European Scientific Journal November 2014 edition vol.10, No.

33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

ANALYSIS OF THE FACTORS AFFECTING THE

LEAD TIME FOR EXPORT OF READYMADE
APPARELS FROM BANGLADESH; PROPOSALS
FOR STRATEGIC REDUCTION OF LEAD TIME

Shahidul Kader, M.Sc.

Maeen Md. Khairul Akter, M.Sc.
Lecturer, National Institute of Textile Engineering and Research (NITER)

Abstract
A lead time is the latency between the initiation and execution of a
process. In apparel industry, lead time is the total amount of time required
for completing a product beginning from the date of receiving the order to
the shipment of the goods to customer. Time is a great issue in apparel trade
as orders are based on weather, seasons and occasions. Lead time hence,
carries huge importance when delivering the products to the respective
outlets is concerned. Bangladesh, though the second largest exporter of
readymade apparel to the world, still to prevail the on-time issues. The study
commenced with the identification of back-locks affecting the lead time in
the apparel industry. A three step strategy is proposed through this study to
ensure a shorter lead time.

Keywords: Lead time, apparel trade, readymade apparel, supply chain

Introduction
Bangladesh is one of the most important global players in the
readymade apparel trade in the world followed only by China in terms of
values exported. Apparel trade is characterized with fast and instant response
where consumer’s choice plays the front role. Consumer’s choice changes
rapidly with seasons and occasions; as a result apparel retailers are always in
a pressure to supply the desired fashion before the fashion trend is out dated.
This pressure is interpreted in the apparel production houses as to reduce in
their lead time. Bangladesh is not famous for prompt production solutions
and the apparel industry is historically known to miss the time-target often.
Rather, global retailers source form Bangladesh due to better
competitiveness in cost and sustainable quality that makes it up for them
even if the shipment is delayed for some days. Hence, improvement in lead

268
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

time management of Bangladesh’ readymade apparel industry could be a

great help for both the industry and the retailers. This study identifies
broadly the problematic areas in this regard and a three step (immediate,
middle-term and long term) solution is recommended to improve the lead
time factor in the export oriented apparel industry in Bangladesh gradually.
The study aims to notify the concerned stakeholders about the consequences
behind the prolonged lead time of Bangladesh readymade apparel industry in
a hope that all the concerned authority will do their bit to improve the
situation.

Literature review
Concept of Lead Time
As it is said, it is the amount of time required to complete a service, a
production lot or an order. Lead time is inter-related with the other
production management support tools.

Lead Time in Supply Chain Management:

A more conventional definition of lead time in the supply chain
management realm is the time from the moment the customer places an order
to the moment it is received by the customer. Lead time is imposed on the
supply chain by the competitive environment of business which is driven by
customer expectations, supply chain innovations and competitive pressure.
Competitors that cannot deliver products and services within the established
lead time will likely to perish.

Lead Time in Manufacturing:

This is the time from order start to order completion inside the
factory. Another thing is customer lead time which is the time from customer
order placement to receipt of goods. It is interlinked with the manufacturing
lead time as to reduce customer lead time may require to reduce the
manufacturing lead time first. The shipping time is included because the
manufacturing company needs to know when the parts will be available for
material requirements planning. It is also possible for lead time to include the
time it takes for a company to process and have the part ready for
manufacturing once it has been received. The time it takes a company to
unload a product from a truck, inspect it, and move it into storage is non-
trivial. With tight manufacturing constraints or when a company is using Just
In Time manufacturing it is important for supply chain to know how long
their own internal processes take.
Lead time is so made of:
• Preprocessing Lead Time (also known as "planning time" or
"paperwork"): It represents the time required to release a purchase

269
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

order (if you buy an item) or create a job (if you manufacture an
item) from the time you learn of the requirement.
• Processing Lead Time: It is the time required to procure or
manufacture an item.
• Post processing Lead Time: It represents the time to make a
purchased item available in inventory from the time you receive it
(including quarantine, inspection, etc.)

