customer. The order will be placed through the head office. you should ensure that all the supplies are kept that is why the vertical integration concept had come. he demands some level of quality so he gets a particular label from his company. Park is set by brandix. we don’t directly take order. we do a business on the (Brandix) group level.quality and he wants on time delivery. Park will get fully operational…. there is another plant in Colombo. M&S order will come here. you have …like that goes cluster wise. you need pinning mill. So then likewise it goes. The concept of Brandix coming to India ensure.5 years down the line could not import anything…you need yarn. to have the one time delivery your supply chain should be so perfect. So half comes here half goes there. Factory-how we functions. one third goes there. Likewise we have bra cluster. So to certain extent integrations is there.2. Vertically integrated inside the park. then we have a print.around 550-600 million dollar business we do. Right now we are on 7 factories here in India.. Yes. Essential entails all innerwear. Two third comes here. Brandix Apparel in Colombo from their it gets split to the clusters. Intimate Apparel. So our Cluster does 220 million US Dollar business (Brandix Essential Cluster). To understand further we can say. you have intimate cluster. Brandix as a corporate we are falling under the cluster called brandix essential. Main is the product category. They give season advance order. Not only here.

the point that they raise to you form that point of time through the value stream the raise also starts. independently involved CIFT. Others are like pure waste. You can’t put anything for the domestic market. They will ensure product quality as per the. M&S Bangalore has nothing to do inside. We identify even type of major waste: 1) Transportation: 2) Inventory 3) Motions 4) Waiting 5) Overproduction 49 | P a g e . When customer places an order.necessary.export to be hindered. they will mostly work with the like Bangalore team on the quality aspect. It should be rework if there is defect. So if they found the parameter to go beyond.. We have some reject percentages. APL or whatever. Lean is manufacturing system which addresses the waste elimination throughout the value stream from beginning to end.. But they will not get involved with order quantity. there are nominated shipping lines. this container will go to the port. CIFT (dept.conforming to the quality they prescribed. So these auditors come and they have to check the quality. They have the independent right to fail the order at the end checking. from there. When we take an activity. That will come from Columbus.you do some activities that don’t add any value to the end product given to the customer but you must do that because you can’t move the part over there. so our responsibility ends the moment we load the container on to the ship. That is the M&S India office..) are people who will be like the customer. Nothing like that. 3. We start up lean 8 months back.order from FOBs…our logic is that we should manufacture the stuff and then we should get loadedcontainer. There are three at least hall ticket points.. you need to recheck hundred percent and they need to rework.3 Lean Process Lean is basically needed for our factory. so from there on it is their responsibility. So obviously from the factory anywhere Colombo. Srilanka. If they come they will come only to audits. 3 % random checking on the whole…100% here..2.. Everything under Special economic zone should be 100 %. Yes you can do domestic but very less percentage. 60 to 80 percent…so the value added will be only around 20 percent so. So the next process we call that necessary and value added.

we grew to 70.unloading and GRN. Lean plan was 60-65 percent. Now if you have a machine. downtime. Downtime is the opposite. at a lower cost.6) Over processing 7) Defects So you identify the waste throughout your value chain. Now if you are a customer. So consider we are a customer. Right? And also for the fabric quality and then the accessories.5mins. if you go and buy a T shirt. Once you do the value stream mapping and also you can identify what are the value added activities out of that and what are the pure waste.likewise we make the value stream map. which is supposed to run 10hours a day and you run it only 5 hours due to breakdown or something else. If you take our total value stream we take around 30 -32 days to complete the total order. then also again as a customer you will be frustrated. You can see sticky note for each process. so here. now we plan to reach 80 percent. so the uptime is 50 percent. for what you will pay? You will pay for style shape and the pattern. and when you go and see that you like one T-shirt but the size you want is not available. from that we describe how much activities we have to conduct and what are the essential activities. a businessman. But if you take the SMV (Standard Minute Value) of one garment. supposed to be taken for one garment is average 3. 20 percent buffer for human inefficiencies. how much time will it take-what is uptime. you don’t have work. So the three things a customer wants is: 1) On time delivery (it should be available) 2) High Quality 3) Lower Price So when you get . that’s the first step we do. what do they want? They want: 50 | P a g e . So when we start the lean journey. from the GRN (Good receiving note) when we receive our raw materials. Now we didn’t consider the front end activities since they are happening in Srilanka. What we want is good quality garment (high quality) . what we did first is do our value chain mapping from starting to end. say bow whatever things there are and then you pay to the stitched garment.

