Management and Technical Procedure in Apparel Industry

Management and Technical Procedure
in
Apparel Industry
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INTRODUCTION
1. INTRODUCTION
1.1. Objectives
1.1.1. To know about marketing approach in garments industry.
1.1.2. To know about merchandising department of NORTHERN TOSRIFA
INDUSTRY LTD.
1.1.3. To know about production department of NORTHERN TOSRIFA
INDUSTRY LTD.
1.1.4. To know about compliance department of NORTHERN TOSRIFA
INDUSTRY LTD.
1.1.5. To know about all departments of garments industry.
1.1.6. To know about the management and technical process of apparel industry.
1.1.7. Knowledge gather about RMG sector related other organization
1.1.8. Comparison between class room learning and practical learning.
1.1.9. To point out all kinds of achieving system for all kinds of information and
required matters.
1.1.10. To find out how much problem are related with "merchandising and
production system in garments industry".
1.1.11. To develop garments sector.
1.1.12. To more export & less import.
1.1.13. To established organization and management also.
1.1.14. To do a merchandising practice in the factory.
1.2. Methodology
1.2.1. To collect the data.
1.2.2. To prepare all documentation.
1.2.3. Different organization
1.2.4. Discussion
1.2.5. Internet
1.2.6. Class lecture
1.2.7. Class sheets
1.2.8. Library
1.2.9. Magazine
1.2.10. Annual report
1.3. Scope
1.3.1. Factory
1.3.2. Buying House
1.3.3. Library work
1.3.4. Discussion
1.3.5. Class lecture
1.4. Limitations
1.4.1. Huge area of garments industry in work field, so there has much limitation.
1.4.2. They have some privacy which is their business ethics.
1.4.3. Far distance garments industry.
1.4.4. Time limitation.
1.4.5. Merchandiser doesn't have enough time to give the information elaborately.
1.4.6. Short time visit in different organization.
CORPORATE OFFICE
2. CORPORATE OFFICE 2.1. Company Profile
NORTHERN TOSRIFA INDUSTRY LTD.
COMPANY PROFILE
COMPANY NAME NORTHERN TOSRIFA INDUSTRY LTD.
CORPORATE OFFICE
ADDRESS
FINANCE OFFICE
Holding No 4/2 A, Plot - 49 & 57 135 Gopalpur, Munnu Nagar, Tongi, Gazipur,
Bangladesh.
Phone:88029817461-63 FAX: 880 2 9817743 Email: info@ntg.cotn.bd
Plot#91,4th & 5th Floor, Suhrawardy Avenue, Block# K Baridhara, Dhaka-1212,
Bangladesh
Phone: 880 2 9882516-7, 880 2 9882607 FAX: 880 2 9882610 Email:
info@ntg.com.bd
We are in a mission to:
• EXCEED our customer's expectations delivering right products in right time with
excel quality and customer service.
• EMPOWER our Human Resource turning them into our Best Asset.
• CONTRIBUTE to the enhancement of our Society and Environment.
• MAXIMIZE Shareholder's Value.
Vision:
We are focused to be the most preferred NAME to our stakeholders - customers,
employees, suppliers, society and shareholders
Profile:
Northern Corporation Ltd
The group's journey begins with Northern Corporation Limited, a composite knit
apparel items manufacturing unit. From a very humble beginning, Northern
Corporation Ltd now employs more than 1800 people and has annual turnover of
more than 2million US dollars. Situated just minutes away from Dhaka International
Airport, NCL is well equipped to produce 12 tons of finished fabric per day and has a
sewing capacity of 4 million minutes per month. As a sign of NCL's continuing
success the company has several international certificates including ISO 9001:2000,
OEKOTEX 100 and Organic Exchange.
Fashion Asia Ltd

To keep up with increasing demand of the buyers for quality and efficient garment
manufacturing facility, Fashion Asia Ltd was created hi year 2000. The company
since its emergence has been highly successful in producing t-shirts, polo shirts, tank
tops, dresses, leggings and sportswear for different buyers in Europe. Their dedicated
team of 600 employees have pushed the annual turnover to USD $9 million which is a
remarkable achievement. Short lead time and efficient lean manufacturing is what
drives Fashion Asia forward and that is why it has become such a great one stop shop
for its buyers.
Tosrifa Industries Ltd

With hard earned experiences from Northern Corp. and Fashion Asia, Tosrifa
Industries Limited was formed in 2002. Situated on 4 acre parcel of land TIL is the
flag ship of the group. The company has all the latest technology and is focused to
produce best quality knit apparel items. Along with the usual ISO 9001:2008 and
OEKOTEX 100 standard certificate, TIL is well on its way to receiving the ISO
14000: Environmental Management Certificate. The factory operates with 1600 hard
working employees producing 10 tons of grey fabric per day and 3.3 million sewing
production minute per month and annual turnover of USD 12 million
Printers And Printers Ltd
With the production capacity of the group increasing over the years, Printer and
Printers Limited was established to meet the growing demand for printing and
embroidery.From transfer prints to sublimation, Printers and Printers can provide the
buyers with a complete printing and embroidery solution. The company is able to
print and embroider 25000 and 2000 pieces per day respectively.
Enviro Pac
This poly, carton andaccessories factory has beenset up for strengthening thebackward
linkage capacityof Northern Tosrifa Group.The group has plans tobe completely
verticallyintegrated and EnviroPac Ltd was establishedwith this mission in
mind.Enviro Pac not only catersto the needs within thegroup but also
suppliesaccessories to differentother well established garment factories. Capableof
producing 66 tons ofpoly bags per month thiscompany is focused toproduce all major
types ofgarment accessories.
Hung Tak Northern Garments Ltd

Northern Tosrifa Ltd understands the need to continuously expand its business
horizon. With that in mind Hung Tak Northern Garments Ltd, a joint venture company
between Northern Corporation Ltd and Hung Tak Garment Ltd of Hong Kong, was
established. This gave Northern the opportunity to enter into the ever growing woven
garments manufacturing market. Hung Tak's vast knowledge in shirt manufacturing in
China and Vietnam together with NCL's local knowledge and experience gives this
company a unique competitive advantage. With a production capacity of 5000 shirts
per day, this factory is geared towards high quality premium shirt buyers from around
the world.
Achievement of Northern Tosrifa Group:

Today's apparel giant Northern Tosrifa Group started off as Northern Corporation
Limited with modest knit apparel items manufacturing unit in 1987. Now the group
consists of knitting, dyeing, fabric finishing and several garment manufacturing units
ensuring complete solution to the buyers. All these factories are 100% export oriented
having high concentration hi European market with its knit apparel items. The group
is a member of all the industry associations - BGMEA, BTMA and BKMEA
Capabilities:
Value for Our Customers:
Giving the highest priority to the customers and to provide them with one stop service
has been Northern Tosrifa Group's ultimate goal. Driven with the Mantra
DELIVERING SATISFACTION, the group has grown from modest knit apparel
items manufacturing unit to a hub of 100% export oriented companies over the last 24
years.
Our business strategy is focused on our customer needs and expectations and thus
giving us a strong customer portfolio.
We operate world-class factories to provide excellent manufacturing capability to
achieve the requirement of our customers. We have extended vertical capabilities
which include the production of knit fabrics, garment dyeing, printing and as well as
packaging. Recently we have ventured into woven garments market with a joint
venture company- Hung Tak Northern Garments Ltd. Our year of experience and
technical knowhow gives us a unique advantage hi the understanding and exceeding
customer expectations.
Technology:
Technology is for maximizing product quality and reducing production costs. It plays
an important role in manufacturing process, quality assurance and decision-making.
Northern Tosrifa Group believes that investing in and embracing new technology will
move the company forward in the years to come.
The nature of the industry demands us to always keep pace with the continuous
technological advancements. Northern Tosrifa Group is in the forefront, keeping all its
units updated with the latest technology - resulting into efficiency and quality in
production.
Spectrophotometer - Data color and Dyeing machines from Ahiba & Methis.
Research and Development

Our R&D team comprise of foreign and local Industrial and Textile Engineers. They
are always innovating new process and mechanism to achieve the better solutions for
higher productivity.
We also use CAD, CAS and CAM system in the factories reduces wastage and makes
fabric cutting more efficient & precise.
Central Work Study (CWS)

• Provides recommendations on product design
• Conducts process engineering to improve productivity
In-house laboratories
• Ensure our production process and products are at of the best quality
• Perform the Physical test for fabric (color fastness, pilling, rubbing fastness,
GSM, bursting strength, dimensional stability and abrasion test).
• Prepare color to match the swatch provided by the customers with high end color
mixing technology
Value-added processes (VAP)

• Includes printing, embroidery and packaging capabilities
Technological Advancement
Our mission for managing and implementing an efficient production process is aided
by the advanced technology which includes:
• ERP solution, which we use to process orders from customers, to do complete
production planning and scheduling that enables us to effectively monitor the progress
of the whole production process
• Scan & Pack, which is connected to the customers' web portal, through which we
provides them with the details of the goods that have been inspected and are on the
process of shipping, so that our customers know that the inspected and the shipped
good are the same.
• RFID, to monitor the performance and efficiency of the factory as well as
individual worker. We are developing a RFID inventory management system.
Our IT investments are not only to have efficient production process but also aimed at
moving towards a paperless organization for a greener tomorrow.
Sustainability
GOING GREEN:
Northern Tosrifa Group is a human company and takes every possible step with the
environment in mind. As a sign of our continuing commitment to towards the
environment the following measures are taken: Optimization of water usage by
deploying highly efficient Effluent Water Treatment plant. Minimization of carbon
foot prints by using CFL and LED energy efficient lights and production of renewable
energy with solar panels. Reduction in energy wastage and making production eco-
friendly by running all machines with Servo Motors. Together with Lidl (Germany), a
comprehensive carbon emission analysis was made for all the processes - from
growing of cotton to manufacturing, transportation and sale of finished garment. This
is an essential tool to reduce carbon emission. Full Compliance with REACH
regulation protecting environment and people from risks of chemicals necessary for
production and partnered with GIZ of Germany to obtain ISO 14001:2004
Environmental Management System certification.
People:
Human Capital
The power of the Group lies within its PEOPLE - accordingly it is committed to be an
'equal opportunity employer' offering best working environment for all of its 4500+
employees. Employees are enjoying WPPF (Workers Profit Participation Fund) for
last 15 years along with regular bonuses for target achievement, festival, and
attendance. They also enjoy earn leave encashment facility. 360-degree evaluation
technique is in practice ensuring transparency and proper recognition leading to a
more motivated workforce. Trainings with foreign and local experts are taking places
in our own training center equipped with latest technology for both fresh and skilled
workers. As per its policy, the Group is fully compliant with all local government
labor laws, regulations set by ILO, BGMEA and valued buyers.
Quality;
STITCHING A legacy of 24 years
QUALITY is the critical success factor for Northern Tosrifa Group. Accordingly all
concerns are equipped with latest machineries from knitting to sewing and finishing.
All Workers are excellence oriented, meeting each and every stringent quality
standard set by the buyers. 5S (seiri, seiton, seiso, seiketsu and shitsuke) Technique is
used for work layout. Production lines are designed in both Modular and Linear
layout, enabling us to handle bulk orders or smaller more critical styles with equal
efficiency and superior quality. In all stages of production, from knitting yarn to final
garments, 4'Points Product Quality Control and 7'Points Traffic Light Systems are
followed. AQL (Acceptance Quality Limit) Standards, Major 1.50 and Minor 4.00 are
in regular practice for the final Inspection.
FINAL PRODUCT Readymade Garments 600,000 pcs (Per

