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:.

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

CONTENTS

EXECUTIVE SUMMARY

CHAPTER 1: BACKGROUND, OBJECTIVE AND METHODOLOGY OF THE STUDY

1.1

BACKGROUND STUDY

1.2

OBJECTIVES

1.3

METHODOLOGY AND DATA COLLECTION

1.4

SCOPE AND LIMITATION -

CHAPTER 2: LITERATURE REVIEW

2.1 BIAC BRANDIX INDIA APPAREL CITY

2.2 ABOUT VOLTA FASHION

18

CHAPTER 3: PRIMARY DATA ANALYSIS

23

3.1 THE OBSERVATIONS

23

3.1.1 BIAC

24

3.1.2 OPERATIONAL UNITS

30

3.1.3 SUPPLY CHAIN MANAGEMENT

40

3.1.4 VOLTA FASHIONS PVT. LTD

46

3.2

47

THE INTERVIEW/ RECORDINGS:

3.2.1 PRODUCTION UNIT 1

47

3.2.2 PRODUCTION UNIT 2

48

3.2.3 LEAN PROCESS

49

3.3

52

THE APPAREL CLUSTER SURVEY

3.3.1 INFRASTRUCTURE

52

3.3.2 EMPLOYMENT AND TRAINING

53

3.3.3 SOURCING

53

3.3.4 OPERATION UNIT OUTPUT & INNOVATIVE TECHNOLOGY

54

3.3.5 PRODUCTIVITY EFFICIENCY OF MACHINE

54

3.3.6 SCM & RELATED PROBLEMS

54

3.3.7 OUTLETS INFORMATION

55

CHAPTER 4: SUGGESTIONS AND RECOMMENDATIONS

56

4.1

BRANDIX

56

4.2

VOLTA FASHION

57

CHAPTER 5: LEARNINGS

59

5.1

59

LEARNINGS

BIBLIOGRAPHY

EXECUTIVE SUMMARY
The report comprises of two Apparel parks Brandix Apparel India and Volta Fashions which are
located in Vishakhapatnam, Andhra Pradesh.
Brandix India Apparel City (BIAC), was inaugurated on May 3rd 2010, is located within the
Andhra Pradesh Special Economic Zone (APSEZ) in Visakhapatnam. The breakthrough concept
of seamless Fibre-to-Store integration offers unmatched advantages for global apparel chain
partners. BIACs seamless concept ensures that all needs are met, encompassing raw material
sourcing to the shipping of final products all in one place

Supported by an MOU with the Government of Andhra Pradesh.

Approved under Government of Indias Textiles Ministry: Scheme for Integrated Textile
Parks

Granted Special Economic Zone status by Commerce Ministry, Government of India.

Volta Fashions is promoted by technocrats with over a decade experience, with a single minded
motto of devotion to excellence in quality, delivery and price to suit all types of requirements.
Volta Fashion products range includes shirts, pants, ladies wears, etc. Volta Fashion export Volta
Fashion products to Spain, Italy, U.K., France, Netherlands, Germany, U.S.A., Japan etc.
OBJECTIVE
1. To understand the basic functioning of how apparel park (Brandix and Voltas fashion) work,
process in general
2. 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. Hence exploratory research design is the need of the hour. In Primary
data, Qualitative research was collected through In-Depth Interviews & observation. Interviews,
Recordings were taken through in-depth discussion with the companys employees and survey
forms.
i|Page

In Secondary data, ready to use documents available with the organization were used along with
Internet Website and journals, annual reports.
PRIMARY RESEARCH DATA
The primary research involves collecting data about operations, techniques and general
information directly from the employees of the Apparel Park and Vizag Apparel Park for Export
including details about interviews, surveys, observations, and analysis.
Every activity related to front end is handled as per the guidance of Srilanka head office like
customer issues related to design pattern, marketability and promotional activity.
From the observations we got to know that the BIAC is the vertically integrated park BIAC is the
totally exporting. The major export is done to UK and US, but the Volta Fashions serves the local
market and recently started exported to Mali country of West Africa.
The apparel cluster survey is done on the basis of questionnaire and the response what we found
is arranged in seven parameter like Infrastructure, Employment and training , sourcing, operation
unit output & innovative technology, productivity efficiency of machine, SCM and related
problems and outlets information.
KEY LEARNINGS

From the recordings/ interview part we found that BIAC is now trying to be Lean
manufacturing in their operations, which also trying to address the major 7 wastes
(Transport Inventory, Motions, Waiting, Over production, Over processing and Defects)
elimination throughout the value chain. 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.

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.

ii | 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, thereafter making
changes as needed by them.

Lean process covers the 7 types of wastes Transport, Inventory, Motions, Waiting, Over
production, Over processing and Defects.

MAJOR SUGGESTIONS
Brandix

Agility in being able to effect constant business changes efficiently and derive the resultant
impacts thereof.

Integration of all components of the supply chain in creating the most efficient and realistic
plan.

Volta Fashions Pvt. Ltd

Productivity can be enhanced further by increasing the number of machines. They already
have a large premises most of which is unused space which may be used meticulously to
increase productivity.

Marketing can be stronger and more oriented towards the major brands bringing greater
revenues as compared to the smaller local brands they manufacture for.

The product variety is limited to mens shirts, trousers and denims apart from some kids
wear (woven). They may increase the product variety offered which in turn would increase
the business. Also, since they procure fabric and dont manufacture it on their own, they
may plan a unit regarding the same in future to ensure proper and continuous supply of
quality fabric.

iii | P a g e

CHAPTER 1:
BACKGROUND, OBJECTIVE AND METHODOLOGY
OF THE STUDY
1.1

BACKGROUND STUDY
Brandix India Apparel City
Located on the east coast of India at Visakhapatnam inaugurated on 3rd May 2010, Andhra
Pradesh, BIAC is the largest SEZ in South East Asia devoted exclusively for Textile and
Apparel industry. With a vertically integrated supply chain, dramatically reducing lead times
and costs, BIAC is positioned to be the preferred global sourcing hub for apparel solutions.
BIAC offers world class infrastructure facilities and special financial & operational incentives.
The plug and play environment allows for an ultra-fast manufacturing set up of six months to
a year.
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 units which where visited by us are Brand Ocean India, Brandix
Apparel India- Marks and Spencer and Victoria Secret Manufacturing Unit.