put it to the racks. problem solving approach. But the fit still hasn’t changed. Identifying the value added activity is very important because then you start seeing all others as waste. But after all anything happen to the fabric till now? Nothing. Certain type of tools. Size. GRN. Then you pass it to the sewing operater. TPM. the fit started to come. Quality checker checks..Then they start stitching. 51 | P a g e . Does anything change in the garment? No. Once you can identify then you think how to eliminate. Example: we bring fabric rolls from a fabric mill. Did the fit change? NO. You have certain entries and everything. So for that you should know first what the standard is.these are value added. Value added is from the point a person starts laying the fabric and start cutting. they keep under the cutting tables in order to cut. bring it down. Systematic Problem Solving. Then again it goes to the check table. So keeping this in mind. So cutting and sewing are only value added.Total Preventive Maintenance (how to predict the machine breakdown earlier and stop the breakdown before it happens) So lean is waste elimination. except the last one.one more important thing is surfacing the problem –to identify the problem. Shape is changed. Definition of problem is the difference between standard and the actual. The activity that we do change the fit. lift the trolleys. then you go to problem solving approach you need to. So quality checking is also a non-value added activity. form or function of the raw material. There we start the lean: elimination of waste. for that we need cultural changes. To achieve what customer wants and also the customer willing to pay for that then we can say that is a value added chain. what is value added. Function not change. What happens is you change the form. So till cutting table everything is non value added. Like 5 S (arrange an orderly work place). For that you need to know the standard. location then keep in maintaining then raising the dockets after that issue to the cutting section . we store it in our fabric stores: we have a lot of manpower . Then you have ten step Problem Solving. form or anything not change.1) More Profits (means sell it to higher price) 2) Lower Cost 3) Continue Business ( a person who comes today has to come again after three months or so) The customer wants exact opposite of businessman.

The moment you reduce the inventory the problems coming up every time. Forces the person to give a permanent solution to the problem initially we were using 13 operators for single line production now we reduced it to 4 to 5 operators. 3. So to identify the problem. having a production 52 | P a g e .earlier: from first operation to next operation it was 30-40 pieces WIP. Initially.good enough. we need to eliminate the inventory first. The business is registered since 2006 under the name of Brand India Apparel City. One line the garment is 100 pieces per day. We can keep two days WIP. Marks & Spencer and Victoria Secret are manufacturing units operated under Brand India Apparel City. then according to it what are the differences we have. write the standard of all the activities separately.First. When you have inventory. as of now what the standard is. The company is located in BIAC on a 75 acre plot of land. Over processing the doing same process repeatedly which clarify the employees knowledge about the product and over production is to producing the extra products than the order actually given to avoid defaults. These units are not a part of cooperative society but are a part of BAIC group also encompassing a well-structured organization.3. Pink and VS. wait for the standard it will never come. now we reduce it to 1. both the units have been operating since 8 years. The moment you have 1 piece you can have single minute machine breakdown. • Brandix Ocean India commenced its production from 2009. tomorrow I have a machine breakdown in cutting section but still I can run my module. 3. Thus we need to reduce the inventory. Brandix Apparel India operation unit do the manufacturing of branded product like M&S. so we keep 2000 pieces. Force them to reduce it to 1. As we have WIP to cover it up. So that doesn’t get highlighted as a problem. Brandix-Apparel India and Volta Fashions. Though we still are keeping 2-3 pieces and trying to get it to 1 piece.3 THE APPAREL CLUSTER SURVEY The cluster survey is done for Brandix-Ocean India.1 Infrastructure • BIAC. so what is right now in practice is the standard. we identify it as the problem. you can hide behind the inventory.