PRODUCTION CAPACITY Month) 110-120 days. FOB.
L/C LEAD TIME 14,000
L/C TERMS 14,000
FLOOR AREA 15,000
CUTTING SEWING 9,000
PRESSING & FINISHING 5,500
PACKING 10.000
WAREHOUSE
OFFICE & OTHERS
TOTAL 67,500 SQ. FT.
NUMBER OF BUILDING NUMBER 12
OF FLOOR TOTAL PRODUCTION 30
AREA WAREHOUSE 17,90.000 SQ. FT.
250.000 SQ. FT.
NUMBER OF STAIRCASE Batch Building 4-8 Stair Cases.
About 15000 Persons.
NUMBER OF EMPLOYEE i) Connected Load : 4000KW
ii) Produced by own generator: 6500 KW
ELECTRICITY 4700 KW 50000 Liter IT
2400 cubic meter (per day)
C-5124(286)
GAS (Connected Load) 1987.
WATER REQUIREMENT USD 14.3 MILLION
EFFLUENT TREATMENT (ETP) From light 190T taffeta to 14.50Oz.
CAPACITY denim/wool/
fleece fabrics
IBUISNESS REGis. NO. We specialize in all kind of woven products
ESTABLISHED SINCE for
ANNUAL TURNOVER' 11 Men's, Women's, Boy's, Girl's, and Kid's.
FABRIC HANDING Spring and Fall JKT, Winter Coat, Shirt,
MAJOR PRODUCT Shorts, Trousers, Skirt, Shortall, Overall,
MAJOR CUSTOMER Dress Down JKT & Vest IN U.S.A:
SEARS, AMERICAN EAGLE
OUTFITTERS, PERRY ELLIS, KOHL'S,
WRANGLER, MOUNTAIN GEAR, SEAN
JOHN & OTHERS IN CANADA:
SEARS, LONDON FOG, PACIFIC
TRAIL'S, MARK'S WORK
WEARHOUSE, HUDSON'S BAY
COMPANY, AMERICAN EAGLE OUT
FITTERS & JACCOB. INE.U: 11
MACHINE LIST:
H & M, ESPRIT, RIPCURL, CELIO, UNITED COLOR'S OF BENETTON, C&A,
CHARLES VOGELE, ZARA, TOM TAILOR, MEXX, THE STADIUM, GEORGE
CLOTH.
TYPE OF MACHINE QUANTITY (SETS)
SINGLE NEEDLE 374
DOUBLE NEEDLE 92
OVERLOOK 78
KANSAI 30
BAR TACK 30
BUTTON STITCH 30
BUTTON HOLE 25
EYELET BUTTON HOLE 20
SNAP BUTTON 35
BLIND STITCH 8
FEED OF THE ARM 25
CUTTING MACHINE 20
HEAT CUTTER 5
FUSING MACHINE 2
WAIST BELT SETTING 4
SPECIALIZED MACHINE:
NEEDLE DETECTOR (TUNNEL) 5
CAD MACHINE 4
PLOTTER 2
DIGITIZER 2
VELCRO CUTTER 2
SEAM SEALING 12
ZIG-ZUG 12
FABRIC INSPECTION MACHINE 2
THREAD SUCKING MACHINE 5
STEAM BOILER 2
STEAM IRON 60
ELASTIC ATTACHING 2
LABEL JOINT 6
LIGHT BOX 1
OTHER SUPORTING EQUIPMENT:
QUILTING MACHINE 2
EMBROIDERY (UP TO 15 COLOR) 2
LAY END CUTTING MACHINE 10
VACUUM IRON TABLE 60
HAND NEEDLE DITECTOR 3
TOTAL MACHINE 975 SETS
WASHING PLANT:
TYPE OF MACHINE QUANTITY (SETS) CAPACITY
SAMPLE WASHING 9 1300 Ibs
MACHINE
WASHING MACHINE 6 95750 Ibs
HYDRO EXTRACTOR 3 1800 Ibs
DRYER 12 20100 Ibs
SAND BLAST MACHINE 8 16000 pcs per day
SAND BRUSH MACHINE 5 3360 pcs per day
E . T. P. 1 1 50000 Ltr. Per hour
BANKI INFORMATION:
NAME OF ADVISINGBANK BANK ADDRESS
STATE BANK OF INDIA Udaya Tower, 57 & 57/A, 1ST Floor,
Gulshan. Avenue, Circle-1, Gulshan,
Dhaka-1212
Bangladesh.
TEL: 880-2-8835602
FAX: 880-2-8837114
Manufacturing Process:
Fabric Inspection → Issue to Cutting → Cutting → Numbering & Bundle
Inspection
Final Inspection ← Finishing ← Pass ← AQL ← Metal Detection ← In-Line
Inspection Folding ← Poly & Packing
2.2. What is Corporate Policy Strategy?

The Council provides a wide range of specific services (Education, Planning, Social
Work, Cleansing etc.) but there are also a number of issues which require a corporate
approach. These include such regular matters as Equalities, Best Value, Public
Performance Reporting, the Citizen Panel and strategic issues like Asylum Seekers
and Refugees.
Generally speaking the Executive Director, as principal policy advisor to the Council,
has responsibility for providing a corporate policy and strategic lead to the Council.
Sometimes individual services are requested to take the lead on relevant issues. The
Council's Social Work Service is building a partnership with the local health board hi
response to the Government's Joint Futures initiative for example.
The Corporate Policy Unit within the Chief Executive's Department has the lead
responsibility for several key policy areas; develops relevant strategies to handle
significant
policy issues and supports both senior elected members and the Council's Corporate
Management Team.
2.3. Visions Mission and Objectives

Vision
Quality is always the combination of the highest intent, sincerest effort with an
accurate execution, and delivering high-valued-added products and quality services,
all tailored to the specific needs of every one of our individual customers.
Mission
The Mission Statement is a crucial element in the strategic planning of a business
organization. Creating a mission is one of the first actions an organization should take.
This can be a building block for an overall strategy and development of more specific
functional strategies. By defining a mission an organization is making a statement of
organizational purpose.
"A good mission statement captures an organization's unique and enduring reason for
being, and energizes stakeholders to pursue common goals. It also enables a focused
allocation of organizational resources because it compels a firm to address some
tough questions: What is our business? Why do we exist? What are we trying to
accomplish?"
Objectives:
• Source quality
• Make quality
• Delivery quality
2.4. Group Organogram
Till now, I have visited huge factory among that it is best one. I spent nearly 4 hours
within this time I observe CAD to Finishing department. Really it is amazing factory
and very much organize. When I see one big room for changing breakage needle I
astonished. It is hundred percent foreign oriented. On other hand, the recruitment
policy of this factory marvelous.
Organizational Structure of Northern Tosrifa Industry Ltd.
2.5. Management Styles & Approaches
Everyone is different. Everyone has their own unique styles, quirks, and personalities
that make us different. Some people are outgoing, some are quiet and why...some are
funny and others not so much. Because of this, what works for some won't work for
others? This is why one style of organization won't work for everyone. Everyone can't
and won't get organized and stay organized in the same way.
Before NORTHERN TOSRIFA INDUSTRY LTD. embark on any organizational
project
their really need to figure out what their organizational style is first. A great place to
look to
get an idea about their organizational style is their calendar. How do they keep and
maintain
calendar?
Are they driven by details to the point of color coding each family member's schedule
for the
entire year? If so, they are a detail-driven organized person.
Perhaps it works better for them to take a couple of extra seconds and figure out who
has to
be where instead of getting lost hi color coding stress. If this is their, they'd say they
are a
generally thorough organized person.
Someone who typically manages to get to appointments on time but doesn't spend
much time
consulting their calendar would be generally organized.
Someone who misses appointments altogether because they can't even find their
calendar
would be truly unorganized.
Organizational efforts are causing increased stress and pressure then reassess your
efforts.
The goal is to get organized and stay organized in a way that works for your family.
Figure
out what is comfortable for them.
The goal of organization is to decrease stress and increase productivity with less
effort.
Figure out what the highest level of organization is for TIL and then- family that does
not
create additional stress.
Each of these organizational styles will work for people except for the last one. An
important
thing to understand is that getting organized is a process - not a result. The result of
being
organized should bring you and your family less stress - not more. You should see an
increase in productivity as a result of having your home and life organized. The whole
idea is
to organize to the point where you are improving your life.
This is the first post in a new organization series where they will share their thoughts
and
experience about organization in general and more specifically what has worked for
them as
they've refined their organizational system over the years.
2.6. Women empowerment

Garment sector is the largest employer of women in Bangladesh. The garment sector
has provided employment opportunities to women from the rural areas that previously
did not have any opportunity to be part of the formal workforce. This has given
women the chance to be financially independent and have a voice in the family
because now they contribute financially.
However, the women workers are facing many problems. Most women come from
low income families. Low wage of women workers and their compliancy have
enabled the industry to compete with the world market. Women are paid far less than
men mainly due to their lack education. Women are reluctant to unionize because
factory owners threaten to fire them. Even though trade unionization is banned inside
the Export processing Zones (EPZ), the working environment is better than that of the
majority of garment factories that operate
outside the EPZs. But, pressure from buyers to abide by labor codes has enabled
factories to maintain satisfactory working conditions.
In recent times, garment workers have protested against their low wages. The firsts
protests broke out in 2006, and since then, there have been periodic protests by the
workers. This has forced the government to increase minimum wages of workers.
2.7. Development goals of RMG sector