Volta Fashions
Volta Fashions Pvt. Ltd. Established in 2012 years in Auto Nagar, Visakhapatnam, Andhra
Pradesh. Volta Fashions has years of solid grounding in manufacturing quality products. The
company has promoted by technocrats with over a decade experience, with a single minded
motto of devotion to excellence in quality, delivery and price to suit all types of requirements
and occasions i.e. can it be for promotional or retail sale, chain stores or wholesale. The
company has a pool of designers, who are constantly busy trying to make the products itinerary
versatile on every count. The products hold the credit for their excellent quality, beautiful
prints and on time delivery schedules. The products range includes shirts, pants, ladies
1|Page

wears, etc. They export their products to Spain, Italy, U.K., France, Netherlands, Germany,
U.S.A., Japan etc.

Andhra Pradesh Industrial Infrastructure Corporation

Andhra Pradesh Industrial Infrastructure Corporation Limited, an undertaking of Govt. of
Andhra Pradesh, is a premier organization in the state, vested with the objective of providing
Industrial infrastructure through development of Industrial Parks and Special Economic
Zones. Over 320 Industrial Parks have been established throughout the State, covering an
extent of over 1, 30,000 acres. The Industrial Parks and Special Economic Zones are playing
a pivotal role, in attracting investments to the State both domestic & foreign by providing
multiple

incentives.

The

Government's

investor-friendly

policies,

state-of-the-art

infrastructure, educated manpower, attractive incentive schemes etc., make Andhra Pradesh a
choicest destination for Industrial Investment, particularly in the manufacturing sector.

1.2

OBJECTIVES

1. To understand the basic functioning of how apparel park (Brandix and Vizag Apparel Park for
Export) work, process in general
2. To understand the various functions and the manufacturing process of both the companies

1.3

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. As we are learning the manufacturing procedure, we have
employed the exploratory research design.
Research Design
In Primary data, Qualitative research through In-Depth Interviews & observation have been
adopted. Interviews, recordings were taken through in-depth discussion and survey forms were
filled by the companys employees of various units.
In Secondary data, was collected through internal source: Ready to use documents available with
the organization were used called the NEXT FRONTIER (Company manuals)
2|Page

For external source we used the Internet website & published book, annual report..

1.4

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.

It also gives the process knowledge of Apparel park (VIZAG APPAREL PARK FOR
EXPORT)

Limitations

Time constraint in terms of visiting the parks; and we could not complete the entire stretch
of park.

In terms of Volta Fashions, we faced a problem with the language used.

3|Page

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

Approved under Government of Indias Textiles Ministry: Scheme for Integrated Textile
Parks
4|Page

Granted Special Economic Zone status by Commerce Ministry, Government of India.

BIAC Vision
Be the preferred global sourcing hub for apparel

Conceived and nurtured by

Brandix, Sri Lanka's largest
apparel

exporter,

highlights

BIAC
India's

phenomenal synergies in
the world of textiles. To
leverage India's immense
potential for economies of
scale

and

other

robust

business fundamentals in its

fast growing economy, 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 apparel park will be managed by a special purpose vehicle (SPV) named Brandix India
Apparel City that is promoted by Sri Lanka- based exporter Brandix, Lanka among other global
textile and apparel manufacturers
Brandix India Apparel City has been established under the governments scheme for integrated
textile parks (SITP). 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.
5|Page

Companies such as Quantum Clothing, DEB Fashion, Seeds Intimate Apparel, Pioneer Elastic
India and Ocean India have already established set up their operations in the Brandix India apparel
park.
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. The three other global partners
are Jacob BAC (a subsidiary of Brandot), Compagnie Mauricienne de Textile Ltd (CMT,
Mauritius) and Pioneer Elastic Holdings Ltd (Hong Kong).
LIHL was formed to invest in companies that fall within the apparel value chain.
LIHL was formed to invest in companies that fall within the apparel value chain. The short term
focus will be on potential opportunities within Brandix India Apparel City (BIAC) in
Visakhapatnam, India. LIHL is also open to other industries which support and synergize with the
apparel value chain such as real estate, logistics, leisure and other infrastructure. The longer term
focus will be to invest within the South Asian subcontinent.
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. LIHL would invest either directly or by arranging syndicated financing.
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), located within BIAC in Visakhapatnam.
LIHL provides the following services:

Private Equity and Venture Capital Investments

6|Page

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

BIACS vertically integrated supply chain dramatically reducing lead time and costs. BIAC is
positioned to be the preferred global sourcing hub for apparel solution. 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.
The area surrounding the park has a vast labor pool which is easily trainable and cost effective
with low attrition rates. Units within the park can operate on triple shifts ensuring maximum
utilization of capital assets.
Andhra Pradesh is the 3rd largest producer of cotton in India this offers manufacturers a reliable
and cost effective source of raw materials.
The dynamics of the apparel market demands the key value propositions of speed to market, least
cost, flexibility & assurance of compliance. BIAC is built on this premise. Its smooth flowing
verticality will ensure minimum lead times, the most critical competitive factor.

7|Page

BIAC

offers

the

total

convenience of a fullyfledged industrial city with

modern

infrastructure

including 'Plug and Play'

for immediate production.
BIAC provides business
partners with immediate
access

to

requirements

all

their
from

sourcing to transportation.
An internal single window
clearance facility enables
speedier documentation processing and authorization from a single point. The city will enjoy world
class facilities and conveniences such as a training institute, banks, recreational and township
amenities and close proximity to key international gateways.
Recognized as a Special Economic Zone (SEZ) by the Government of India, BIAC displays a state
of the art infrastructure. It also enjoys a host of attractive financial and operational incentives for
investors, as well as comprehensive support to facilitate seamless and rapid start-up of operations.
Brandix India Apparel City is an ambitious example of innovation, technology and efficiency that
provides a platform for end-to-end apparel solutions. The breakthrough concept of seamless
Fibre-to-Store integration offers unmatched advantages for global apparel chain partners.
BIACs seamless concept ensures that all needs are met, 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. Manufacturing units operating within BIAC will be exempt from customs duty
on import of capital goods, raw materials, consumables and office equipment. As a further result
8|Page

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 countrys 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

Right Cost - 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.

