ADM 4307 Apparel Manufacturing

By Dr. Shin, Ph.D. Associate Professor

 The concepts of mass production and customization
 Related to Merchandising, marketing, producing and
distributing apparel.
 Apparel manufacturing remains labor intensive.
 The apparel industry follow the North American Industry
Classification (NAICS) System
 Replaced The U.S. Standard industrial Classification in 1997.

 NAICS uses a 6 digit code for defining industries

 See Table 1-1 example of NAICS hierarchy (p.4)
 Example: 315212 apparel manufacturing+ cut and sew+
contractors+ women’s.
 Timing of product change
 Fashion change: Relates to changes in color, styling, fabrication,
silhouette, and performance to reflect fashion trends.
 Seasonal change: Results in modification of products due to
time of the year.
 Factors: the weather, holidays, beginning and ending of the
school year, etc.
 Quality - it means:
 Distinguishing property, excellence or a perceived level of
value.
 Interpretations vary by consumer.
 Quality characteristics: Customers desire (are they willing to
pay for which will also be cost effective for the company.
 Perceived quality: a composite of intrinsic and extrinsic cues to
quality
 Intrinsic cues: Relates to the innate and essential parts of a garment.
 Examples: fit, styling, materials, fabrics, fibers, finishes, garment
assembly processes.
 Extrinsic cues: comes from outside the product.
 Examples: Prices, brand names, reputations of retailers, advertising.
 Price: one of the primary extrinsic cues relative to quality.
 Price classifications:
 Low-end/Budget : Price is the primary point of competition
 Better price controlled by using inexpensive fabric
 Control production costs by combining or elimination steps in manufacturing
 Less rigid quality standards
 Seeking lowest labor rates.
 Moderate
 It has own core but customer also comes from budget and better price ranges
 Regional malls, department, specialty stores (Examples: Dillard’s, Macy’s, etc.)
 Designed to meet the fashion performance, quality, and needs.
 Better
 It has a comparatively smaller proportion of the U.S. population
 Main stream department, specialty stores (Examples: Neiman-Marcus)
 Focus more on styling and fit
 Selection of more expensive and unique fabrics and materials
 Use of more complex construction techniques.
 Bridge/ Designer (high fashion, upscale brand name, styling, and
quality)
 The structure of the apparel industry
 Level 1: Textiles & finding manufacturers (Mill Level)
 Level 2: Apparel manufacturers, contractors, retail product
development (Apparel Manufacturing Level)
 Level 3: Manufacturer-owned retailers, outlets, catalog
retailers, warehouse
 Level 4: Consumers
 (see Figure 1-2 organization of the current U.S. apparel
industry p.8)
 Agricultural / chemical
(raw material suppliers)

Fiber/ Yarn manufactures

•Advertising
•Publications
Knitting / Weaving mills
•Merchandising Selling
•Trade Agents Converters
associations Finishers
(Finished fabrics)
Apparel Manufactures Contractors

Wholesale
Jobbers Retailers

Consumers
 Textiles & finding manufacturers: Fabrics, zippers, threads,
trims, and buttons
 A few apparel manufacturers are vertically integrated with textile
production. some apparel manufactures buy from vendor’s open
stocks.
 Trade association: ATMI (=American Textile Manufacturers
Institute)
 Apparel Manufacturers: Marketing, Merchandising, Production
 Perform manufacturing within own facilities and employees.
 Contact some or all of the manufacturing functions to other firms.
 Trade association: AAFA (=American Apparel & Footwear Association)
 https://www.wewear.org/

 Contractors (three types):

 Cut-make-trim (CMT) contactors: supply operators, machines, and
thread and make garments.
 Full package program (FPP): source materials and develop patterns as
well as make garments. Greater financial responsibility. FPP might
higher CMT contractors.
 Specialty contractors: provide services such as pattern grading, cutting,
embroidering, belt making, fabric pleating, or screen printing.
 Trade association: AAPN (=American Apparel Producers Network)
 http://www.aapnetwork.net/
 Apparel manufacturers may be forward vertically integrated into the retail
sector through owning their own stores.
 Retailing (7 types):
 Catalog retailers
 Department store retailers
 Internet retailers
 Mass retailers: ( e.g. Walmart, Target, and J.C. Penney).
 Specialty retailers: offer a large selection of a limited line of consumer goods with
narrow target customers (e.g. Victoria’s Secret, Nordstrom).
 Ware house/wholesale clubs (e.g. Costco, Sam’s Club, BJ’s).
 Retailer outlets

 Retailers use multiple channels of distribution and channel integration.