The changing composition of RMG exports from Bangladesh in the recent years has
created a steady demand for yarn and cotton in the local market. The share of
knitwear in 2006 approached half of the total export of RMG, up from a meager 10%-
15% share hi the early 1990s. This shift has taken place primarily because of two
reasons: the necessity of establishing backward linkages to improve delivery response
time for effective competitiveness; and the relatively small investment that is required
to establish these linkages in the knitwear sector. Investments in composite knitwear
manufacturing units have gained momentum hi the last 8-10 years, creating
substantial demand for good quality yarn and in turn demand for cotton for spinning.
Analysis carried out at CPD to assess the export performance of categories, which
have been derestricted under the first, second and third phase-outs of the MFA
mandated under the ATC shows that even at the 10-digit level there are apparel items
where Bangladesh continues to enjoy revealed comparative advantage in the global
market. Bangladesh has been able to expand its exports of a number of such items
after these were derestricted. For example, of the 46 quota categories derestricted in
the second phase, Bangladesh exported apparels items in 26 categories. Under these
quota categories, 112 apparel items at 10-digit level were exported by Bangladesh.
Total earnings from exports of these items have risen from $86.4 million to $94.4
million between 1998 and 2002, with a number of items being able to make
significant gains. Once imports of such items are derestricted, can expand export in
these apparel items. Analysis of unit price levels bears evidence of Bangladesh's
competitive strength in some major categories, primarily in such items as mass-
produced shuts, men's wear, jackets, sweaters, etc. This competitive strength should
allow Bangladeshi exporters of these particular items to expand their export. There is
no place for complacency though. The present upsurge of export in some items, more
precisely knitwear items, and more particularly, in the European Union, bears this out.
It should be noted here that quotas are still in place on most of the categories where
Bangladesh is demonstrating strong growth in the EU and Bangladesh's exporters
talcing advantage of the quota-free access to the EU market. Analysis shows that there
are a number of apparel items where it will be extremely difficult to sustain the
competitive pressure from suppliers in China, India, Vietnam, Mauritius, Turkey and
some of the Caribbean countries once the quotas are gone.
2.8. CSR (Corporate Social Responsibility) Procedure

Corporate social responsibility (CSR), also known as corporate responsibility,
corporate citizenship, responsible business, sustainable responsible business (SRB), or
corporate social performance, [1] is a form of corporate self-regulation integrated into
a business model. Ideally, CSR policy would function as a built-in, self-regulating
mechanism whereby business would monitor and ensure its adherence to law, ethical
standards, and international norms. Business would embrace responsibility for the
impact of their activities on the environment, consumers, employees, communities,
stakeholders and all other members of the public sphere. Furthermore, business would
proactively promote the public interest by
encouraging community growth and development, and voluntarily eliminating
practices that harm the public sphere, regardless of legality. Essentially, CSR is the
deliberate inclusion of public interest into corporate decision-making, and the
honoring of a triple bottom line: People, Planet, and Profit.
The practice of CSR is subject to much debate and criticism. Proponents argue that
there is a strong business case for CSR, in that corporations benefit in multiple ways
by operating with a perspective broader and longer than their own immediate, short-
term profits. Critics argue that CSR distracts from the fundamental economic role of
businesses; others argue that it is nothing more than superficial window-dressing;
others yet argue that it is an attempt to preempt the role of governments as a watchdog
over powerful multinational corporations. Corporate Social Responsibility has been
redefined throughout the years. However, it essentially is titled to aid to an
organization's mission as well as a guide to what the company stands for and will
uphold to its consumers.
Social awareness and education

The role among corporate stakeholders to work collectively to pressure corporations
is changing. Shareholders and investors themselves, through socially responsible
investing are exerting pressure on corporations to behave responsibly. Non-
governmental organizations are also taking an increasing role, leveraging the power of
the media and the Internet to increase their scrutiny and collective activism around
corporate behavior. Through education and dialogue, the development of community
in holding businesses responsible for their actions is growing (Roux 2007).
Ethics training
The rise of ethics training inside corporations, some of it required by government
regulation, is another driver credited with changing the behavior and culture of
corporations. The aim of such training is to help employees make ethical decisions
when the answers are unclear. Kullberg believes that humans are built with the
capacity to cheat and manipulate, a view taken from (Trivets 1971, 1985), hence the
need for learning normative values and rules in human behavior (Kullberg 1996). The
most direct benefit is reducing the likelihood of "dirty hands" (Grace and Cohen
2005), fines and damaged reputations for breaching laws or moral norms.
Organizations also see secondary benefit hi increasing employee loyalty and pride in
the organization. Caterpillar and Best Buy are examples of organizations that have
taken such steps (Thiemann 2007).
Crises and their consequences

Often it takes a crisis to precipitate attention to CSR. One of the most active stands
against environmental management is the CERES Principles that resulted after the
Exxon Valdez incident in Alaska hi 1989 (Grace and Cohen 2006). Other examples
include the lead poisoning paint used by toy giant Mattel, which required a recall of
millions of toys globally and caused the company to initiate new risk management
and quality control processes. In another example, Magellan Metals hi the West
Australian town of Severance was responsible for lead contamination killing
thousands of birds in the area. The company had to cease business immediately and
work with independent regulatory bodies to execute a cleanup.
Stakeholder priorities
Increasingly, corporations are motivated to become more socially responsible because
their most important stakeholders expect them to understand and address the social
and community issues that are relevant to them. Understanding what causes are
important to employees is usually the first priority because of the many interrelated
business benefits that can be derived
from increased employee engagement (i.e. more loyalty, improved recruitment,
increased retention, higher productivity, and so on). Key external stakeholders include
customers, consumers, investors (particularly institutional investors), regulators,
academics, and the media).
Globalization and market forces

As corporations pursue growth through globalization, they have encountered new
challenges
that impose limits to their growth and potential profits. Government regulations,
tariffs, environmental restrictions and varying standards of what constitutes labor
exploitation are problems that can cost organizations millions of dollars. Some view
ethical issues as simply a costly hindrance. Some companies use CSR methodologies
as a strategic tactic to gain public support for their presence in global markets, helping
them sustain a competitive advantage by using their social contributions to provide a
subconscious level of advertising. (Fry, Keim, Mainers 1986, 105) Global competition
places particular pressure on multinational corporations to examine not only their own
labor practices, but those of their entire supply chain, from a CSR perspective
MERCHANDIZING DEPARTMENT
3.1 Business Development Procedure
Apparel industry must be developed business otherwise they can't extend their
market. To collect new buyer and business with them a company must follow the
procedure of business development. The NORTHERN TOSRIFA INDUSTRY LTD.
follow the procedure of business development, this are given below-
Buyer selection.
↓
Know about the nature of buyer.
↓
First E-mail to the buyer.
↓
Offer to buyer for visit the company.
↓
Collect audit pass report from buyer.
↓
Company arranges a meeting with buyer for business.
↓
Sampling stage.
↓
Price negotiation.
↓
Price conforms and order place from buyer.
3.2. First email to buyer for business development.

For new business development sellers have to communicate with buyer, email is the
easiest and swift way of communication so when seller will contract first time with
buyer by email at that time have to mention some important information about
company. Which kind of things should be include here this are-
 Information about you and your company.
 Products information about your company.
 Capacity and productivity.
 Which buyer work with you.
 Attachment a beautiful sample photograph.
 Wearing for feedback.
This kind of information should be included in this email. On the other hand this
email will be minimum word and maximum communication.
Sample of first email
Date:
The Managing Director

Wallmart, yorkshire69, linorpe street,
Tel. 0119-27658367-34-2013
Dear Sir,
I am BIPLOB AHMED Executive Director of The NORTHERN TOSRIFA
INDUSTRY LTD. We are the manufacturer & exporter of readymade garments in
Bangladesh. "NORTHERN TOSRIFA INDUSTRY LTD. "began its journey into the
garments sector in 1989 as a garments in Bangladesh. Since then the organization
being run by highly qualified, experienced and professional management and stuff
along with Sophisticated Machineries, Latest Technology, Skilled Workmanship,
Substantial Marketing and Proper Discipline. We are ready and able to give you 100%
quality, best price and service. We believe it is possible to us to enter into the
marathon of global market.
At present our knitting, garments & printing factory is and dyeing factory is Ibrahim
woven which are the sister concern of The NORTHERN TOSRIFA INDUSTRY
LTD." All the factories are 100% export oriented. Our previous practice is the best
quality of products and on time delivery. We are always committed to the buyers.
Our Products:
We Specialize in all kind of woven Products for Men's, Women's, Boy's, Girl's and
Kid's. Spring and Fall JKT, Winter Coat, Shirt, Shorts, Trousers, Skirt, Shortall,
Overall, Dress down JKT and Vest.
Please send us your current inquiry for sampling & costing.

Your kind co-operation would be highly appreciated.
Thanks & Best Regards

HASAN ZAWAD
Executive Director
3.3. Feed-back from buyer in response to first email.
BUYER RESPONSE WITH THE EXPORTER
Dear HASAN ZAWAD,