Lead Time in Production Planning

In production planning, lead time is very important. Suppose, a
product is made from material B and material C. Material B is made from
material C. It means, if there is delay in producing or sourcing material C,
there will be delay in getting material B. So, there will be delay in the
production of product A. Customer will not get delivery in time. So, deadline
is fixed for getting supply and production simultaneously. Suppose, 30 days
is the lead time for delivery after customer places the order. It means, lead
time for buying and production of material B and C should be fixed
accordingly.

Lead Time in Apparel Industry

To lower the risk of a fashion miss, now days most of the retailers
and apparel companies are pressing their suppliers to crank out a small order
quickly—allowing them to test styles in stores—and then fill re-order
requests even faster, a tactic known as chasing. This chase leads to a stressed
out lead time for the apparel manufacturers.
In apparel industry, lead time is the total amount of time required for
completing a product beginning from the date of receiving raw materials to
the stage shippable to the customer. Total lead-time is made up of time
devoted to processing orders, procuring and manufacturing items, and
transporting items between the various stages of the supply chain. Lead-time
typically includes two components: Information lead times (the time it takes
to process an order) and Order lead times (the time it takes to produce and
ship the item). An equation may be able to help us to assimilate the
conception.
Total Lead Time = Information Lead Time + Order Lead Time =
Information Lead Time + Manufacturing Lead Time + Shipping Time for
importing fabrics & accessories + Shipping Time for exporting final product.
(Islam, 2010)

270
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Lead time is one of the main competitive factors among companies.

The ability to deliver quickly influences export, sales and thereby revenue.
At present, the average lead time in our RMG sector is more than 100 days
while in China it ranges between 30-60 days.(Nuruzzaman, 2009)

Figure 1: A Typical Order Processing and Execution System for knit apparel industry

271
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Figure 1: A Typical Order Processing and Execution System for woven apparel industry

Importance of Lead Time in Apparel Industry

Lead time, like in any other manufacturing fields, is undoubtedly one
of the predominant issues in outsourcing and durable global marketing of
apparel industry that largely depends on accomplishing an order within a
certain elapsed time to meet the customer demands properly. The three
parameters cost, quality and lead time for apparel retailers are critical but one
can’t deny the importance of finishing a job as early as possible since it is
perhaps some buyer’s requirements. The following list will throw light about
the necessity of lead time.
 Product cost, quality and lead-time are correlated. Quality denotes
the existence and performance of the product. However, paying high
cost to get the product that exceeds the sell period converts to huge
loss to the retailer.
 Fast fashion apparel is time sensitive and follow a very tight timeline
and meeting the deadline is important than ever.
 Quality and lead-time go hand in hand. High quality products with
simple design need shorter turnaround time compared to the
embroidered or premiere fashion cuts.
 The time needed for the raw-material like fabric, trims or other
accessories is important as that would define the timing of the

272
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

finished goods. Longer lead times generally tend to stock higher

inventory levels for the retailers.
 Lead time reduction can lower a firm's overall costs and make it
more responsive to the marketplace by decreasing the amount of
finished goods inventory required.
 Lead time data is effectively a measure of the total manufacturing
process. It tells how quickly raw materials can be converted into
delivered product to the customer. Apparel manufacturing process is
made up of many steps. Some of those involve a manufacturing
process whilst many are just moving materials or product and
waiting for materials or product. Having a high lead time is an
indication that the process is not optimized.

Methodology
A portrayal of the total lead time management in Bangladesh’s
readymade apparel industry required intensive interviews of concerned
personnel in different departments. Secondary data were accumulated from
different international and local research reports. Real time information was
collected from renowned apparel sourcing companies in Bangladesh.
Interviews were taken from industry people who have been working for
years in the apparel trade. Opinions from the government policy makers and
concerned authorities like Bangladesh Garments Manufacturer and Exporters
Association (BGMEA), Bangladesh Association of Exporters (BAE) were
cross checked to verify authenticity and realism of the collected secondary
data. A survey on 15 readymade apparel industries in the two garments
clusters, Gazipur and Narayanganj of Dhaka city and Chittagong (port city)
were helpful to reveal the problematic areas behind the prolonged lead time.
Expert’s comments were also taken in formulating a strategic way-out from
the problematic areas.