 Example: Department store + Web sites+ Catalog distribution.
 Trade association: NRF (=National Retail Federation) and IMRA (=International Mass
Retailing Association)

 Level 4: Consumers
 Decisions at all levels are based on forecasts of customer demand.
 Apparel firms vs. plants:
 Firms are refer to a business organization. Primary purpose is merchandising,
marketing, producing, and distributing apparel for a profit.
 Plants are establishments that produce, package, or distribute items or services.

 Legal organization of apparel firms (5 types)

 Proprietorship: a business owned by one person.
 Partnership: a contractual agreement between two or more people to share.
 Corporation (w/ stockholders)
 Cooperative: A business enterprise jointly owned by a group of persons and
operated without profit of the benefit of the owners.
 Franchise (A growing form of business organization in the apparel industry.
Franchising is a contractual agreement between franchiser and franchisee).
 Ownership (2 types)
 Publicly owned firms: have stock traded on a stock exchange.
 Privately owned firms: have the assets or stock in the company owned by a few
individuals who control the firm. (example: Levi Strauss)
 Growth and profits
 Growth: measured by trends in sales, market share, productivity,
profits, number of employees, and size or value of facilities.
 Profits: the vehicle of growth.

 A Market, market share, and market power.

 A market is the sales potential for a particular type of good.
 Market share is a firm’s percentage of the total sales in a market.
(one measure of a firm’s success)
 Market power is the ability of a firm to control price and quantity of
products in the market. (relates to the level of competition.)
 Apparel industry is a highly competitive industry.
 How firms grow:
 Internal growth
 increasing sales of product lines
 Vertical integration
 When there is a merge between suppliers and users in the distribution).
 Examples: Target + AMC (sourcing organization), Pendleton Woolen Mills
(Textile mills ~ Retailers).
 Limitation: Less flexibility in production and distribution of the product line.
 Horizontal integration
 A merger with a competitor
 Increases market power, larger market share.
 Conglomerate merger
 A takeover of a firm that is neither a supplier nor user in the chain of
production nor a competitor in the market.
 Unrelated markets join under common ownership.
 Globalization favors both large and small firms:
 Large firms:
 Capitalization requirements
 Economies of scale
 Breadth of product lines
 Sophistication of technology and communication system
 Small firms:
 Flexibility
 Ability to serve niche markets
 Offering unique products and higher margin products.

 International trade regulation

 International trade:
 The exchange of goods by firms located in different nations.
 Trade regulation (2 types)
 A Tariff (Duty): is a tax on goods that are exported/imported.
 A Quota: is a quantitative limit on exports/imports. An embargo stops trade
altogether.
 Trade balance (= Exports - Imports)
 Trade deficit if trade balance is minus. The U.S. has trade deficit in 1980s.
 The U.S. Customs service regulates under the HTS (Harmonized Tariff Schedule of the
United States) with the Harmonized Commodity Code (classification system for
imports/exports).
 OST (The US. Office of Strategic Trade) tracks trade data. (See. p. 15.)
 OST Reference: http://www.customs.gov/xp/cgov/import/regulatory_audit_program/

 International trade paradox and politically controversial.

 Free trade promotes the most efficient allocation of resources. However, to export good,
countries must protect their domestic manufacturers from outside competition by
imports.
 Apparel trade policy and related issues (See. p.17).

 WTO: (World Trade Organization) that replaced GATT in 1994.

 For promotion of free trade and equalization of trade among countries.

 M-FA: (Multi-Fiber arrangement)

 To restrict trade. M-FA, under WTO. is being phased out.