We are in receipt in your inquiry & are seriously considering the matter. We are also
interested to expand our business in Bangladesh. We are considering sending a team
of auditors to evaluate compliance & management situation of your factory. This may
happen hi the mid of the next month. Our auditors would also check implementation
of ISO 9001, Quality circle & supplier customer chain system hi your factory.
Thanking you & looking forwarding to your positive response.
Sincerely,
The Managing Director
Wallmart,
yorkshire69,
linorpe street,
Tel. 0119-27658367-34-2013
3.4. Sending quality samples to new buyer for better understanding for
Workmanship of factory.
Samples play a vital role to get new order. Without quality sample we can't develop a
new business, So sample should be better quality before bulk production. For that
reason when we send quality sample to the buyer we have to follow something, those
are:
Use combed yarn
↓
Perfectly widening
↓
Properly dyeing
↓
Good pattern making Sewing perfectly
↓
Use quality full Accessories
↓
Finishing properly Use quality full packing elements Re-check measurement &
quality
↓
Send sample with forwarding letter & measurement sheet
If we follow this process to make quality sample and send as like this way, I think
after that buyer will be satisfied and get clear idea about workmanship of factory.
3.5. Approval procedure of sales samples.
Sample is made when price is confirmed and orders are on speculation, usually is L
size in all color combinations of expected order. Buyer held a meeting with its
customer and records then- response on order quantity per color, size etc. and finally
place order to their vendor. Sales sample basically use catalogue buyer.
Send sales sample to buyer with good packing
↓
Buyer check fabric quality
↓
Fabric GSM
↓
Garments design (Print, Embroidery)
↓
Measurement check
↓
Overall quality
↓
Approved sample
3.6 Cost sheet and consumption sheet preparation. A. Costing Sheet Preparation;
Costing: Costing means to find out the total cost of the product.
Quantity Actual Total Quoted Total
Price Price
Body Fabric
1 97/3cotton/spandex stretch slub 1.09y 3.142 3.424 3.142 3.424
twill
2 Cons : 89*44 10+8*10+70D 57/58"
9.5 Oz
3 Supp : Shenzhen, Price- US$
3.05/yd
4 Cut- 56"
5 Ref- E7503
Other Fabric
1 TC 65/35 DIM SOILD for Pockting 0.5y 0.630 0.315 0.650 0.325
2 102*66/45*45, 43*44"
3 TC 65/35 DTM SOILD for Tummy
Pannel
4 102*66/45*45,43*44"
Sewing Accessories
1 KOH-7552-CR 1 0.040 0.040 0.045 0.045
2 KOH-7446-CR 1 0.040 0.040 0.045 0.045
3 KOH-7487-CR 1 0.040 0.040 0.045 0.045
4 #3 Metal Zipper Closed End 1 0.170 0.170 0.22 0.22
5 Thread
6 Interlining
7 Upc Label
8 Side Elastic- White
Packing & Finishing
1 27L METAL SHANK BUTTON 1 0.040 0.040 0.065 0.065
AT C/F
2 Poly+Ctn+Scotch tape+Gum tape 1 0.150 0.150 0.170 0.170
3 KOH-7443-CR 1 0.035 0.035 0.040 0.040
4 KOH-7487-CR 1 0.040 0.040 0.045 0.045
5 Hanger 1 0.013 0.013 0.014 0.014
6 Sizer 1 0.015 0.015 0.016 0.016
7 KOH-7446-CR 1 0.040 0.040 0.045 0.045
8 Barcode Sticker+Ribon 1 0.058 0.058 0.066 0.066
9 15L Metal Rivet 4 0.030 0.12 0.040 0.16
Value Addition
1 Print 1 0.090 0.090 0.100 0.100
2
Washing
1 Enzyme+Silicon+Softner 1 0.200 0.200 0.250 0.250
Summary Actual Quoted Actual Quoted Actual Quoted

Body Fabric - -
Other Fabric - -
Sewing Accessories - -
Packaging & Finishing - -
Value Addition - -
Washing - -
Total Cost - - - - - -
CM
FOB - - - - - -
Commission Rate 2.00% 2.00%
Total Commission - - - - - -
Total FOB - - - - - -
Target FOB
C.M after Target - - - - - -
B. Consumption Sheet Preparation:
Consumption: Consumptions to find out the total Fabric of the product. Factory:
TEJGON (CAD) PO/MDL NO.: 19418
Buyer's Name: GYMBOREE O/QTY: 11,100 PS Date: 29-09-12
Ref No.: CUTTING CONSUMPTION. COLOR: Items: SHORT
SL STYL PART SIZE/RAT QUAN MARK M/LENG C/DOZ REMA

ITEM I E
NO. ENO. 0 TITY R TH RKS
WIDTH
1 LG204 BK*2+S/B 6-3/3,
K
65 *2+FRONT 3-6/3,
*
2+S/FRON
T
*2+CRP*2 6-12/3, 13 PCS 57" 03Yds+1 3.41 SHELL
+2 9
1BND*2+B 12-18/3, W3001
/ TD
MSLT
N*1+F/WA WT
18-24/1
I ST*1 SHIRTI
N
G
P(ALL)
2 0-3/1,
3-6/3, 6 PCS 56.75" 01Yds+2
5
6-12/1,
18-28/1
3 6-12/2, 4 PCS 56.75" 01Yd+
18-24/2 12"
4 3-6/1 IPc 56.75" 15"
3.7 Consumption calculation of fabrics accessories and cartoons.
Knit Fabric consumption calculation:
Body length = 70cm. Chest = 58cm. Sleeve length = 20cm GSM =180
2(B.L+S.L) * Chest * GSM = 2(70+20^*58*180
100 100 1000
= 180 * 58 * 180
100 100 1000 = 1.8*0.58*0.18 = 0.1879kg/pcs*12 = 2.254 kg/DZ + 10% (10%
Wastage) = 2.48 kg/DZ
Carton consumption
Length = 40cm Width = 30cm Height = 30c
2(L+W+Allounce 5cm) * (W+H+Allounce 2.5cm) 10000
= 2(40+30+5) *(30+30+2.5)
10000 = 9375 1000 = 9.375 sqm
Poly
L=12" W=10" Thickness = ,08mm
75000_______= Pes on 1 Lbs
L*W*THICKNESS = 75000
12*10*.08 = 75000
960 = 78.125 pesonllbs
3.8 Negotiation (price) process and ending of negotiation.
Arrange a meeting
↓
Show the price to buyer
↓
Buyer asked about high price
↓
Arguments about high price with buyer
↓
Buyer show the new price
↓
Make win win situation I
↓
Fixed price
↓
Placed a new order
↓
Ending the negotiation by dinner
3.9. Buyer wise purchase order, contact & company's requirement to Justify
purchase order for PL
MasterPO # 194248 Age Group Kid User Name

Company KAPPA Gender Boy Season SUMME
Group Name R 2012
Factory KAPPAHL Style 140095185 Delivery 12GY
Name SUMME
R STKUP
Agent LI & FUNG Ref# KB26803 Start 2/15/2012
TRADING LTD. Ship Date
Country BANGLADESH Ship Mode OCEAN Cancel 2/22/2012
(BD) Ship Date
Sourcing MD.JAHID
Manager
Product Purchase Agreement: The Worksheet & Product Purchase Agreement

are the Contract
Style Al 13/421
Style Desc BRWN P/O FLRL SHRT Brown Tonal
Reference HG9870
Color Cod/ Color GF6875
Fabric Name W2031MS--7.3 ozMICROSANDED
Fabric Content 100% COTTON
Fabric Construction
Artwork Desc
Info Sheet - Fabric

No. Fabric Placement Color Code Print Code
1 W2031 MS- 7.3 OZ ALL C2408-1-
MICROSANDEDP CHOCOLATE
BROWN
2 W3013- POLY/COTTON POCKETING GYN005-
POCKETING NATURAL
Info Sheet - Artwork
No. Artwork No. & Description Size Placement
Info Sheet-Details
Trim Type Trim Size Qt Placem Color Notes/C Spec.
y ent eminent Instru
s ctions
H52000- H52004- 17L 0 CFWB ANTIQUE SEE
EYELETS,GRO METAL BRASS SPEC
M FINISH FOR
METS EYELETE/G SIZE
R
OMME
T10000- 0 INSID WHITE
ELASTIC/ELAS E WB
TI
CRUF
T2000- VT 0 CFWB CHOCOLATE
TAPES/NOVEL BROWN
T
Y TAPES
THREAD- 606 0 ALL CHOCOLATE
STANDARD BROWN
THREADS
THREAD-
STANDARD BARTA CHOCOLATE
THREADS 0 CKS BROWN
Washes- 0 ENZYME
WASHES WASH
Info Sheet - Change Log
Date/Time of Detail Change Occurred
Change
8/15/2012 REF CHANGED TO KB26803. UPDATED TRIM COLOR &
DETAILS
8/23/2012 CHANGHED TO W2031MS
Artwork- Change Log
Artwork Date/Time of Charge Detail Charge Occured
Print - Change Log

Print Date/Time of Charge Detail Charge Occured
No tags found
3.10. PI sheet and its items.

In foreign trade transaction, a reformat invoice is a documents that states a
commitment from the seller to reserve some goods to be sold to a certain person, the
buyer, the buyer places an order and if the seller agrees, it extend a reformat invoice
and agrees to all the terms specified in it, the goods are send and the reformat is
replaced by a commercial invoice.
What are the items will include in this sheet are-Top part:
 Name and address of seller
 Invoice number and date.
 Buyer name and address.
Body/middle part:
 Product description.
 Unit price.
 Total price.
Bottom part:
 Shipment date.
 Shipment terms FOB or C&F.
 Country of origin.
 Terms of payment, at sight or 120 days.
 Others special terms.
3.11. M L/C checking procedure and important items included in M L/C. Letter
of Credit:
L/C means Letter of credit. A letter from a bank guaranteeing that a buyer's payment
to a seller will be received on time and for the correct amount. In the event that the
buyer is unable to make payment on the purchase; the bank will be required to cover
the full or remaining amount of the purchase.
A documentary M L/C is an orderly payment security instrument offering high quality
payment security to a business transaction for both parties the seller and buyer. The
seller will receive payment for his goods if he meets all conditions prescribed by the
letter of credit. Without M L/C opening the order won't be confirmed. So its carry
more value than other documents in export and import business.
M L/C Check list items and those items must be included in this L/C.
 Types of L/C.
 Issue date.
 Expiry date.
 Issuing bank details.
 Advising bank details.
 Seller name and address.
 Total amount.
 Currency of payment.
 Tolerance (2-5% plus or minus)
 Port of loading.
 Description of goods.
 Shipping terms (FOB/C&F)
 List of documents required.
There are mainly two types of L/C.