Results and Discussion

In the beginning of 1990s, the lead time was 120-150 days but in
2007, it was reduced by 30-50 days, i.e. at present it is 90-100 days. China
requires only 30 days due to their textile and other backward linkage
facilities as well as export friendly management and supporting policy. It is
45-60 days in India and Pakistan.

273
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Figure 1: Gantt chart for a typical apparel industry with a lead time of 90 days
PDM 1 4 11
Approval 5 13 111
Booking 9 34 111111111
Fit sample 13 27 11111
Inhousing 30 69 1111111111111
PP sample 49 55 111
PP & Trim 56 62 11
Carton 59 67 111
Wash (For Denim) 59 67 111
Vessel 63 70 111
Bulk 70 86 111111
Shipment 77 90 1111

Problematic areas in the readymade apparel industry that affects the

lead time are primarily classified in three categories:
 Development Stage
 Execution Stage
 Other Areas

Development Stage
This area comprises the order reception to the in-housing of raw
materials and accessories. The obstacles in this section mainly cycles
through backward linkages and buyer order processing systems.

Backward Linkage
Backward linkage industry is said to be the industry who supplies the
raw materials to readymade apparel industry i.e. the primary textile industry
and the accessories industry. Bangladesh has gained enough reputation for
knit fabrics as most of buyers are relying on local knit fabrics to produce
their apparel products from Bangladeshi apparel industries. More than
thousands of knit composite apparel industry is functioning delivering final
products within around 90 days whereas the average lead time in the apparel
industries are more than 110 days. The international standard though is far
better. The apparel industries that do not have their own backward link
industry have to source fabrics from local or foreign producers which
requires an extended lead time. Fabric import is a lengthy process and on
average takes up to 60 days.1 In the woven sector where more than 90% of
fabric is sourced from mainly China requires a lead time of around 120 days
to ship the end product. In figure 1 the Gantt chart for a typical apparel
industry shows that, in-housing the materials takes up to 40 days of the 90

1
Data taken from Bangladesh Garments Manufacturers and Exporters
Association (BGMEA) Research Cell

274
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

days of the lead time that is 45% of the total time.China in other hand do not
comprise the burden of importing fabrics as they are rich in in-house textile
solution, can ship the end product within a lead time of only 30 days.
Type of Industry Average Lead Time
Knit Composite Industry 70-90
Knit Apparel Industry 90-110
Woven Apparel Industry 120
2
Table 1: Average Lead Time for different types of industry

Buying Behavior
As an important hub for apparel sourcing, most of the apparel buyers
of the world have a buying office here or carry out buying through middle-
retailers. Buyer’s buying behavior is also identified as one of the reasons
behind prolonged lead time. Manufacturers have limited access to current
market intelligence and information on international apparel trade trends.
There is no specific indication from the local buying offices to the
manufacturers about the next season’s fashion. In most of the cases there is
not any opportunity for the manufacturer to plan in advance for fabric and
accessories.
Even the local buying offices are not the ultimate decision makers
and approvals had to be taken on various stages of production like fit sample
approval, pre-production sample approval, design approval, wash approval
etc. from the headquarters. Samples are sent by air to the respective head
offices and it takes much time. On various occasions, the buyer’s authorized
approval person is not available immediately. These problems delay the
decisions to be made by the buyer and add some undesired days in the lead
time. Approval process is lengthy and consumes around 10% of the total lead
time. If the local buying officers were given the authority to approve
samples, approval process could have been completed within 2 to 3 days
whereas it takes 10 to 15 days now. Cases are also common when sudden
changes in style, color or shade are regulated in the middle of the production
which requires new planning, new material requirement and sourcing and
new work study; leads to prolonged lead time.
Strategic sales forecasting of the renowned fashion brands are done in
such a way that it allows barely any room to the manufacturers. Apparel
brands want to meet the exact customer demand for the upcoming seasons.
They are always in a mad race of showcasing the latest fashion trend in the
market before someone else does. Doing so, they wait until the last moment
to plan for the coming season and these forces them to have a little time on
hand to produce the apparel. The explicit pressure applies to the
manufacturers. They have to do so many things within a little time available.
2
Data imported from own research questionnaire and survey

275
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Execution Stage
Execution stage refers to the start of bulk production and receiving
the final product. Though it seems as the major stage in an apparel industry,
it only takes 15-20 days for the production of end product if the development
of the order was executed effectively. Problematic areas that consume
avoidable lead time in this stage are shown as followed.