No increase in Power, water & other cost for 5 years.

Total Convenience

No travelling, no sourcing hassles, No time waste

World class supply chain partner

Full-fledged industrial city, with all amenities and facilities provides Plug & Play
Infrastructure where investors can simply setup shop immediately.

Absolute Assurance

BIAC offers one of the most environmentally friendly locations to operate your unit. It
provides the best of both worlds- operating ease as well as environmental and socially
conscious policies implemented far beyond the established standards.

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 7.5 million USD
marine outfall pipeline.

12 | P a g e

Manufacturers need not conduct pretreatment process as the park will

seamlessly meet the needs. Companies
manufacturing within the park will have
peace of mind because that guarantees,
compliance

with

the

governments

environmental regulations. The national

pollution control board has recognized
this environmental commitment and has granted BIAC a 3 years consent for operations permit.
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.

13 | P a g e

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. Power is obtained from 3 different sources to minimize interruptions. It offers 33 KV
of ready to use power right to door step of each operating unit.
Internal Road Network
The 1000 acre facility has an extensive road network to allow for easy transportation of materials
to and around the park. The internal road system is 8 km long, 36 mtr wide fully carpeted, 4 lane
main road with sidewalks and roadside greenery including 51 km of 24m wide secondary roads.
The Internal road system has been linked to national highway to allow for easy transportation of
products to and from the nearby ports.
Water Tanks
Two overhead water tower with a capacity of 1ML each.
Non Processing Zone
Over 250 acres of land dedicated to non-processing facilities including 120 acre green belt,
housing, hotel rooms, recreation facilities, meeting spaces, and fine dining options.
Telecommunication Tower
Dedicated ICT (voice, data, mobile WIFIMAX broadband) facilities provided by BSNL.
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 Mens Shirts)

Pioneer Elastics
16 | 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.

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

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.

2.2 ABOUT VOLTA FASHION

Volta Fashions has years of solid grounding in manufacturing quality products. The company has
promoted by technocrats with over a decade experience, with a single minded motto of devotion
to excellence in quality, delivery and price to suit all types of requirements and occasions i.e. can
it be for promotional or retail sale, chain stores or wholesale. The company has a pool of designers,
who are constantly busy trying to make the products itinerary versatile on every count. Volta
Fashion products hold the credit for their excellent quality, beautiful prints and on time delivery
schedules. Volta Fashion products range includes shirts, pants, ladies wears, etc. Volta Fashion
18 | P a g e

export Volta Fashion products to Spain, Italy, U.K., France, Netherlands, Germany, U.S.A., Japan
etc.
Mission
To constantly work on developments by using world latest technologies, in order to respond to
customers demands, competitive prices and quality control are part of the most the successful
results that Volta Fashions brings to its clients.

Vision
The company aims to become one of the most important foreign investment groups in Asia, in the
field of textile.
Goal

Volta Fashions Pvt Ltd will always look for the best management and people, as well as
the most effective machines, to reach the top level of quality control, cost efficiency and
Eco friendly.

To place the clients fulfilment as a permanent target.

The customers 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.

Machinery
Garmenting unit is equipped with hitch Japanese sewing machines and other essential supporting
machinery like lay-cutting machines, steam irons, stain removing stations etc... To make
contemporary quality garments. The trained skill-set Volta Fashion have include experienced
pattern masters, cutting masters, supervisors and tailors who work as a team.

19 | P a g e

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

Pinning table with laser NgaiShing

Kannaigaiser

Collar Trimming NAGAISHING

Cuff Blocking NAGAISHING

Automatic Pocket Creaser Machine MAICA

Placket Folding Machine MAICA

Front Placket Machine KANSAI

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)

Juki button attaching machine(LK 1903)

Juki button hole machine(LBH 1790)

Kansai special machine (for shirts front placket)(DFB 1404 PSF)

Kansai special machine (for trousers waist band)(DFB 1404 WB)

Yamato 5th flat lock machines(CF2300M)

6
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Juki bartack machine(LK1900)

Durkopp adler single needle (UBT) machines with control panel

16

Durkopp adler eyelet machine

Nagashing snap button machine(NS 45)

Juki feed of arm machines with puenamatic roller(MS 1190)

Kanasai special machine for pocotting(PX 302)

Ramsons and silty bottle ironers

Teressure bling hemming machine(BS 101)

Juki double needle lock stitch machine(LH 3168)

Juki double needle lock stitch machine with split bar (LH 3100)

Body Press VIET

Collar/Cuff Pressing VIET

Semi-automatic folding table VIET

Steam Boiler With pressing table RAMSONS

Stain Removing systems RAMSONS

Thread sucking Machine RAMSONS

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. This enables us to meet timely-dispatches and bulk orders.
Volta Fashion use sophisticated machinery and processing methods to meet the customized
requirements of Volta Fashion customers. These processes enhance the durability and the look of
the garments products.
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Per day Production Capacity

For half sleeve shirts

1500 pcs. Proposed Production P/D by May

2011 9000pcs

For full sleeve shirts with matching

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.
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; and produce samples
periodically

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

3.1 THE OBSERVATIONS

The observation part is consisting of written notes which we have taken by observation and during
the induction part.

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3.1.1

BIAC

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

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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.

o Placement of unit offers unmatched speed an essential element for Apparel
Industry.

Real Time Connectivity and Seamless Integration

o Delay in sourcing and receiving material.
o All units connected with ERP network.

Right Cost - 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.
o No increase in Power, water & other cost for 5 years.

Total Convenience
o No travelling, no sourcing hassles, No time waste
o World class supply chain partner
o Full-fledged industrial city, with all amenities and facilities provides Plug & Play
Infrastructure where investors can simply setup shop immediately.

Absolute Assurance

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

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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, they will store the roller in design bank, if the same design repeats
they will use the roller from design bank.