1. Irrevocable L/C
2. Revocable L/C How to open L/C?
Opening Bank Advising Bank Negotiating Advising Bank Beneficiary

Bank Bank
Buyer Bank French Bank New York- Bangladesh Sellers Bank
( BMP Paribus (Euro) HSBC Bank, Bank
Cedex, France ) City Bank,
Standard
Chartered Bank
3.12. M L/C conformation procedure.
M.L/C must be declared by UCP latest version


Check important items

Confirm M/L/C by e-mail
Import-Export Procedure (using L/C)

 Seller and Buyer conclude a sales contract, with method of payment usually
by letter of credit (documentary credit)
 Buyer applies to his issuing bank, usually in Buyer's country, for letter of
credit in favor of Seller (beneficiary).
 Issuing bank requests another bank, usually a correspondent bank in Seller's
country, to advise and usually to confirm the product.
 Advising bank, usually in seller's country, forwards letter of credit to seller
informing about the terms and conditions of credit.
 If credit terms and conditions confirm to sales contract, seller prepares goods
and documentation, and arranges delivery of goods to carrier.
 Seller presents documents evidencing the shipment and draft (bill of
exchange) to paying, accepting or negotiating bank named in the credit (the
advising bank usually), or and bank willing to negotiate under the terms of
credit.
 Bank examines the documents and draft for compliance with credit terms. If
complied with, bank pay, accept or negotiate.
 Bank, if other than the issuing bank, sends the documents and draft to the
issuing bank.
 Bank examines the documents the documents and draft for compliance with
credit terms. If complied with seller's draft is honored.
 Documents release to buyer after payment, or on other terms agreed between
the bank and buyer.
3.13. Different types of samples like salesman samples, size set samples. Photo
samples, pre-production samples & shipment samples.
In garments industry any design of garments produce business purpose that's why
against every style produce thousands of garments. Before go for bulk production for
each style produce sample is called sample garments. Sample is an important part of
garments manufacturing without approval of sample factory won't go for production.
There are various kinds of sample, some important samples are explain below-
Sales Sample:
Sample is made when price is confirmed and orders are on speculation, usually is L
size in all color combinations of expected order. Buyer held a meeting with its
customer and record their response on order quantity per color, size etc. and finally
place order to their vendor.
Size-Set Sample:
Size-Set Sample consists of one piece from each size for each color combination
sample are made.
Photo Sample:
Sample are made with actual color and garments material to be worn by the models
on the event of shooting for catalog or advertisement.
Pre-Production Sample:
When materials for balk production arrived and factory ready for bulk production, this
time make a sample with the actual material and send to the buyer is called pre-
production sample.
Shipment Sample:
After inspection sample is made for buyer to ensure that garments shipedout through
vasel are sample as shipping sample so that buyer can inform hi advance to
departmental store that, this land of garments you will delivery to him within short
time which is on the way.
3.14. E-mail to suppliers for samples of yarns, fabrics & different types of
Accessories for buyer approval.
Dear Sir ,
I got a order from Spanish buyer. Its order no. # TW0832 and order quantity is 50000
PCS. So I need yarn, Sewing thread and accessories within 15 days. Please see the
attach file.
 Combed yarn.
 Sewing thread.
 Accessories.
Best regards,
M Tofazzal Ali
Executive Director
NORTHERN TOSRIFA GROUP.
3.15. Buyer approval procedure of fabrics, color & accessories.

Fabric and accessories approval from the buyer is very important. According to the
buyer color wise you have to outsourcing of the fabric. After collection of the fabric
lap dip is done and show the fabric on the swatch submission card for better
understanding of the buyer.
Fabric

Fabric construction

Fabric GSM

Count of yarn Elasticity

Fabric shrinkage test Check the fabric fault

Color fastness

Shading

Rubbing
Color code for thread

Hand feeling Accessories quality check barcodei

Label barcode check

Check finishing Accessories

Give the approve
Ensuring everything is ordered style, design & size. This are the some check list that
approver by the buyer.
3.16. Procedure of receiving of price quotations for fabrics & accessories.

Pricing is very important factors for any kind of business. After discussion with the
supplier price is fixed. For fixing the price some points are followed such as-
 Low price.
 Quality of the goods.
 Sampling.
3.17. Price negotiation procedure with different suppliers.
Arrange meeting with different suppliers


Collect price different suppliers

Select some price

Argument with selected suppliers.

Win situation

Fixed price

Order to supplier
Why does it negotiate?
It negotiates with a buyer/ supplier for the following reasons:
 You need to fix accost/price of the product for mutual benefit.
 You require lowering the cost or increase price of the product.
 You need to fix production & shipment plan.
 You must determine payment terms & conditions mutually profitable &
acceptable etc.
3.18. Organizing meeting for price negotiation process with different buyer.
Know the requirements of both the parties
A merchandiser must well understand the requirements of the buyer, his organization
& the supplier. The buyer has intended retail selling price in his mind. So the
merchandiser must have sufficient knowledge of garment construction & standard
time of the product. He may put forward suggestions so as to bridge up cost price &
buyers target price, lead time delivery schedules etc. Are issues which a merchandiser
can use for fruit full negotiations? The status of negotiation often shows of up in
facial expressions, body languages & verbal reactions, which a merchandiser must
well observe for successful outcome of discussion. Merchandisers must listen to &
observe the negotiating parties so as to trade benefits to own favor.
Merchandisers must adequately prepare for the negotiation

Merchandiser must properly prepare for the meeting & trading the negotiation. There
should be an agenda & time frame for the meeting. Merchandiser must be fully aware
of the garments items to be negotiated, product price, order quantity, lead time,
freight, garment construction, fabric consumption, cutting & making charges, charges
for printing, embroidery, standard tune of the garment etc. So that he is fluent about
all aspects of negotiation. Full preparation from the side of the merchandisers about
all aspects help come to a successful outcome very quickly. Merchandiser as a
negotiator must have maximum & minimum positions hi respect of the order, its
price, delivery schedule, order volume etc.
Discuss the offer

During discussion merchandiser must identify the position of the buyer in respect of
the offer & if necessary sets his boundary for further negotiation. It is very much
expected that different of the offer may change during the course of the negotiation.
The creates opportunity for both of the parties.
 Factory capacity.
 Man Power.
3.21. Presentation of comparative statement (CS) related with different Suppliers

for fabrics & accessories.
Through supplier function is very important there selection is not so easy. Supplier
must have a proven track record of dependable quality supply at competitive prices &
on time. Sometimes buyers helps hi selecting suppliers, because, they have vast
experience in sourcing materials & handling the suppliers. This type of suppliers is
called buyer-designated suppliers. Supplier should be selected based on the following:
 Organizational capability to produce & delivery right goods on time;

 Past records of performance;
 Machinery & technology used in supplier's factory;
 Supplier's commitment to work together with factory that placed order.
3.22. Preparation of data Bank, of suppliers for different items. For performance
ratting uses this formula:
y/x*50+z/x+w = score
Where x= Total number of consignment supplied,
Y= Number of consignment without any product quality,
Z= Number of consignment of supplied on tune end,
W= Score given for care & service out of 10
3.23. Booking or requisition to supply chain department for different items;
Report on Fabric Booking
To: Gias/Shafayat Buyer: MUDO Ship Date: 15-09-2012 Date: 23-6-2013
CC: Mr. A. Latif/ Azad -Mng(Tech) Style: ESSIEN Ship Mode: By Sea Co-
ordinator: Kamal
Portion:..............GMT Item: MEN'S CARGO SHORT Total order Qty: 6000pcs
SL. FABRICS SIZE WTOT COLO GMT Cons/ QTY(Y QTY( REMAR
RAN H R QTY(pc D D M KS
GE s) z S) TR)
SHELL
1 100%CTN 30-36 57/5 Pewte 2500 19.16yd 3992 3650
HEERINGBON 8" r
E TWILL-1
12*75/20*20
2 100%CTN 30-36 57/5 TAGS 2000 19.16yd 3193 2920
HEERINGBON 8" ds
E TWILL-1
12*75/20*20
3 100%CTN 30-36 57/5 OLIV 1500 19.16yd 2395 2190
HEERINGBON 8" E ds
E TWILL-1
12*75/20*20
POCKETING
4 100%CTN 30-36 57/5 COLO 6000 4.22yds 2110 1929
SHEETING 8" RI NG
20*20/60*60FIS
H PRINT
STARDUST
Note: Shrinkage(Lxw-3%)
SUMMARY
Fabrics Color Sample Total Total Qty PL Qty Rec.Qty
Qty(yds) (Mtr)
100%CTN Pewter 20 4012 3668

HEERINGBONE
TWILL-1
12*75/20*20-
57/58"
100%CTN TAGS 20 3213 2938
HEERINGBONE
TWILL-1
12*75/20*20-
57/58"
100%CTN OLIVE 10 2405 2199
HEERINGBONE
TWILL-1
12*75/20*20-
57/58"
100%CTN COLORI 10 2120 1939
SHEETING NG
20*20/60*60FISH
PRINT
STARDUST-
57/58"
Total: 60 11750 10744
 BOOKING CHECK AS PER PO SHEET RECVD 1ST FITE SAMPLE
 GROSS BOOKING DUE TO NOT RCVDPO SHEET
Prepared By Checked By Approved By
3.24. Insurance of P.O to suppliers for fabrics & accessories.
Buyer details
Buyer TEBA GROUP
N.V
MODEL NO BO 0608
SEASON Season – 104
Fabric 181667
Order Qty 2659
Brand
Fabric details
Fabric Inter Lock (In side Brushed)
Composition 100% Cotton
Yarn count 36/1 COMBED
Finished. GSM 175
Binding 1X1 Rib (10 1667)
Color & size wise order qty:

COLUR OM 1M 3M 6M 9M 12M 18M 24M 3A TOTAL
4569 250 322 322 322 320 338 315 310 160 2659
TOTAL 250 322 322 322 320 338 315 310 160 2659
Buyer orders merchandiser to make style sample. Than merchandiser make style
sample with actual fabric and accessories and sent it to buyer. If anything is required
to develop than buyer commend to merchandiser to do as they instruct. Now buyer
ask fit sample from merchandiser for display in shop or market. After that buyer want
pre-production sample than merchandiser send it to buyer and wait for approval. If
buyer approved than merchandiser go to bulk production.
Accessories Booking Sheet

Before going to bulk production merchandiser had ordered all accessories items
including zipper, elastic, care label, main label, dosing etc base on order requirement.
An accessories booking sheet given below:
Sewing Thread Color wise Cone Quantity
SLNo Color Code Cone qty
1 1000 5385
2 1003 1211
3 2275 104
4 4006 979
5 4139 60
6 4163 25
7 4168 50
8 4202 72
9 4569 120
10 4578 185
11 5013 68
Label Order Sheet
Model No Label Ref Total / PCS
BO 0604 ORIGIN LABEL 31400
A06240 ORIGIN LABEL 6000
AO 6340 ORIGIN LABEL 3100
AO 6232 ORIGIN LABEL 30000
B77051 ORIGIN LABEL 3300
Poly Bag Order Sheet

BU-IA01 BU-IA03 BU-IA05 BU-IA06
Model No (16X22CM) (33X44CM) (22X33CM) NO (18X29CM)
NO PRINT NO PRINT PRINT NO PRINT
BO 0604 31400
BO 0630 18300
BO 0631 23600
BO 0609 800
BO 0608 3000
BO 0606 7500
BO 0601 23200
BO 0600 25200
BO 0598 35300
AO 6240 6000
AO 6340 3100
AO 6241 12000
A06474 1900
AO 6232 30000
BO 0634 3000
BO 0635 12800
B77051 3300
TOTAL 3300 68800 95000
When get all items and raw material merchandiser sends it to store for cutting,
sewing, and finishing. When production is going on merchandiser has to follow-up
regularly and also ensures the product quality. When production is complete
merchandiser has to start shipment procedure to shipping product. Buyer describes the
way of shipment in order sheet.
3.25. Item should be included in P.O.