 Item 807/Chapter 98:

 Allows products to be partially made in the U.S. then exported for further
manufacturing processes. Operations are in the Caribbean basin, Mexico, and Latin
America.
 Illegal trade activities (3 types):
 Dumping:
 selling goods in a foreign country below the domestic price.
 The importing country can impose a countervailing duty.
 Transshipment
 Involves changing the country of origin of the goods to avoid tariffs or quota
limitation.
 Government subsidies
 Payments by the government to manufacturers. (Example: Cotton farmers in Africa)

 Social Responsibility
 Sweatshop condition
 the lowest of the lowest labor costs
 Not registered as legitimate business.
 Poor working condition, safety violations, and inhuman treatment, child labor.
 WRAP (=Worldwide Responsible Accredited Production) principles designed by
an AAFA (=AAMA) take force (See p.22. Figure 1-4)
 Go to: http://www.wrapcompliance.org/
 Organization of apparel firms according to areas of
specialization.
 Teamwork environments with interactive organization structures.
 Each area of specialization in a firm has its own objectives and
responsibility. At the same time, areas must interact to achieve their
common goals. (see Figure 1-5, p.23)
 Apparel firms require expertise in:
 Executive leadership
 Quick response
 Marketing
 Merchandizing
 Production
 Operations
 Finance
 This consists of heads of divisions, owner/managers, and CEO.
 The responsibilities of executives
 Responsibilities: Set goals for organization and make decisions. (see
figure 1-6, p.24)
 The business plan (Strategic planning):
 Strategic planning- understanding the target customer, its product, and
competitions.
 Short run(6 month or 1 year) or the long run (5-10 year).
 Defining a firm’s purpose includes:
 Mission statement
 Description of the target customer
 Description of the product line
 Example: Assortment strategies, Price range, and size ranges.
 Fashion innovation and creativity in styling may be reflected.
 Budgets
 Financial plans that allocation of resources for achieving the goals of firm.
 QR strategies:
 Shortening the time between conceptualizing a new product and
delivering the finished product to consumer.
 Example: Reduce product development times with investment in technology
and changes in processes
 Successful QR strategies result in increased turnover and reduced investment
in inventory.
 SCM (=Supply Chain Management)
 Partnering with suppliers and customers.
 Suppliers <- Apparel manufacturers -> Customers
 Workshops and training programs helped apparel executives better
understand issues, processes, and limitations.
 Collaborative planning and improved communication.
 CPFR (=Collaborative Planning, Forecasting, and Replenishment)
 www.cpfr.com
 To change the adversarial relationship among suppliers and customers to
create and communicate more accurate information to make the trade matrix
more profitable.
 CPFR (Collaborative Planning, Forecasting, and Replenishment)
 Reference www.cpfr.com
  RFSM (=Retail Floor-Space Management)
 Sales per square foot is used by retailers to evaluate the success of stores,
retail floor fixtures, and product lines.
 Important for effective display of merchandises.
 Example: JDA Intactix Space Management that supports RFSM. Go to
www.jda.com
 EDI (=Electronic Data Interchange)
 Purchase orders placed electronically can be filled.
 Retailers provide to their suppliers point of sales (POS) information based on
scanning bar codes.
 Internet is replacing EDI for data handling.
 Floor-ready
 Garments can go directly from the truck to the retail sales floor.

 Responsibilities of Quick Response and Supply chain management

personnel (see Figure 1-7, p. 27)
 A marketing division
 Develop marketing strategies
 Conduct and report customer research to describe target customers
 Position the firm relative to target markets and to the competition
 Develop the image of the company and its product line.
 Propose marketing programs
 Propose advertising/promotion strategies
 Forecast sales.

 A merchandising division
 Merchandising is the planning, development, presentation of
product lines for identified target markets with regard to prices,
assortments, styling, and timing.
 Responsibilities of merchandisers (see. Figure 1-9, p. 28)
 Production divisions
 Responsibility for the procedures and processes required in
actually making products.
 Production schedules are based on the delivery dead lines
determined by merchandising and marketing.
 Operations
 Responsibility for the procedures and processes required to
manage people and physical property.
 Operations often oversees MIS personnel who implement and
support computer technology and communication systems.
 Finance
 Responsibility for evaluating the profitability of past business and
set goals for future business.
 Read Chapter 2 and 3.
 Abstract
 References should be related to “apparel manufacturing” or/and
the cotton industry:
 Trade association: AAFA (American Apparel & Footwear Association)
https://www.wewear.org/
 Trade association: AAPN (American Apparel Producers Network)
http://www.aapnetwork.net/