2-3 yrs. fashion repeats

Dyes only pigments dyes are used here

5s Of Brandix
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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- 40 days to complete on order

SMV 3.5 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
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Receipt of fabric from supplier

Storing the goods

Quality checking

Problems faced by brandix

Huge cost on transport

Lead time - 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.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
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Raw water Ph 8.02

Sedimentation Ph-7.54

Sand filter - 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 7.83

Colour 768

COD 292 mg/litre

Treated Effluent

Ph 7.12

COD 147 mg/litre

Cost of treatment - Rs.35/litre

3.1.2

Operational Units

Brandix Apparel India UNIT I

Single largest ladies underwear manufacturing factory in India.
First factory in BIAC
Brandix Apparel India UNIT II

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Current manufacturers hosted by BIAC include Brandix apparel India. Land allocation 15 acres,
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, dyeing, printing & finishing operations

Seeds Intimate Apparel India (Synthetic)

A four way joint venture between Brandix (Sri Lanka), Brandot & Mast Industries (USA) and
Clover (China)
Managing Director - Dave Rana Singhe

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Primarily for VS bra Production

Quantum Clothing (Inner wear and Mens Shirts)

Quantum is the largest hosiery suppliers to Marks & Spencer UK and was formed in 2000 with
the management buyout of Coats Viyella. Quantum Clothings policy is to offer its customers high
standards of quality in all of its products. A Quality Management system, based on the
requirements of ISO9001-2000, and an on-going audit monitoring program ensures continuous
improvement throughout their business and help to achieve the financial performance they have
targeted.

Pioneer Elastics
A Hong Kong based company manufacturing narrow elastic for intimate wear, underwear, and
sportswear. With three state-of-the-art manufacturing facilities in China, Thailand and India, their
monthly production exceeds 50 million meters. They are certified in ISO 9001, ISO14001,
ISO18001, and Oeko-Tex Standard 100 and have been internationally recognized for its high
quality standard. Combining with the strengths of their computerized production equipments,
advanced operation and management system, Pioneer Elastic is the perfect source of narrow
elastic.

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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

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Vardhman Yarns & threads Ltd

Dyeing of Sewing Threads

Brandix facilitates:

Vertical integration

Speed- for value chain partners

Value- Economies of Scale

Conversion- Plug and Play, minimum lead time

Assurance- Government supplies and policies

Innovation- Environmental Friendly location

Statistics

13 operating units; 7 are large

15000 people, 11500 women

35% CGR

Processing Zone- 750 acres

Non processing Zone- 250 acres

Turnover: 550 million USD

Marks and Spencer

80% Innerwear and 20% V neck vests

3000 employees

1,20,000 pieces of production per day

Follows cut to pack module ( including quality check and packaging)

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Development merchants of the company does the pricing and quality; shipping done on
Fridays and Saturdays (along with samples)

Generally takes about 30-32 days

Method of Lean- ( 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, this is a waste
as it adds zero value to the product. 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, you as a business are paying people to move
material from one location to another, a process that only costs you money and
makes nothing for you. 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.

Motion
o Unnecessary motions are those movements of man or machine which are not as
small or as easy to achieve as possible, 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. Excessive travel between work stations, excessive machine
movements from start point to work start point are all examples of the waste of
Motion.
o All of these wasteful motions cost you time (money) and cause stress on your
employees and machines, after all even robots wear out.

Over production
o The most serious of all of the seven wastes; the waste of overproduction is making
too much or too early. This is usually because of working with oversize batches,
long lead times, poor supplier relations and a host of other reasons. Overproduction
leads to high levels of inventory which mask many of the problems within your
organization.
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o The aim should be to make only what is required when it is required by the
customer, the philosophy of Just in Time (JIT), 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, oversize
equipment, working to tolerances that are too tight, perform processes that are not
required by the customer and so forth. All of these things cost us time and money.
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, but every process
flow has to be routed through it causing scheduling complications, delays and so
forth. In lean; small is beautiful, use small appropriate machines where they are
needed in the flow, 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, 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), this is an obvious waste.
o The Waste of Waiting disrupts flow, one of the main principles of Lean
Manufacturing, as such it is one of the most serious of the seven wastes or 7 mudas
of lean manufacturing.

Inventory
o Inventory costs you money, every piece of product tied up in raw material, work in
progress or finished goods has a cost and until it is actually sold that cost is yours.
In addition to the pure cost of your inventory it adds many other costs; inventory
feeds many other wastes.
o Inventory has to be stored, it needs space, it needs packaging and it has to be
transported around. It has the chance of being damaged during transport and
becoming obsolete. The waste of Inventory hides many of the other wastes in your
systems.

Defects
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o The most obvious of the seven wastes, although not always the easiest to detect
before they reach your customers. Quality errors that cause defects invariably cost
you far more than you expect. Every defective item requires rework or replacement,
it wastes resources and materials, it creates paperwork, and it can lead to lost
customers.
o The Waste of Defects should be prevented where possible, better to prevent than to
try to detect them, implementation of pokayoke systems and automation can help
to prevent defects from occurring.

Other wastes
o Waste of Talent; failing to make use of the people within your organization. This
is an issue that many of our companies in the West fail to address. 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. Your employees are
your greatest asset by far and can help you to drive out many of the other wastes.
o Waste of resources; failure to make efficient use of electricity, gas, water. Not only
does this waste cost you money it is also a burden on our environment and society
as a whole.
o Wasted materials; too often off-cuts and other byproducts are just sent to landfill
rather than being utilized elsewhere.

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Any activity that changes the WIDTH, FORM or FUNCTION is a value added activity; the others
need to be reduced Main component of Lean
Lean Six Sigma is a results-oriented approach to improving processes across the organization. It
combines by integrating the tools and processes of Lean and Six Sigma - a powerful engine created
for improving quality, efciency and speed in every aspect of your business.
Brandix Lean Six Sigma consultants are focused on ensuring that all business improvement
initiatives achieve results - support through implementation auditing.
Our business improvement offering at Brandix includes improvements across: Order to Delivery
Workflows
Creating efficient workflows through optimized processes, planning tools and effective integration
of KPIs and metrics to measure & monitor performance for operational excellence.
Planning, Procurement & Inventory
Optimization of re-ordering, maximizing capacity usage, 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, web based file
directories and automated manual processes that eliminate non- value adding tasks and reduce
unnecessary communication between departments
KPIs and Dashboards
Bringing greater visibility of day to day operations such as shipment due dates, delivery status,
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, non- value adding and time consuming activities
Wastage and Overheads Reduction
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Wastage reduction presents the best opportunity to gain savings and improve the quality of
operations. We help achieve this through reduction in overall delivery cycle times; better visibility
through easy to maintain job status tracking, re-designed shop floor layout to streamline the
workflow and limit waiting time and resource wastage.
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- 70 days

In emergency about 15 days (instant underwear)

Circular knitting- Lycra, cotton, CVC, Mlange

Yarn- Infotech , local spinning mills

76 knitting machines; 20 tonnes per day

60% of the production is supplied in BIAC and the rest is exported

200 different varieties of fabric

Single jersey, double jersey and interlocks

Supply to
o Limited Brand (M&S and Victoria Secrets and Pink)
o PVH ( CK, 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
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Dyeing

20 tonnes per day, 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, Rotary and linen out

HUD HUD- 570 crores; 1 month productivity

3.1.3

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, as well as
activities related to improving the physical product or process and market and
consumer research. Still brandix has low involvement in this stage.