As per approved sample vendor go with work order or purchase order to supplier.
This is why a merchandiser is buyer & as well as supplier. The item of P.O. is as
following:
 Approval swatch cards.
 Construction.
 Color.
 Size.
 Quantity.
 Shipment date.
3.26. P.I collection procedure from suppliers checking of P.I.

PI means Pro-forma Invoice. It is terms & Condition between Buyer and Exporter.
MATEXPORT (BANGLADESH) LTD PI NO.: Dl-40095
JARUN, KONABARI (6™ FLOOR) PI DATE : 01/02/2012

CIVIL ENGINEERS TOWER PO NO. : gym-re»BB45414/195918
GAZIPUR, BANGLADESH CUST REF: MR. ABDUL BASET
Product Details:
DESCRIPTIO ART. NO. TKT. SHADE QUANTI U/PRICE AMOUNT
N NO. 46 TY (US$) (US$)
CONE(S)
Tiger 100% Spun
polyster
Sewing Thread, 20/2, 3754 050 COL 212 1.17 248.04
Tex-060, 3,OOOM
Tiger 100% Spun
polyster
Tex-027, 4,OOOM
Astra 100% Spun
polyster
Tex-120, l.OOOM
Terms & Condition:

 L/C: Should be Irrevocable + (Transferable).
 Payment: At sight, DA, DP.
 Shipment Date: 21/06/2009
 L/C Opening: Within 15 days to issue the PI.
 L/C Expiry Place: S/B BD.
 L/C Expiry Date: + 25 days from shipment date.
 Negotiation: Any Bank in BD.
 Shipment Qty: ± 5%.
 Partial/Transshipment: Allowed.
 Price: FOB/Ctg.
 I/C: S/B ISTT or..........?
 Bank Details: Bank name, Account, Swift Code.
 GSPFomrA
 Part delivery allowed.
 Offer validity 4 Weeks £. & O. E.
Note:
 Price quoted are C & F customer factory gate
 Country of Origin : Bangladesh.
 Please see overleaf for General Conditions.
3.27. Production monitoring system with suppliers for smooth delivery of Fabrics
& accessories.
Material sourcing has undergone dramatic changes during the last few decades.
During the old days factories used to produced their goods with locally made
materials. Reality gradually changed & cheap raw materials became available at far-
off places like Hong Kong, Singapore, Taiwan etc. Western factories stared souring
these materials by taking advantages of the revolution that took place hi the area of
transportation & communication. Quick response is the system by which
manufactures react quickly to changing trends to market demands & supply their
buyer with their requirements in the shortest possible tune.
Quick Response Forecasting

Through forecasting is a cumbersome & risky issue garment factories must make a
precise order forecasting & an eventual order plan against which factories can source
materials in right earnest. Forecasting must smartly negotiate & settle their orders so
that they can be convert their projections in to real orders in no time wasted. This is
not the end but the begriming of continuous monitoring the suppliers wheatear the
order items as per buyer approval or not as well as appropriate in house date. All
information regarding the items that are ordered to sourced need to confirm with
buyers.
3.28. Daily production report from suppliers to match with factory Production
planning.
In order to reap the most of the benefits of reliable supplier base & for quick response,
parties must be set up efficient communication links so that they can understand each
other quickly. There should be common standards of documentation, common
specification sheet easily understandable to each other, common quality acceptance
level system & similarly data formats. All these help quickly communication &
preparation of documentations. So to match up with the factory production planning
merchandiser need to monitor daily production report. Merchandiser need to monitor
the production status.
3.29. QC management system for monitoring of suppliers production. Flow

Chart of Quality Management System:
Inspect all incoming goods, all in-process goods & all finished goods to ensure the
quality of products

Ensure that all patterns & grading of patterns are okay

Inspect spreading, cutting & numbering Ensure If relaxation time was to fabric

Install in line inspectors in the sewing line

Install traffic light chart system or other system to monitor the quality hi the
production line Inspect 100% goods delivered from sewing lines

Inspect the table quality passed garments with statistical technique

Control reject goods so that they not mix up with quality passed goods

Control alterable goods, washable goods so that they can be double checked to ensure
quality.

Inspect goods with right equipment & in right conditions (equipments should not be
faulty & inspection should be conducted on well lit table)

Inspect ironing, folding

Make repeat inspection of garments prior to poly packing Inspect poly packing &
assortment

Pre final inspection of goods

Final table inspection is controlled prior to shipment of goods.
3.30. Preparation Production Files for Production Starting
 Approval Sample
 Production plan with Production dept. in the Pre- production Meeting
 Order sheet
 Measurement sheet
 Assortment
 Fabric quantity
 Packing list
 Carton measurement.
3.31. Sending procedure of pre-production samples approved by buyers.

Production file & pattern to in charge of factory.
 Collect approved sample, production file and approved pattern from buyer.
 Merchandiser arrange meeting with production manager.
 Give clear idea about approved sample, production file and approved pattern.
 Than handover these items to PM.
Pre-production samples are produced by the vendor factory as per instruction of the
buyer. They are produced prior to the commencement of production. Buyer issues
updated spec package comprising sketches, spec sheets, care label information &
trims cards if changes have taken place in the salesman samples. All specified fabrics
& trims must be used in the pre-production samples for each style. At least three sets
of pre-production samples from each style & size must be sent to the buyer for
approval before production can commence.
3.32. Preparation and conducting of pre-production meeting an factory Required

For production planning in factory.
 Q.C check
 Measurement.
 Print.
 Thread matching.
 Fabric fault.
 Embroidery.
3.33. Improvement of productivity through work study procedure.

 BPT (Basic Pitch Time): Total standard time+ No of operator
 UCL (Upper Control Limit): Basic pitch time-.85
 LCL (Lower Control Limit): 2xBPT-UCL
 Organization Efficiency: BPT-*- Highest bottleneck timex 100
 Productivity: Per hour production •*- Total operator
 Production Target: (No of operatorx3600) x85% -s- Total standard time
 Actual production: 3600^Height bottleneck time
Method study
Method study is the systematic recording & critical analysis of ways of doing a job so
as to make improvements. It analysis how a work is being done currently to find out
ways to improve so that productivity increases. Method study discovers suitable &
easier method of work so that the task can be completed quickly.
Work Measurement
Work measurement is the technique designed to set up time required by a qualified
worker to accomplish a task at a defined rate of working. This technique is used to
determine standard time.
 Select: Select the job to be investigated.
 Record: Record data by collecting or by direct observation.
Example: Examine data critically. Challenge the following: what is the purpose of
action, where the place of performing it, the sequence is which the job is done, the
person doing the job etc.
3.34. OC Management system to ensure quality product.
Quality of product
Lots of factors affecting to define the quality of a product i.e.
 Appearance
 Fabrics
 Design
 Measurements
 Stitching
 Cleanliness
 Presentation
 Safety product
 Price
 Timely availability of the product at the market for purchase.
Ensure Quality Product Follow AQL Chart
Lot Size for Sample Min. Ac Re 1.5 2.5 4.0 6.5
inspec. size for Measure
inspec. Quantity Ac Re Ac Re Ac Re Ac Re
AQL-2.5
2-8 2 1 0 1 0 1
9-15 3 1 0 1 0 1 0 1
16-25 5 1 0 1 0 1 0 1 0 1
26-50 8 2 1 2 0 1 0 1 0 1 1 2
51-90 13 3 1 2 0 1 0 1 1 2 2 3
91-150 20 3 1 2 0 1 1 2 2 3 3 4
151-280 32 3 2 3 1 2 2 3 3 4 5 6
281-500 50 5 3 4 2 3 3 4 5 6 7 8
501-1200 80 8 5 6 3 4 5 6 7 8 10 11
1201-3200 125 13 7 8 5 6 7 8 10 11 14 15
3201-10000 200 20 10 11 7 8 10 11 14 15 21 22
10001-35000 315 32 14 15 10 11 14 15 21 22
35001-150000 500 50 21 22 14 15 21 22
150001-500000 800 80 21 22 21 22
500001- Over 1250 125 21 22
Line End Hourly Audit Report (AQL: Minor-2.5,Major-1.5)
Sampling Plan
Output 2-8 9-15 16- 26- 51- 91- 151- 281- 501- 1201- 3201- 10000-
25 50 90 150 280 500 1200 3200 10000 35000
Inspect 2 3 5 8 13 20 32 50 8 125 20 31
0 0 5
Accept 0 0 0 0 0 0 0 0 0 0 1 0 2 1 3 2 5 3 7 5 10 7 14 10
Factory:........................Line No.:................. Buyer:...................Item:
Style No............... Post....................... Color........... Size
Hour Output Checke Defect 1 Audit Defect 1 Audit Action Defects

d s Result s Result Taken
PCS. PCS. Minor Pas Fail Major Pass Fail Minor Major
1
2
3
4
5
6
7
8
9
10
Total
Hour Defects Description for 1st Audits Min. Maj
1
2
3
4
5
6
7
8
9
10
Total
2nd Audit Comments
Remarks
Daily Quality Analysis Report
Before Buyer Style* GmtsDes. Gmts Description of defects
Lunch/Line
After
Lunch/Line
3.35. Production of shipping sample and sending to buyer through.

Packing and documents Packing List
1. Quantity Clearance/Color.
2. Vessel Booking.
3. Custom Clearance.
4. Buyer End Custom.
5. Bank.
Packing List Base on Assortment:

1. Solid Color/Solid Size
2. Solid Color/Assort Size.
3. Assort Color/Solid Size.
4. Assort Color /Assort Size.
3.21 Preparation of packing list after final inspection.
SIZE RANGE:
Infant Size (Baby size): 2 Month, 4 Month, 6 Month, 10 Month, (1-12 Months).
Toddler Size: 2T, 3T, 5T, 6T (2-5Years) Children Size: 6 Years-12 Years.
Adult Size: XS S M L XL XXL
37/38 38/39 40/41 42/43 44/45 46/47cm
Order Quantity: 2000 pcs/24 pcs a Cartoon/A Pack-500, B Pack-700, C Pack-800 A
Pack Ratio = 500 pcs.
Ratio Size
Color S M L XL
Red 1 2 2 1
Green 83 -> 167 -> 167 -+ 83 = 500 11 -»
Blue 23 -* 23 -» 11=68
Assorted Cartoon No:

Carton Color Size Carton Garments Total
No: Quantity pcs Quantity
01-03 A S 3 24 pcs 72 pcs
04-09 A M 6 24 pcs 144 pcs
10-15 A L 6 24 pcs 144 pcs
16-18 A XL 3 24 pcs 72 pcs
= 432 pcs
Un Assorted Cartoon:
Carton Size Carton Quantity PCS Garments a Total
No: Cartoon Quantity
19-20 S-M-L-XL 1-2-2- 2 24 pcs 48 pcs
1
B Pack Ratio = 700 pcs.