Depending on type of employee training is provided minimum 30 days. Ltd has total numbers of workers are 1000 to 1500. The working times are 9am to 5. Allen Solly.3800 and 500 respectively. 3. 3100. It is spread over 400. • The BIAC operation units Marks & Spencer manufacturing unit employs only full time employees i. A proper training takes places for the employees before joining the respective units and the duration ranges from 30. The training period is around 1month providing stipend. • The BIAC operation units both Marks & Spencer and Victoria Secret manufacturing units’ raw Materials are procured by vendors coming to cluster and prescribing the orders. They do production of mostly local brand and the other like Leblanc. 53 | P a g e .2 Employment and training • The Brandix Ocean India has employed around 725 full time employees. 1 unit for washing and 1 unit for packaging.000 sq. DNMX.3. • The Volta Fashions Pvt. Ltd is established in 2011. Victoria Secret manufacturing unit employs both full and part time employee’s i. Ltd sourcing of material is done from Karnataka.e.45 days. Van Heusen.capacity 100. • Volta Fashions Pvt. whereas. and Knitting test operations are also performed. 3.ft. knitted fabric bundles are easily available where 60% of raw material is procured locally and remaining 40% is imported by Srilanka. Wages given to them are 3500 to 5000 monthly basis. Total area is 145 acres includes 18 units of production.3. • The Volta Fashions Pvt. /day. Tamil nadu. Ragger koors. The one unit of production includes 5 lines for shirt and 4 lines for trousers. US Pollo. It is an Apparel park the land is provided by state government of Andhra Pradesh. Pepe. LP. Dressberry. The price of fabric bundle is $6 to $14 per Kg.3 Sourcing • The Brandix Ocean India raw material like yarn.e.000 lbs.30 pm.

The innovation is being implemented in terms of process efficiency by using the new technology like automated screen printing with different colors.5 Productivity Efficiency of Machine • The Volta Fashions Pvt.machines used to facilitate the production are CAD for pattern making. • In the BIAC. for printing screen printing method has used.3. Chemical insertion during dyeing is done by manually. VS and Pink. • The Brandix Ocean India’s output of the overall machine is above average and good efficiency around 70%. • The Volta Fashions Pvt.3. there is automation done for both units: Marks & Spencer manufacturing unit which is lean adjustment as per the lean process and for Victoria Secret manufacturing unit which is done by internal Research and Development department. The fabric printed and washed is send to the Brandix Apparel unit for the production of lingerie’s of brand M&S. For yarn dyeing jet machine has used mostly chemical dyeing. 3. The supply chain problems are related to time. Ltd productivity of a machine is 200 pieces. thread absorbing m/c and the productivity of a machine is 200 pieces.3. • In M&S and VS manufacturing units the success rate of fit approvals is by 180% and improving overall productivity by 33%. Cuffs fusing machine. Ltd: .4 Operation unit output & Innovative Technology • The Brandix Ocean India’s output of the overall machine is above average and good efficiency around 70%. All process of fabric dyeing. 3. Product modification is done in terms of design by Marks & Spencer manufacturing unit depending on customer demand to increase the marketability of product. Software used in Marks & Spencer manufacturing unit is HRMS (internally developed) and for Victoria Secret manufacturing unit is Movex. price of material and sometime the 54 | P a g e .6 SCM & Related Problems • The Brandix Ocean India’s lead time for supply of raw material is less than 30 days if it is procured locally and 1 to 2 months lead time if it procured by foreign market. washing and printing is automated.3.

for Victoria Secret manufacturing unit the time taken by the vendors to supply the materials for standard orders it takes 1-2 months but for speed orders the delivery is done within a week.quality of raw material. Ltd has their own outlet in the outskirts of Vishakhapatnam in Mindi. To tackle this problem the analyzing team rectifies it by going to the stage where problem has occurred. they sell their manufactured branded product with 15% of cost. • The Volta Fashions Pvt. LTD supply quantity of the Volta Fashions is around 2000 pieces in 2 weeks which is send to head office of Volta Fashions in Bangalore. There are no problems faced related to supply chain also the required raw material is easily available to both the units by Ocean India which is part of BIAC and by other vendors.7 Outlets Information • The Brandix Ocean India doesn’t have their own outlet because they are producing their final product for the input of Brandix Apparel for manufacturing foreign lingerie brand but the fabric if it gets ruined during printing or washing is sold as a scrap with 14% of actual price in the park itself.3. • The Volta Fashions Pvt. • The BIAC’s M&S and VS operation units don’t have their retail outlet as they are exporting it to buyers who are foreign market like US and UK. 3. There are not such SCM related problems. Pricing of the product is decided by the head office. 55 | P a g e . Whereas. • The BIAC operation units Marks & Spencer manufacturing unit the lead time taken by the vendors to supply the materials varies between 1-2 months.