Design
o This stage includes Brandix that offer aesthetic design services for products and
components throughout the value chain. Actually Brandix has buyer wise product
development team. Design and style activities are used to attract attention, improve
product performance, cut production costs, and give the product a strong
competitive advantage in the target market. Still brandix has low involvement in
this stage.

Inbound:
o This stage refers to the inbound processes involved in purchasing and transporting
textile products. Raw material such as Fabric, buttons, zippers, labels, cartons,
polybags, hangers, sewing threads are commonly used to manufacture and finish a
garment and components such as parts of the sewing machines, furnace oil, water
and electricity supply are indirectly support to the production Most of time Brandix
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cant produce all raw materials under one roof. It includes physically transporting
products, as well as managing or providing technology and equipment for supply
chain coordination. Logistics can involve domestic or overseas coordination. 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. Sometime Brandix sourced raw materials from India, Pakistan, Hong
Kong and China. All the foreign raw materials merchandize as a FOB orders.

Operations
o Production/Assembly/Cut, Make, Trim: Brandix cuts and sews woven or knitted
fabric or knit apparel directly from yarn. The group specialized in manufacturing
casual bottom, intimate apparel, underwear, lounge and sleepwear, bras, woven and
knitted fabric and host of apparel industry accessories.
o Each plant has their own fabric and trims store, cutting department, technical
department, sewing floor and ironing and packing department. Productions starts
after doing the pilot run and it helps to minimize measurements and other quality
related issues. The cut-and-sew classification includes a diverse range of
establishments making full lines of ready-to-wear and custom apparel. 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. Brandix can purchase textiles from another establishment or make the
textile components in-house. All Brandix apparel manufacturing plants going under
higher efficiency its help to reduce production lead time.

Outbound
o Brandix after apparel is manufactured, Brandix has one warehouse in every
manufacturing plants. Sometime Brandix responsible for value-adding activities
outside of production. Like do some packing activates in warehouses. Most of time
brandix do free on board orders that time have to responsible for outbound logistics
activates also.
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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.
Brandix has additional group for monitor all logistic activities.

Sales and Marketing

o Brandix has marketing departments in New York, London and Hong Kong. In Sri
Lanka brandix buyer wise brandix has marketing teams. This function includes all
activities and companies associated with pricing, selling, and distributing a product,
including activities such as branding or advertising.

Services
o This includes any type of activity a firm or industry provides to its suppliers,
Buyers, or employees, typically as a way to distinguish itself from competitors in
the market. Also defectives are found by them in the final inspection as well as their
auditing point before send to retailers. We have to replace the shortages to avoid
dissatisfaction. Further to that we are claimed discounts for poor quality products.

Managing the production of the company's good and services, monitoring, storage, inventories,
coordinating with suppliers and ensuring timely distribution of goods are some of the key functions
covered by supply chain management (SCM). When consider Brandix the supply chain is actually
made up of five important components of plan, source, make, and deliver, return. It also includes
three flows which are cash, product and information within the chain. .Through these components
and members, the Brandix management of the supply chain allows efficient inventory control. As
a dynamic process, the SCM requires the continuous exchange of information, finance and
materials between and within the members of the chain. 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... In India, the apparel
industry is one of its important and highly contributory economic sectors, hence, various local
apparel manufacturers and businesses are employing different innovations so as to operate
successfully,

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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. Specially involves
some foreign countries also. Brandix use fully functional transportation
management system should provide the basic components of a shared
information system to support:

Content such as rates, routes, roles, and contracts at inter-enterprise generic

levels

Commerce to support and create transaction sets, documents, and

information exchanged to facilitate the booking, execution,

The data model and data dictionary of the TMS should thus support a wide and
diverse range of interactions. The combination of these robust system
infrastructures and collaborative applications should enable the user to perform
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all necessary functions involved in the planning, execution, and analysis of

transportation movements.

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. A lot of value addition is there for the items produced since
sourcing is done locally unless it is an exceptional case; this is quite rare in the
Sri Lankan apparel industry. 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. Operations lead
time depend on buyer requirement. Now our lead time depend on 90 days to 10
days. Brandix has falsities to complete all manufactures process within 10 days
also.

Supplier Relationship Management

o

Brandix supplier Relationship Management is a relatively new way of

categorizing softwareborn out of the concept that you have customer
relationship management systems for managing customer-facing processes,
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 , enterprise resource planning (ERP
).The heart of SRM is sourcing and procurement, 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. SRM
also includes interactions with the supply base throughout the full lifecycle of
processes from design through to fulfillment, manufacturing, and settlement.

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. The combination of systemdirected operations, supported by real-time, paper-less, and interactive information

44 | P a g e

systems will provide warehouse management and personnel with the tools to direct,
control, measure, and report on distribution operations.

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. In addition,
the real-time nature of todays business requires that rapid feedback from markets
and adjustments to demand assumptions are propagated through the supply chain
to improve delivery and cost performance.
o

Demand management means identifying and creating demand (marketing,

merchandising, and promoting), modeling (forecasting, pricing, and life cycle
planning), and collaborating (communicate, simulate, and create consensus) with
the network of trading partners. It also means evaluating results and creating
learning cycles where the market, including geographic, demographic, and
economic assumptions are evaluated and improved upon to constantly improve the
performance of the chain.

Challenges in the SCM

Shrinking lead times

o Brandix identified rapidly shrinking lead times as one of the biggest challenges for
the apparel industry. 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.

Increasing no of style changers

o With is short time of period styles and designs are changing. When come new style
for manufacturing plant they take some learning curve to come high efficacy level.
Because this situations operations side cant do manufacturing products in high
efficacy.