Inefficiency in planning
Planning in the execution stage is the identification of required
manpower and machines to be able to complete the production in least time.
It refers to the process of determining of manpower, equipment and facilities
based on the demand. The four basic manufacturing metrics used in the
industry are Cost, Quality, Lead time and Technical Risk. So, inefficient
planning has a great effect on those four metrics.

Backdated production system

The choice of best apparel production system should depend on the
product and policies of the company and on the capacities of manpower.
Bangladesh apparel sector uses the traditional progressive bundle system
widely where parts of various components after being cut in the Cutting
Room are tied up in bundles and distributed out to the Sewing Section as
bundle form. In this system balancing a line is difficult and an efficient
supervisor is needed which is not available in every industry. Planning for
each batch of each style takes a lot of time. This is somewhat an ineffective
practice, as production managers are unable to manage or plan the
production effectively every time.

Low Productivity
In Bangladesh, workers are available in plenty but lack of skill is still
a big concern here. This yields low productivity when compared with other
competitive countries like China, India, and Pakistan. If China’s productivity
is 100, Bangladesh’s productivity is only 77%. Besides, lack of investment in
new machinery and technologies with current insufficient size of skilled
workforce also impedes an increase in productivity. Unskilled middle
management positions are also a major reason behind the low productivity of
apparel industry. Most of the firms are run by people with no previous
academic background of textiles or apparel. Old-fashioned technology with
non-technical persons is a common phenomenon in the apparel firms.

Other Areas
Bangladesh is a developing country and still weak in infrastructure
compared to international standard. Poor supply of energy and gas, transport

276
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

and port facility which are essential elements of international trade are still
below part. And to add with the political instability, transport of readymade
apparels to the destinations through the port sometimes becomes a lengthy
process.

Weak Infrastructure
Congested roads, limited inland transport alternatives, add
inefficiencies to apparel export lead time. The apparel industry is highly
dependent on the Dhaka-Chittagong highway route as Chittagong sea port is
the main doorway from the country. Most of the apparel industries are Dhaka
and Chittagong. As a result Dhaka-Chittagong route is very important for
apparel export. Currently it is a two lane road with busy traffic and a four-
lane high way is under construction. 280 kilometers of road from Dhaka to
Chittagong sea port takes a day long for a cargo to reach which is really
inefficient. The goods laden vehicles have to stand for hours in the traffic
jam on the way to Chittagong from Dhaka and its adjacent areas due to poor
road facilities. Many apparel exporters complained that they cannot meet the
strict lead-time set by the international buyers due to this.

Lack of deep-sea harbor

Lead time for sea freight is increased by at least a week due to the
lack of a deep-sea harbor. We have to ship the products to the feeder vessel
which then approaches to the mother vessel in Singapore. It takes 7 to 10
days for the feeder vessel to reach mother vessel, unload and load again. A
deep sea harbor can surely eradicate those extra time for the sea freight.

Poor port facility

Productivity at Chittagong port suffers from inefficient processes.
Manual processing, limited crane capacity, and strikes that sometimes span
several days at a time. The facilities of Chittagong port have not increased
like the export volume. The containers are kept stuck in the port for even 15-
20 days though they are supposed to be released within 3 days. Poor port
facility is adding up to the lead time as the import of fabrics takes a much
more time to reach the factory premises due to different port complexities.