56 | P a g e .CHAPTER 4: SUGGESTIONS AND RECOMMENDATIONS 4.Indian based company • ESP Industries. Furthermore they are using advanced CRM systems to effectively manage their retailers to increase sales by retailers.Hong Kong based company These competitors are active in their promotion activities.Sri Lankan based company • Sunny International.1 BRANDIX Competition • MAS holdings. They have engaged in number of belligerent advertising campaigns in order to build up their fame and popularity of their international brands.

woven were being manufactured. However MAS holding has started distributing some of their international brand under their own retail channels network Planned maintenance It addresses the proactive approach of maintenance activities. corrective maintenance.2 VOLTA FASHIONS • Production The production rates can be increased further by implementing better techniques and increasing the number of machines. trousers and denims apart from some kid’s wear. this could be a limitation as Vizag does not have a department for the same and this reduces the number of orders and attractiveness for the park in India. and maintenance prevention Absenteeism is an important criteria that we observed in the company. • Product The product variety is limited to men’s shirts. They may increase the product variety offered which in turn would increase the business. This involves four types of maintenance namely preventive maintenance. The marketing and merchandising team is in Colombo. 4. Srilanka. • Marketing Marketing can be stronger and more oriented towards the major brands bringing greater revenues as compared to the smaller local brands they manufacture for. Also. Knitwear can be increased as majorly. they may plan a unit regarding the same in future to ensure proper and continuous supply of quality fabric. since they procure fabric and don’t manufacture it on their own. This could be due to underpayment or due to lack of perks and incentives. They already have a large premises most of which is unused space which may be used meticulously to increase productivity. breakdown maintenance.Also. 57 | P a g e .

a probable fabric manufacturing unit. • Design Hiring more renowned and qualified designers. producing own designs. having road shows • Product development Have currently a good product development process however.• Quality Finer fabrics sourced from major suppliers. may aim for a more effective development process with lesser time and better outputs. 58 | P a g e . Bringing in better designs may be of a great help.

• Lean process covers the 7 types of wastes Transport. thereafter making changes as needed by them. Motions. over processing and Defects. over production. • Brandix Apparel India in order to improve production efficiency and output of the manufacturing unit the HRMS team has provided the continuous training and work study while doing the job.1 LEARNINGS • Water effluent treatment is the important part of BIAC vertical integration which provide treated water from river and treat mills effluent to the different units. Inventory.CHAPTER 5: LEARNINGS 5. Waiting. • Production unit of M&S and VS follows the lean process to get the higher efficiency from the primary research data we have found that company has improved their efficiency from 60 to 80 percentage. 59 | P a g e . • The product modifications are important in order to increase marketability of the product which Brandix follow by doing the predesign approvals from customers.

html 60 | P a g e .Andhra Pradesh. May 3). (2010.).net: http://www.html • Stitch world . Retrieved from http://www. Retrieved from http://www. may 3).thehindu.html: http://www.companywiki.companywiki.moneycontrol.nic.com/todays-paper/tp-national/tp-andhrapradesh/apparel-city-workon-the-fast-track/article1971914.com/news/business/sezentitlements-to-brandix_238619. (n.in/publications/anualreport_chapter7. (2007).com/article/press-releases/chiefminister-inaugurates-brandix-india-apparel-city-110050300079_1.AP Inaugurates Brandix India Apparel City.html • (2007.in/publications/anualreport_chapter7. December 21).ece • Government of India.com: http://www.BIBLIOGRAPHY • moneycontrol India no1. (2010. Retrieved from http://www.com/article/press-releases/chief-minister-inaugurates-brandix-india-apparel-city110050300079_1.com: http://www. Retrieved from http://www.com/todays-paper/tp-national/tpandhrapradesh/apparel-city-work-on-the-fast-track/article1971914.d.asp • Hindu News paper .net/display1.asp: http://commerce.business-standard. September 7).in/wiki/brandix-indiaapparel-city-private-limited.asp?msg=2119 • Company Wiki. Retrieved from http://commerce.in/wiki/brandix-indiaapparel-city-private-limited.html: http://www.thehindu. Retrieved from http://www.moneycontrol.businessstandard. Retrieved from http://www.stitchworld. (2007.nic.thehindu. (2006.thehindu. December).ece • Business-standard.stitchworld.com: http://www.Ministry of commerce and Industry-annual report.Finanacial portal.

in/textiles-sector/ • Jha.gov.investindia.d. (n.mydigitalfc. Retrieved http://www. Retrieved from Digital fc .com/news/brandix-india-apparelcity-opens-andhra-sez-145 from http://www.gov.investindia. U.Global business networking platform: http://www.• Invest India.mydigitalfc. May 3). http://www.in: 61 | P a g e .). (2010.com.