Not enough capacity for own raw material suppliers

o Brandix own raw material producers cant supply total garment manufacturing
capacity of brandix. That time brandix has to import raw materials form foreign
suppliers. It manly effect to our value chain. As an example if import yarn and our
45 | P a g e

factory produce fabric mean can add some ting to our value chain. In this fabric
mils low capacity problem we had to export fabric from our suppliers it effect to
our value chain.

Poor flow of information

o Poor flow of information in both forward and backward in the supply chain. Our
customers requirements, information and specifications may not pass to
manufacturer/ suppliers and quality issues of the raw materials also not been
informed to suppliers. Sometime above details not pass within group suppliers also.
So, suppliers are able to send anything they produce as they do not get any
feedback.

Demand forecasting problems

o Poor demand forecasting. There is an issue in production planning and as result
delivery are not met on time. Some raw materials such as packing trims are not in
housed on time and unfinished goods are remaining at packing.

Logistics problems
o Brandix has large number of logistics problems. Internal and external logistic
problems increasing now day by day. Logistic and transportations problems effect
to the on time delivery. Lack communications, non-skill human resources, dealing
with lot of logistic companies those are the main reasons for logistic problems.

Inventory management problems

o Poor inventory management. Raw materials such as interlining, has to maintain
minimum stock as they widely used. Sometimes they are not available and it affects
to production. WIP in embellishment division is higher and as a result garment
finishing cannot be done as scheduled

3.1.4

Volta Fashions Pvt. Ltd

-

CAD - Software used - Rich peace and Gerber

The operation units has 6 line and each line has 40 machines which follows specific
style assigned.

Per day production 250 pcs

Total no of machines 2500

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Sample approvals - 4 days lead-time

The brand they have undertaken for productions are Leblanc, LP, Ragger koors,
Van Heusen, Allen Solly, Dressberry, US Pollo, DNMX, and Pepe.

The current production was going on for Bangalore head office.

The recent export has done to West African country Mali.

3.2 THE INTERVIEW/ RECORDINGS:

The interviews are taken during our Apparel Park visit and the recordings are taken as per their
permissions.
3.2.1

Production Unit 1

The standard time SMV , a standard time the product need to be completed, but in a normal
scenario no module will hit them, so obviously we want around 40-50% efficiency-2mins it takes
4 mins 50 % advantage, the logic is that we do at least 80-90 percent improvement. There will
be less work in progress in the module, to ensure that the product flows smoothly that was the
ideology why we came up with this. The Plant right now I running around 12 modules, our plan
is, at least by the end of the financial year-end march or at least April-the entire package should
be, as in all the module should be lean. There are people who sit over there and they lie with the
customer. Suppose there is a development merchant, normally when you do the manage, marketing
you manage, so they will tell you that these are the products that they want it to be done. So
obviously those are the products that will develop by the development merchant with the samples.
So why you do that development to give a price for the product. Buyer will give you samples to
various companies like srilanka brandix, M&S are the two number one competitors in this
business, so they will play for both and we should give a better pricing to get the order with the
quality. Its not simply the price, so hell do the sample, so once you get the things approved the
bulk order will come to you, so obviously they are front end planners so they will identify these
orders will go to India, some will go to Srilanka, in our cluster we have 9 factories so some modules
come here, some modules gone to Srilanka. So based on the plant capacity, the moment order is
placed here, there is factory managing. With factory planning we identify which particular style
will run on which particular module and whatever is the time duration. So based on that we get all
the R&D, so we have a layout, so then the production starts. In a nutshell that is how that happens.
So normally every Friday-Saturday is our shipment day. The order will get shipped out on those
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days. Factory-how we functions. So here there is no merchandiser, no marketing guy sit here they
will put in the head office and VS order will go to one, M&S order will come here, few M&S order
will go to srilanka. Brandix as a corporate we are falling under the cluster called brandix essential.
So under essential cluster we have VI1 VI2 and 7 plants in Srilanka. Likewise we have bra cluster,
you have intimate cluster, you have like that goes cluster wise. Main is the product category.
Essential entails all innerwear, casual wear, Intimate Apparel, and then bra will be a different
product. So then likewise it goes.
To understand further we can say, we do a business on the (Brandix) group level- around 550-600
million dollar business we do- brandix as a whole. This cluster belongs to brandix essential.
Essentials will mainly consider all inner wear. So our Cluster does 220 million US Dollar business
(Brandix Essential Cluster). Park is not fully operational. Park is set by brandix. Right now we are
on 7 factories here in India. Park will get fully operational.
Vertically integrated inside the park. The concept of Brandix coming to India ensure, our customer
what he wants- quality and he wants on time delivery, to have the one time delivery your supply
chain should be so perfect, you should ensure that all the supplies are kept that is why the vertical
integration concept had come. Whatever the things required to produce-the garment should be
within the series...self-sufficient apparel theory on a concept Vertical integration right now if I tell
you we have a fabric mill, we have now labor supply, then we have a print, then we have
Vardhaman thread. So to certain extent integrations is there. But the problem is the customer
places an order, he demands some level of quality so he gets a particular label from his company,
may not be available- we have to import but in the long term, when the customer comes then we
will be able to elaborate all the supply chain, if they are convinced.5 years down the line could
not import anythingyou need yarn, you need pinning mill, you have a spinning mill then you
need a ginning mill
3.2.2

Production Unit 2

M&S is a permanent customer. Yes. They give season advance order. Not only here, there is
another plant in Colombo. So half comes here half goes there. Not half. Two third comes here, one
third goes there. The order will be placed through the head office, Brandix Apparel in Colombo
from their it gets split to the clusters. We ship-out from here to the end customers but order comes
through Colombo, we dont directly take order. We are shipping out directly to M&S UKwe get
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order from FOBsour logic is that we should manufacture the stuff and then we should get loadedcontainer, this container will go to the port, from there, there are nominated shipping lines, APL
or whatever, so our responsibility ends the moment we load the container on to the ship, so from
there on it is their responsibility. So obviously from the factory anywhere Colombo, Srilanka.
M&S Bangalore has nothing to do inside. If they come they will come only to audits. They will
ensure product quality as per the...conforming to the quality they prescribed. That is the M&S
India office. But they will not get involved with order quantity. Nothing like that. That will come
from Columbus. You cant put anything for the domestic market. Everything under Special
economic zone should be 100 %...export to be hindered. Yes you can do domestic but very less
percentage.
We have some reject percentages. There are three at least hall ticket points. So these auditors
come and they have to check the quality. It should be rework if there is defect, independently
involved CIFT. CIFT (dept.) are people who will be like the customer, they will mostly work with
the like Bangalore team on the quality aspect. They have the independent right to fail the order at
the end checking. 3 % random checking on the whole100% here. So if they found the parameter
to go beyond, you need to recheck hundred percent and they need to rework.
3.2.3