Ratio Size
Color S M L XL
Red 1 2 2 1
Green 117-» 233 -» 233 -* 233 = 700 21 ->
Blue 17 -+ 17 -» 21=76

Carton Color Size Carton Garments Total
No: Quantity pcs Quantity
01-04 B S 4 24 pcs 96 pcs
05-13 B M 9 24 pcs 216 pcs
14-22 B L 9 24 pcs 216 pcs
23-26 B XL 4 24 pcs 96 pcs
= 624 pcs
Un Assorted Cartoon:
Carton Size Carton Quantity PCS Garments a Total Quantity
No: Cartoon
27-29 S-M-L-XL 3 24 pcs 72 pcs
1-2-2-1
30 A+B 1 20 + 4 = 24 24 pcs
3.36. Preparation of shipping samples & sending to buyer through proper

Packing & documentation.
Manufacturing need to send shipping sample for shipment procedure including:
 Packing & Weight list.
 Assortment breakdown.
 Length, width & height of cartoon.
 Weight of the cartoon including net weight & gross weight.
Packing & Weight List

Exporter /Manufacturer: Packing List SFML-1567-12 29-MAR-
SAPPHIRE FINISHING MILLS No. Date 2012
LTD 7-AK MAIN BOULEVARD D/A E121567 29-MAR-2012
GULBERG, No. Date
LAHORE,PAKISTAN UAN:
+09242111-000-100
FAX:9242575278357 13753
Buyer / Customer: WEAR MAG Form E UBL-1085399 30-MAR-
LTD No. Date 2012
KALSHE TOWER, 1ST Remarks WE CERTIFY THAT
FLOOR,PLOT NO. 1/1 ,BLOCK- GOODS ARE OF
E,AVENUE-1,SECTION-1 PAKISTAN ORIGIN
1,MIRPUR,DHAKA- Country of KARACHI
1216.BANGLADESH Loading Final PAKISTAN CfflTTAGONG,
Destination BANGLADESH
Contract SA-1203110,SA-1203111
No. L/C 209512050006 08-MAR-
No. Date of issue 2012
Shipping Marks: Issuing Bank BANK ASIA
STYLE#: 1H7262.2 F0580 LTD., MOHAKHALI
ROLL: BRANCH, DHAKA
Payment SIGHT
Mode of BY
Transport SEA
ROLL LENGTH (YDS): ARTICLE: FIN-D-0114, FIN-D-0066 FACTORY: Wear
Mag COUNTRY: Bangladesh
Shipping lines Container no.
Terms
MITSUI O.S.K LINES
PAKISTAN PVT LED. TGHU-757215-5(40)
CFR {CFR
CHITTAGONG(INCOTERMS
2000)}
DESCRIPTION OF GOODS:
Fabric for 100 pct export oriented Readymade Garments Industrys all other details as
per beneficiary’s sales contract no. Sa-1203110 dated 24.02.2012 & sa-1203111 dated
24.02.2012. This eof l/c against export contract no. 1f5147 dated 05.03.2012 of
asmara fer east ltd, 13/f, easy 609-611 tai nam west street, cheung shawan, hongkong,
l/c has been issued under export development fund (eof)
DC NO. 209512050006 DTD. 08.03.2012
AS PER COMMERCIAL INVOICE NO.: SFML-1567-12
ROLL CONT CONSTR SHADE WIDT GRADE SHADE QTY QTY NWT. GR
NO .NO UCTION H (MTR) (YRD) (KGS) WT.
(KGS)
133 SA- 16*8117* DRILL 58.00- A B 108.8136 119.000 55.00 57.00
12031 1 61 KHAKI FULL 0
0 A
134 SA-12031 16*8117* DRILL 58.00- A B 137.1600 150.000 0 69.85 71.85
1 61 KHAKI FULL
0 A
135 SA-12031 16*8117* DRILL 58.00- A B 109.7280 120.000 0 55.48 57.48
1 61 KHAKI FULL
0 A
137 SA-12031 16*8117* DRILL 58.00- A B 74.0664 81.0000 36.80 38.80
1 61 KHAKI FULL
0 A
138 SA-12031 16*8117* DRILL 58.00- A B 119.7864 131.000 0 60.75 62.75
1 61 KHAKI FULL
0 A
139 SA-12031 16*8117* DRILL 58.00- A B 118.8720 42.0000 60.27 60.27
1 61 KHAKI FULL
0 A
140 SA-12031 16*8117* DRILL 58.00- A B 38.4048 125.000 0 18.12 20.12
1 61 KHAKI FULL
0 A :
141 SA- 16*8117* DRILL 58.00- A B 114.3000 55.0000 57.88 59.88
120311 61 KHAKI FULL
0 A
142 SA- 16*8117* DRILL 58.00- A B 50.2920 149.000 0 24.35 26.35
0 A
143 SA- 16*8117* DRILL 58.00- A B 136.2456 147.000 0 69.37 71.37
0 A
144 SA- 16*8117* DRILL 58.00- A B 134.4168 116.000 0 68.41 70.41
0 A
145 SA- 16*8117* DRILL 58.00- A B 106.0704 56.0000 53.56 55.56
0 A
146 SA- 16*8117* DRILL 58.00- A E 51.2064 58.0000 24.82 26.82
0 A
147 SA- 16*8117* DRILL 58.00- A E 53.0352 144.000 0 25.78 27.78
0 A
148 SA- 16*8117* DRILL 58.00- A E 131.6736 130.000 0 66.98 68.98
0 A
149 SA- 16*8117* DRILL 58.00- A E 118.8720 99.0000 60.27 62.27
0 A
151 SA- 16*8117* DRILL 58.00- A F 90.5256 114.000 0 45.42 47.42
0 A
152 SA- 16*8117* DRILL 58.00- A B 104.2416 47.0000 52.61 54.61
12031 61 KHAKI FULL
10 A
153 SA- 16*8117* DRILL 58.00- A B 42.9768 100.000 0 20.51 22.51
12031 61 KHAKI FULL
10 A
155 SA- 16*8117* DRILL 58.00- A B 91.4400 100.000 0 45.90 47.90
12031 61 KHAKI FULL
10 A
3.37. Preparation of packing list after final inspection.
SIZE RANGE:
Infant Size (Baby size): 2 Month, 4 Month, 6 Month, 10 Month, (1-12 Months).
Toddler Size: 2T, 3T, 5T, 6T (2-5Years)
Children Size: 6 Years-12 Years.
Adult Size: S M L XL XXL
38/39 40/41 42/43 44/45 46/47cm
Order Quantity: 2000 pcs/24 pcs a Cartoon/A Pack-500, B Pack-700, C Pack-800
A Pack Ratio = 500 pcs.

Ratio Size
Color S M L XL
Red 1 2 2 1
Green 83 -> 167 -> 167 -» 83 = 500 11 ->
Blue 23 -»• 23 -» 11=68

Carton No: Color Size Carton Garments pcs Total
Quantity Quantity
01-03 A S 3 24 pcs 72 pcs
04-09 A M 6 24 pcs 144 pcs
10-15 A L 6 24 pcs 144 pcs
16-18 A XL 3 24 pcs 72 pcs
= 432 pcs
UN Assorted Cartoon:
Carton No: Size Carton Quantity PCS Garments a Total Quantity
Cartoon
19-20 S-M-L-XL 2 60 24 pcs 48 pcs
1-2-2-1
B Pack Ratio = 700 pcs.
Ratio Size
Color S M L XL
Red 1 2 2 1
Green 117-* 233 -> 233 -» 233 = 700 21 ->
Blue 17 -» 17 -» 21=76

Carton No: Color Size Carton Garments pcs Total
Quantity Quantity
01-04 B S 4 24 pcs 96 pcs
05-13 B M 9 24 pcs 216 pcs
14-22 B L 9 24 pcs 216 pcs
23-26 B XL 4 24 pcs 96 pcs
= 624 pcs
UN Assorted Cartoon:
Carton No: Size Carton Quantity PCS Garments a Total Quantity
Cartoon
27-29 S-M-L-XL 1-2- 3 24 pcs 72 pcs
2-1
30 A+B 1 20 + 4 = 24 24 pcs
3.38. Invitation to third party like SGS for final inspection.
Sometimes buyer goes with third party inspection like SGS & some other firms. So
director need to co-ordinate with buyer nominated third party.
Sample of Email
Dear Sir,
Thanks, recently we have completed one order from US Buyer. Now we are ready for
final inspection. According to our buyer requirement need your organization final
inspection certificate. So please come to our factory and final inspection this order
and give the conformation date for final inspection.
Best regards,
HASAN ZAWAD
Executive Director,
3.39. Selection of shipping, forwarding & Consolidation Company for smooth
Shipment.
In term of selecting shipping first it needs to give performance of buyer demands. If
there is any buyer nominee shipping company ship the goods with them to proper
shipment of goods. Generally it is very important in term Of FOB shipment.
Otherwise select the shipping company whether the shipping process efficiency.
3.40. To help commercial department for making proper documentation for

submission in bank as per terms & condition mentioned in M L/C.
Arranging all things above by this time master L/C will be reached to the bank &
receiving the master L/C from the commercial manager is one of the responsibilities
of a merchandiser. Merchandiser help commercial department for making proper
documentation for submission in bank as per terms & condition mentioned in m L/C
by providing.
3.41. Trim card preparation.

Trims card cover all the items used in the garments except the basic fabric. There are
hundreds of items use to manufacture the garments. Proper selection of trims & its
quality are very important for styling otherwise the garment may be rejected or
returned by the customers.
3.42. Writing future business plan.