Labor unrest and political instability

Bangladesh apparel industry can supply the products at the cheapest
rates as they have the cheapest labor in the offering. But there is always a
pressure from worker trade unions to raise the wages periodically. And this
pressure sometimes transforms into violent protests that forces factories to
shut their operation. The instable political situation of the country doesn’t
help the cause and factories have to remain closed for weeks some times. As

277
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

a result there are cases where manufacturers seldom miss the agreed lead
time with the buyers.

Proposal of a strategy for reduction of the lead time

Lead time in the Bangladesh’s apparel industry cannot be reduced
overnight, but if some strategic steps can be adopted it is possible to
gradually reduce the lead time significantly. Immediately 30-40% (about 25-
30 days) of lead time can be reduced only by proper and efficient
management in the supply chain. And 15% (about 14 days) time can be
avoided by only developing port facilities. Development of the textile sector
is essential to reduce dependency on imported fabric. If local textile
industries can supply quality fabrics to the apparel industry another 15-20
days can be alleviated easily. Solutions are proposed in three stages
(immediate, mid-term and long-term) through this study and they are
described below.

Immediate solutions
Solutions those can be adopted right now in the apparel industry are
termed as the immediate solutions. These are concerned with the
improvement and modernizing of the current production system and supply
chain management in the apparel industry. Regular training of workers and
application of ergonomics in the production floor should be implemented to
boost productivity. Relation between buyer and manufacturer should be for
long term and more open-oriented. The immediate steps that can reduce lead
time considerably are described below.

Advanced production and management

Advanced production philosophies like lean manufacturing, or
implementation of ERP are proved to be more productive than the
progressive bundle system which is mostly used in the apparel industries.
Lean manufacturing is a Japanese famous production philosophy
which is designed with several productivity tools. The tools include
continuous process improvement (kaizen), the ‘5 Whys ‘and mistake-
proofing (poka-yoke), the 5S, Just in Time (JIT) etc. Effective business
strategy and management information systems are required for installing
proper mapping and continuous wastes dictation programs. Lean
manufacturing is most frequently associated with elimination of seven types
of wastes from the production system which are responsible for additional
lead time.
Value Stream Mapping (VSM) is another Special type of flow chart
that uses symbols known as "the language of Lean" to depict and improve
the flow of inventory and information. Value Stream Mapping Purpose is to

278
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

provide optimum value to the customer through a complete value creation

process with minimum lead time.
After implementation of lean tools in many of the factories, results
observed were highly encouraging. Some of the key benefits entail
production cycle time decreased by 8%, number of operators required to
produce equal amount of garment is decreased by 14%, rework level reduced
by 80%, production lead time comes down to one hour from two days, work
in progress inventory stays at a maximum of 100 pieces from around 500 to
1500 pieces. Apart from these tangible benefits operator multi -skilling as
well as the flexibility of style changeover has been improved. Solutions
provided to sample section through the Japanese 5S System application
reflected as aeffective tool for smooth sample production and dispatch with
better quality sample.
Adoption of Enterprise Resource Planning (ERP) in inventory control
system is considered as a smart way to increase productivity. Smooth flow of
information is essential to evade avoidable time in in-housing the raw
materials. ERP enables a factory to have a common set of data that provides
a complete picture of its production capacity, inventory, material, and
resource availability. This helps the firm the ability to optimize their supply
chain.
An integrated program for workers training is a must with proper
ergonomic knowledge. Unskilled workforce is still a big problem here
though the industry is more than 35 years old. Skilled workers with proper
technical and ergonomic knowledge are a key in modern production systems.
Good environment and ergonomically designed work systems have a huge
impact on the productivity and it can significantly help in reducing the lead
time of production.

Creating long term relation with the buyers

Creating long-term partnerships with buyers and leveraging them
know- how in capability building is the ground on which suppliers should
focus. This can include, for example, utilizing buyer know-how for
capability building, long-term capacity planning/blocking, co-development
of products, electronic data exchange and balancing minimum order sizes.
The emergence of buyer-led global supply chains producing textiles and
apparel in ever accelerating design, production and distribution cycles should
be changed and relations should be more open-ended.

Mid-term solutions
The development of the infrastructure and port facilities is grouped
under mid-term solutions. This is because, to improve infrastructure it is not

279
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

possible to do overnight but it is manageable if strategic steps are taken in

time.