Lean Process

Lean is basically needed for our factory. We start up lean 8 months back. Lean is manufacturing
system which addresses the waste elimination throughout the value stream from beginning to end.
When customer places an order, the point that they raise to you form that point of time through the
value stream the raise also starts. When we take an activity, 60 to 80 percentso the value added
will be only around 20 percent so..necessary..you do some activities that dont add any value to
the end product given to the customer but you must do that because you cant move the part over
there. So the next process we call that necessary and value added. Others are like pure waste. We
identify even type of major waste:
1) Transportation:
2) Inventory
3) Motions
4) Waiting
5) Overproduction
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6) Over processing
7) Defects

So you identify the waste throughout your value chain. So when we start the lean journey, what
we did first is do our value chain mapping from starting to end. Now we didnt consider the front
end activities since they are happening in Srilanka, so here, from the GRN (Good receiving note)
when we receive our raw materials, thats the first step we do- unloading and GRN, from that we
describe how much activities we have to conduct and what are the essential activities, how much
time will it take-what is uptime, downtime- likewise we make the value stream map. You can see
sticky note for each process. 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. If you take our total
value stream we take around 30 -32 days to complete the total order. But if you take the SMV
(Standard Minute Value) of one garment, supposed to be taken for one garment is average 3.5mins.
Now if you have a machine, which is supposed to run 10hours a day and you run it only 5 hours
due to breakdown or something else, you dont have work, so the uptime is 50 percent. Downtime
is the opposite. 20 percent buffer for human inefficiencies. Lean plan was 60-65 percent, we grew
to 70, now we plan to reach 80 percent.
Now if you are a customer, if you go and buy a T shirt, for what you will pay? You will pay for
style shape and the pattern. Right? And also for the fabric quality and then the accessories, say
bow whatever things there are and then you pay to the stitched garment. So consider we are a
customer. What we want is good quality garment (high quality) , at a lower cost, and when you go
and see that you like one T-shirt but the size you want is not available, then also again as a customer
you will be frustrated.
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 , a businessman, what do they want? They want:

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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, except the last one. So keeping this in mind,
what is value added. The activity that we do change the fit, form or function of the raw material.
To achieve what customer wants and also the customer willing to pay for that then we can say that
is a value added chain.
Example: we bring fabric rolls from a fabric mill, we store it in our fabric stores: we have a lot of
manpower , bring it down, GRN, put it to the racks, location then keep in maintaining then raising
the dockets after that issue to the cutting section , lift the trolleys, they keep under the cutting tables
in order to cut. But after all anything happen to the fabric till now? Nothing. Did the fit change?
NO. Size, form or anything not change, Function not change. So till cutting table everything is non
value added. Value added is from the point a person starts laying the fabric and start cutting. What
happens is you change the form. Shape is changed. But the fit still hasnt changed. You have
certain entries and everything. Then you pass it to the sewing operater.Then they start stitching,
the fit started to come- these are value added. Then again it goes to the check table. Quality checker
checks. Does anything change in the garment? No. So quality checking is also a non-value added
activity.
So cutting and sewing are only value added. Identifying the value added activity is very important
because then you start seeing all others as waste. Once you can identify then you think how to
eliminate. There we start the lean: elimination of waste.
Certain type of tools. Like 5 S (arrange an orderly work place). Then you have ten step Problem
Solving, Systematic Problem Solving, TPM- Total Preventive Maintenance (how to predict the
machine breakdown earlier and stop the breakdown before it happens)
So lean is waste elimination, for that we need cultural changes, problem solving approach, then
you go to problem solving approach you need to..one more important thing is surfacing the
problem to identify the problem. For that you need to know the standard. Definition of problem
is the difference between standard and the actual. So for that you should know first what the
standard is.
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First, write the standard of all the activities separately, as of now what the standard is- good
enough, wait for the standard it will never come, so what is right now in practice is the standard,
then according to it what are the differences we have, we identify it as the problem.
So to identify the problem, we need to eliminate the inventory first. When you have inventory, you
can hide behind the inventory. We can keep two days WIP. One line the garment is 100 pieces per
day, so we keep 2000 pieces, tomorrow I have a machine breakdown in cutting section but still I
can run my module. So that doesnt get highlighted as a problem. As we have WIP to cover it up.
Thus we need to reduce the inventory. The moment you reduce the inventory the problems coming
up every time- earlier: from first operation to next operation it was 30-40 pieces WIP, now we
reduce it to 1. Force them to reduce it to 1. Though we still are keeping 2-3 pieces and trying to
get it to 1 piece. The moment you have 1 piece you can have single minute machine breakdown.
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. 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.

3.3 THE APPAREL CLUSTER SURVEY

The cluster survey is done for Brandix-Ocean India, Brandix-Apparel India and Volta Fashions.
3.3.1

Infrastructure

BIAC, Brandix Apparel India operation unit do the manufacturing of branded

product like M&S, Pink and VS. Marks & Spencer and Victoria Secret are
manufacturing units operated under Brand India Apparel City, both the units have
been operating since 8 years. The business is registered since 2006 under the name
of Brand India Apparel City. These units are not a part of cooperative society but
are a part of BAIC group also encompassing a well-structured organization.

Brandix Ocean India commenced its production from 2009. The company is
located in BIAC on a 75 acre plot of land. Initially, having a production

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capacity 100,000 lbs. /day. It is spread over 400,000 sq.ft. and Knitting test
operations are also performed.

Volta Fashions Pvt. Ltd is established in 2011. It is an Apparel park the land is
provided by state government of Andhra Pradesh. Total area is 145 acres includes
18 units of production, 1 unit for washing and 1 unit for packaging. They do
production of mostly local brand and the other like Leblanc, LP, Ragger koors, Van
Heusen, Allen Solly, Dressberry, US Pollo, DNMX, Pepe.

The one unit of

production includes 5 lines for shirt and 4 lines for trousers.

3.3.2

Employment and training

The Brandix Ocean India has employed around 725 full time employees.
Depending on type of employee training is provided minimum 30 days.

The BIAC operation units Marks & Spencer manufacturing unit employs only full
time employees i.e. 3100, whereas, Victoria Secret manufacturing unit employs
both full and part time employees i.e.3800 and 500 respectively. A proper training
takes places for the employees before joining the respective units and the duration
ranges from 30- 45 days.

The Volta Fashions Pvt. Ltd has total numbers of workers are 1000 to 1500. Wages
given to them are 3500 to 5000 monthly basis. The working times are 9am to 5.30
pm. The training period is around 1month providing stipend.

3.3.3

Sourcing

The Brandix Ocean India raw material like yarn, knitted fabric bundles are easily
available where 60% of raw material is procured locally and remaining 40% is
imported by Srilanka. The price of fabric bundle is $6 to $14 per Kg.

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.

The Volta Fashions Pvt. Ltd sourcing of material is done from Karnataka, Tamil
nadu.

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3.3.4

Operation unit output & Innovative Technology

The Brandix Ocean Indias output of the overall machine is above average and good
efficiency around 70%. The innovation is being implemented in terms of process
efficiency by using the new technology like automated screen printing with
different colors. The fabric printed and washed is send to the Brandix Apparel unit
for the production of lingeries of brand M&S, VS and Pink. All process of fabric
dyeing, washing and printing is automated. For yarn dyeing jet machine has used
mostly chemical dyeing, for printing screen printing method has used. Chemical
insertion during dyeing is done by manually.

In the BIAC, 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. Software used in Marks & Spencer manufacturing unit is HRMS
(internally developed) and for Victoria Secret manufacturing unit is Movex.
Product modification is done in terms of design by Marks & Spencer manufacturing
unit depending on customer demand to increase the marketability of product.

The Volta Fashions Pvt. Ltd: - machines used to facilitate the production are CAD
for pattern making, Cuffs fusing machine, thread absorbing m/c and the
productivity of a machine is 200 pieces.

3.3.5

Productivity Efficiency of Machine

The Volta Fashions Pvt. Ltd productivity of a machine is 200 pieces.

The Brandix Ocean Indias output of the overall machine is above average and good
efficiency around 70%.

In M&S and VS manufacturing units the success rate of fit approvals is by 180%
and improving overall productivity by 33%.

3.3.6

SCM & Related Problems

The Brandix Ocean Indias 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.
The supply chain problems are related to time, price of material and sometime the
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quality of raw material. To tackle this problem the analyzing team rectifies it by
going to the stage where problem has occurred.

The BIAC operation units Marks & Spencer manufacturing unit the lead time taken
by the vendors to supply the materials varies between 1-2 months. Whereas, 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. 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. There are not such SCM related problems.

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.

3.3.7

Outlets Information

The Brandix Ocean India doesnt 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.

The BIACs M&S and VS operation units dont have their retail outlet as they are
exporting it to buyers who are foreign market like US and UK. Pricing of the
product is decided by the head office.

The Volta Fashions Pvt. Ltd has their own outlet in the outskirts of Vishakhapatnam
in Mindi, they sell their manufactured branded product with 15% of cost.

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CHAPTER 4:
SUGGESTIONS AND RECOMMENDATIONS
4.1 BRANDIX

Competition

MAS holdings- Sri Lankan based company

Sunny International- Indian based company

ESP Industries- Hong Kong based company

These competitors are active in their promotion activities. They have engaged in number of
belligerent advertising campaigns in order to build up their fame and popularity of their
international brands. Furthermore they are using advanced CRM systems to effectively manage
their retailers to increase sales by retailers.

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Also, 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. This involves four types of
maintenance namely preventive maintenance, breakdown maintenance, corrective maintenance,
and maintenance prevention
Absenteeism is an important criteria that we observed in the company. This could be due to
underpayment or due to lack of perks and incentives.
The marketing and merchandising team is in Colombo, Srilanka, 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.

4.2 VOLTA FASHIONS

Production
The production rates can be increased further by implementing better techniques and
increasing the number of machines. They already have a large premises most of which is
unused space which may be used meticulously to increase productivity.

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.

Product

The product variety is limited to mens shirts, trousers and denims apart from some kids wear.
They may increase the product variety offered which in turn would increase the business. Also,
since they procure fabric and dont manufacture it on their own, they may plan a unit regarding
the same in future to ensure proper and continuous supply of quality fabric. Knitwear can be
increased as majorly, woven were being manufactured.

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Quality

Finer fabrics sourced from major suppliers, 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, may aim for a more effective
development process with lesser time and better outputs. Bringing in better designs may be of
a great help.

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CHAPTER 5:
LEARNINGS
5.1 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.

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.

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.

The product modifications are important in order to increase marketability of the product
which Brandix follow by doing the predesign approvals from customers, thereafter making
changes as needed by them.

Lean process covers the 7 types of wastes Transport, Inventory, Motions, Waiting, over
production, over processing and Defects.

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BIBLIOGRAPHY

moneycontrol India no1.Finanacial portal. (2006, September 7). Retrieved from

http://www.moneycontrol.com:
http://www.moneycontrol.com/news/business/sezentitlements-to-brandix_238619.html

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December).
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Government of India- Ministry of commerce and Industry-annual report. (2007). Retrieved

from
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Hindu News paper - Andhra Pradesh. (2007, December 21). Retrieved from
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Business-standard. (2010, May 3). Retrieved from http://www.businessstandard.com/article/press-releases/chief-minister-inaugurates-brandix-india-apparel-city110050300079_1.html:

http://www.business-standard.com/article/press-releases/chiefminister-inaugurates-brandix-india-apparel-city-110050300079_1.html

Stitch world - AP Inaugurates Brandix India Apparel City. (2010, may 3). Retrieved from
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Company Wiki. (n.d.). Retrieved from http://www.companywiki.in/wiki/brandix-indiaapparel-city-private-limited.html:

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Invest
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