Improvement of infrastructure
Efficient transportation system could reduce the excess time needed
for movement of raw materials and finished products from port to factory
and vice-versa. Government of Bangladesh has undertaken a number of
projects addressing the different transport routes that are being pursued to
help ease the situation. Expansion of the Dhaka-Chittagong highway to four
lanes, prepare long-term efforts to establish a deep-sea port in Chittagong,
improve efficiency at Dhaka airport, and double the train container transport
capacity can certainly help in reducing the lead time.

Improvement of port facilities

If the port facility is improved it may help to reduce lead time about
14 days. The containers must be loaded and unloaded to the ship without any
delay. Turnaround time of feeder vessels in Chittagong Port is now seven to
10 days while it is two days in Bangkok and one day in Singapore. The
maritime transport costs account for 14 per cent of the cost of Bangladeshi
textile exports to the US, compared to less than eight per cent for countries
like India, Thailand, China and Taiwan. So, improving the turnaround time
and to redesign the maritime transport costs are essential. Improvement of
feeder vessels and port management will certainly contribute towards
improvement of lead time.

Political stability
Government of Bangladesh has to be strict about business plans &
regulations. Frequent changes are to be stopped. After deciding a profitable
plan is to be created & that must be followed by all the industries. For the
sake of readymade apparel industry, the country’s most export value earning
industry, strikes should be avoided or at least on emergency export duty
vehicles should be kept free off strikes.

Value added product

Being confined within basic product can be a threat for RMG
industry. Fashionable garments can be produced in two ways: by using
apparel washing techniques and by using accessories (like ladies items). Raw
materials and accessories used for a fashionable garment can be brought by
air, since its charge is much more than the basic garments. Air shipments are
economically feasible for this type of products. So, there is no possibility of
missing the lead time and even we could reduce the total time needed to
deliver such kind of products.

280
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Long term solutions

Long term solutions are targeted as a permanent solution for the
readymade apparel industry. But it requires investment form the stake
holders as those solutions can certainly provide more competitiveness when
the fast fashion industry is concerned. The development of backward linkage
industries which are the fabric manufacturing and finishing industries and the
expansion and modernization of the prevailing port facilitates are considered
as the long term solutions.

Improvement of backward linkage industries

In order to reduce the lead time, strong backward linkage industries
are essential. To meet the fabric demand for the RMG sector Bangladesh
would be able to reduce lead time with a considerable amount. Scientific
research could be done to produce cotton in Bangladesh. Spinning, weaving,
dyeing and finishing mills should be erected robustly to fulfill the demand
for readymade apparel sector. It will also be beneficial for the primary textile
firms as they will be able to sell their goods to the local readymade apparel
industries.

Deep Sea Port

In the 1960s a proposal of constructing a deep sea port in Kutubdia
channel was submitted to the government, but still hasn’t been materialized.
Considering many facts about the whole scenario, specialists have finally
selected Sonadia as the appropriate location of deep-sea port. The mother
vessels that cannot enter the Chittagong port at present will anchor at the
deep-sea port. The present volume of 30 billion US$ export-import business
will be doubled by 2020. Deep-sea port will play a vital role for the
economic development of Bangladesh like Singapore, Hong Kong and Sri
Lanka. China and other development partners have already expressed interest
in helping Bangladesh regarding a building of deep-sea port.. A deep sea port
will definitely reduce the lead time to a great extent.

Conclusion
An extended lead time is one of the major problems that the apparel
sourcing world is facing when exporting readymade apparels from
Bangladesh is concerned. Apparel sourcing bodies are one of the major stake
holders of the readymade apparel trade and they along with the Bangladesh
authorities can endow their investment in improving the factors affecting the
lengthened lead time issue. The prevailing factors behind this are mostly
related to the efficacy of the supply chain and port facility. The major back-
lock in the supply chain is the incomplete support of the primary textile
industries that is supposed to supply the raw materials to the readymade

281
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

apparel industries, especially fabrics. Fabrics import from abroad takes up to

60 days of the lead time which is roughly 45% of the average lead time.
Improvement of the backward linkage industry to a standard to be able to
support the readymade apparel industries with export quality fabrics is a
continuous process and it will take some time. But the development of the
production and manufacturing system can be implemented in a short while
and it has a proven impact on the lead time. Buyers motive towards their
suppliers should be more open oriented and decisions regarding sample
approvals should be more efficient. Port facilities are only a question of time;
as the export market is expanding, investors will be more attracted to
develop the Chittagong port to an international level. Development of
Bangladesh as a major readymade apparel exporter, certainly ‘the next
China’, will definitely be fruitful for both the manufacturers and buyers to
explore in the global fast fashion industry with confident and
competitiveness.

References:
Ayres, J. B. (2001). Making Money From The Supply Chain. In Making
Supply Chain Management Work (p. 658). CRC Press.
Babu, V. R. (2006). Garment production systems: An overview. Indian
Textile Journal .
(2011). Bangladesh Ready Made Garments Landscape. McKinsey &
Company.
Cross, K. F. (1986). Introduction to Manufacturing Asses Planning. In
Manufacturing Planning: Key to Improving Industrial Productivity (p. 2).
CRC Press.
Ellawindy, A. (2012). Leading Garments Manufacturer Increases
Productivity by Emplementing an ERP Solution. Arafa Holding Ltd.
Microsoft.
Haque, M. A. (2014). President, Bangladesh Garments Manufacturer and
Exporter's Association (BGMEA).
Holmes, E. (2010). Tug-of-War in Apparel World. The Wall Street Journal .
Hossain, K. A. (n.d.). http://www.banglapedia.org/HT/S_0187.htm.
Retrieved september 09, 2014, from www.banglapedia.org:
http://www.banglapedia.org/HT/S_0187.htm
Hyer, N., & Wemmerlov, U. (2002). Understanding Cell Performance Using
Modelling. In U. Wemmerlov, Reorganizing the Factory: Competing
Through Cellular Manufacturing (p. 183). Productivity Press.
Islam, M. S. (2010). Supply Chain Management on Apparel Order Process:A
case Study In Bangladesh Garment Industry. Asian Journal of Business and
Mangement Sciences , 2 (8), 60-72.

282
 European Scientific Journal November 2014 edition vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

Khan, A. M., & Mazedul Islam, M. (2013). Application of 5S System in the

Sample Section of an Apparel Industry for Smooth Sample Dispatch.
Research Journal of Management Sciences , 28-32.
Khan, D. M. (2014, June). Productivity in Apparel Industry. (S. Kader,
Interviewer)
Mahmud, M. (2013). Lead-time reduction, cost cut must for survival. Dhaka:
The Daily Star.
Martin, D. M. (2013). Creating Sustainable Apparel Value Chains. Impact
Economy.
Mirdha, R. U. (2014). The RMG Sectors's Definig Year. Dhaka: The Daily
Star.
Muhundhan, M. (2013). Apparel industry: Ergonomics for improving
productivity. The Indian Textile Journal .
Nuruzzaman. (2009). Lead Time Management in the Garments Sector of
Bangladesh: An Avenue for Survival and Growth. European Journal of
Scientific Research , 617-629.
Paneru, N. (2011). Implementation of lean manufacturing tools in garment
manufacturing process focusing sewing section of Men’s Shirt. Oulu
University of Applied Sciences.
Priest, J., & Sanchez, J. (2001). Manufacturing:Startegies, Planning and
Methodologies. In Product Development and Design for Manufacturing: A
Collaborative Approach to Producibility and Reliability (p. 167). CRC Press.
Samad, M. A., Saiful Alam, M., & Tusnim, N. Value Stream Mapping to
Reduce Manufacturing Lead Time in a Semi-automated Factory. Asian
Transactions on Engineering , 02 (06).
Sultana, M., & Najrul Islam, M. (2013). Scope of Value Stream Mapping to
Initiate Lean Manufacturing: An Analysis . International Journal of Lean
Thinking .

283

View publication stats