Sourcing for future orders/Buyers: Doing this work he is to do the following works-
Collect Data of all Buying House: His/her first and for most duty that he is to be
well acquainted with all the buying houses how and abroad.
Select potential Buyers: Collecting data of all buying houses he should select who
are the potential Buyers.
Visit Local Buying House and Give Profile: After selecting potential Buyers he
should have to visit Local Buying House and give profile so that the Local Buying
Houses may know about them.
Write mails to all Buyers: When a Merchandiser collects data of all Buying House
he will be got the contact address. So, writing e-mail to all Buyers is one of the major
duties to be performed.
Attend National & International Seminars: The world has been a global village in
the arena of Marketing. So for marketing anything else everyone should attend
national & international seminars.
Organize a display: In the business world those who can express/show/display
themselves are getting more business. So, organizing a display of his company is a pre
duty of a Merchandiser. For this a Merchandiser may open a well site with well
equipped.
Build up strong network with buying house, supplier of fabrics and accessories:
Without bringing up someone close you may not benefited. For this reason a
merchandiser should have a strong network with all buying houses and suppliers so
that he can run his work properly.
Doing all the works a merchandiser can go for the next stage. His second step starts
with getting new order. When a merchandiser gets new order he has to do the below
works.
 Receive product package from buyer: His second stage's work begins with
receiving product package from his customer.
 Discuss with planning and product department for production space and ability
to do the work: After observing the product package a merchandiser should
have a sound talk or discussion with the planning and production department
about the package to settle whether they are able to make the product or not.
 Analyze product package: On the basis of a product package an order will be
going on. So analyzing product package is one of the important duties of a
merchandiser.
 List out type of fabric and accessories: If a merchandiser analyzes a product
package he can list out what type of fabrics and accessories needed for the
package.
 Do consumption of fabrics and accessories: List out fabrics and accessories he
will go for the consumption done.
 Do the costing and quote price: After doing consumption a merchandiser will
be clear about the costing and he will quote the price accordingly.
SUPPLY CHAIN MANAGEMENT
4. SUPPLY CHAIN MANAGEMENT
4.1. Maintaining data bank (procedure) of suppliers for different kinds of
Suppliers.
 Row apparel maintain data bank of the different suppliers by
 By collecting company cards
 By collecting personal visiting cards
 By collection company profile
 By adding number on phone books
 By using internet
 By using software's and etc.
4.2. Asking for price quotation procedure from suppliers:

At first merchandiser contact with different supplier by sending mail to take or asking
price quotation of necessary accessories. After getting the mail supplier send them
their price to merchandiser like,
DESCRIPTION Required Qty Unit Price $ Amount Remark

US $
MAIN LEVEL 1225 Doz .22 269.50
STORMY LIFE
CARE LEVEL 1225 Doz .04 49.00
WOVEN
SIZE LEVEL 1225 Doz .05 61025
COTTON
INTERLINING 950 Yds .97 921.50
COTTON
PAPER BAND 1225 Doz .42 514.50
STORMY
4.3. Having samples from suppliers & to collect from buyers through
Merchandising department;
After get sample from suppliers merchandiser those sample send to buyer for
collecting approval like,
DESCRIPTION Required Unit Price $ Amount Remark

Qty US $
MAIN LEVEL 1225 Doz .22 269.50
STORMY LIFE
CARE LEVEL 1225 Doz .04 49.00 Approved all
WOVEN
SIZE LEVEL 1225 Doz .05 61025
COTTON
INTERLINING 950 Yds .97 921.50
COTTON
PAPER BAND 1225 Doz .42 514.50
STORMY
4.4. Comparative statement of price & other relevant factors of suppliers;

Collect all statement of price all factors of supplier.
4.5. Organizing negotiation meeting & negotiation the price:

To get low price and better quality they need to negotiate the price. Some tune they
arranged meeting with different suppliers. In this meeting merchandiser and suppliers
are attend.
4.6. Agenda & minutes writing procedure;

This is important procedure for supply chain management. In this system they write
down the main or bold procedure of work with action tune. This is the one kind of
planning.
4.7. P.O sending procedure to suppliers;

After approval the sample the sample form buyer and they send P.O to merchandiser.
When merchandiser provides P.O to the suppliers. This document is the approval of
ordered style and design. If there is any amendment vendor know it to suppliers.
4.8. P.I collecting procedure & checking P.I with the help of commercial
Department;
Against of P.O document supplier gives P.I merchandiser. It can be collected through
e-mail or some other media.
Checking of P.I. is,
Pin umber
Unit price
Description
L/C s/be irremovable with add confirmation clause
Pertical shipment and transshipment allowed.
Certificate of origin issue by beneficiary.
Pre-shipment inspection certificate issue by beneficiary.
Payment at 90 days shing form the date of negotiation.
4.9. Ensuring delivery of fabrics & accessories to factor with proper Procedure;
Recheck all procedure and proper documentation again and then go for the action.
Received all fabric or accessories which amount are added in the document and also
check the qualities of all things. Then make a new document where they add received
thing with undelivered things.
FABRIC INSPECTION REPORT

(4 POINT SYSTEM)
FACILITIES NAME & FLOOR: 11-05-2012 LAST REVISION
DATE: 08-05-07
DATE : 02-05-2012 FAB. DESCRIPTION: 100% COTTON TOTAL PENALTY
POINT: 130 FACTORY NAME: FAB. CONSTRUCTION: 128*60/20*16 AVRG.
DFCT. IN 100SQ. YRDS: 17.77
BUYER NAME:.......................FAB . CONSIGNMENT:............................REJECTED:.........................

FAB. SUPPLIED BY: SOUTH CHINA TOTAL ROLL RCVD.:...........ACCEPTED:.......................
STYLE NO.: HBTR-33 TOTAL YDS/MTR/RCVD QTY.: 2600YDS

BOOKING WIDTH:..................................... TOTAL YDS. INSP. QTY : 460YDS.
DEFFECT ITEMS REMA
RKS
BALE ROL LOT CO ACTU ROL L INSP D Sh F Fa s F S M T K C Tot P oi
SNO. LNO. NO. LO AL QTY T. y a 1 n. 1 or P is hi n r al nt
R WIDT YRD QTY e d y h u ei 0 si c o e pen P
H S YRD f e y ol b g t n k t a alt er
S/ a d a e n g y s y 1
MTR u ef r y Y ar e poi 0
1 n ar ar n M nt 0
t n n a sq
r •y
k ds
58 A RE 57 143 143 4 25 2 4 3 38
D
07 A RH 57 144 144 3 30 4 4 2 43
UB
50 A AR 57.5 146 146 4 20 2 4 2 32
D
46 B 57 27 27 2 7 1 • 4 3 " 17
1 1 1
460Y 460Y 43 0
o
4.10. Inventory management in store with proper procedure;
While accountants often discuss inventory in terms of goods for sale, organization
manufactures, service- providers and not -for-profits - also have inventories (fixtures,
furniture, supplies,) that they do not intent to all sell. Manufacturer; distributors; and
wholesalers, inventory tends do not cluster in warehouses. Retailers; inventory may
exist in a warehouse or in shop or store accessible to customer. Inventories not
interred for sale to customers or to clients may be held in any premises an
organization used. Stock ties up cash and, if uncontrolled, it will be impossible to
know the actual level of stocks and therefore impossible to know the actual level of
stocks and therefore impossible to control them.
While the reasons for holding stock were covered earlier, most manufacturing
organizations usually divide their 'goods for sale' inventory into:
Raw materials - materials and components scheduled for use in marking a product.
Work in process, WIP - materials and components that have begun their
transformation to finished goods.
 Finished goods- goods ready for sale to customers.
 Goods for resale- returned good that are salable.
 Old materials.
INVENTORY REPORT OF ACCESSORIES

FACTORY: TEL
B/B L/C NO.: 1546-1205 0055
STYLE NO.: PXH-951
INVOICE NO.: FEL/CHT - 65730A
ACTUAL RECEIVING DATE: 27.03.12
DATE: 29.08.12 BUYER: TEXEBO EXP L/C NO.: P.O. NO.:
P/INO.: PI/S-TUA-0007 STC LOT NO.: 1S17 STANDARD SOURCING (HK) LTD.
SL. DESCRIPTION ORDER INVOIC RECEIVE BALANC REMARK
NO. OF GOODS QTY. E QTY. D QTY. E S
01 MAIN LABEL 8660 PCS 8700 8700 PCS
PCS
WRWLOOL-KO. 6250 PCS 6250 6250 PCS
(KHAKI) PCS
WRWLOOL-NB. 2410 PCS 2450 PCS 2450 PCS
(NAVY)
02 CARE & SIZE LABEL 8685 PCS 8900 PCS 8900 PCS
INSEAM WISE
QTY B/DOWN
INSEAM SIZE
30 32 673PCS 700PCS 700PCS
30 34 1042PCS 1050PCS 1050PCS
30 36 975PCS 1000PCS 1000PCS
30 38 892PCS 900PCS 900PCS
30 40 745PCS 750PCS 750PCS
30 42 642PCS 650PCS 650PCS
30 44 434PCS 450PCS 450PCS
32 32 450PCS 450PCS 450PCS
32 34 863PCS 900PCS 900PCS
32 36 788PCS 800PCS 800PCS
32 38 545PCS 550PCS 550PCS
32 40 387PCS 400PCS 400PCS
32 42 176PCS 200PCS 200PCS
32 44 73PCS 100PCS 100PCS
STORE ASST. / STORE OFFICER SR. STORE OFFICER/ ASST. MANAGER

STORE MANG.
4.11. Monthly supply chains department report;
Status Report
Order Storing In Store Remarks

Processing
4.12. Trims card preparation;

Before production trims card needs to make. Trims card preparation are, Buyer name
Order no
Total items
All accessories, 1 sample will be added (main level, care level, sewing thread, poly
bag, etc.)
COMMERCIAL DEPARTMENT
5. COMMERCIAL DEPARTMENT
5.1. Application Procedure to Bank for B/B, L/C Opening
Which L/C issued against the original Master L/C is called B/B, L/C. A back to back
L/C is a letter of credit issued for the account of a buyer, who is already holding an
Master L/C in his or her favor. The back to back L/C is issued in favor of the supplier
to import raw materials required to produce the item meant for export as stipulated in
the credit being held by the buyer.
Papers / documents required for submission to the bank for opening of back to back
L/C are-
 Master L/C.
 Valid Import registration certificate & Export registration certificate.
 L/C application & LCA form duly filled-up & signed.
 Pro-forma Invoice or Indent.
 Insurance cover note with money receipt.
 IMP From duly signed.
In addition to the above the following papers / documents are also required for export
oriented garment industries while requesting for opening of back to back L/C:-
 Textile permission.
 Valid bonded ware house license.
 Quota allocation letter issued by EPB in fervor of the applicant in case of
quota items.
 In case the factory premises is a rented one, letter of disclaimer duly executed
by the owner of the house / premises to be submitted.
Application format of B/B, L/C to the bank are as follows.
July28,2011.
To
The manager (Import).
L/C issuing bank name & address.
Ref: Account name.........holding A/C No..........with your branch.
Sub: Request for opening a back to back L/C against export L/C number......received
by
buyer.
Dear Sir,
We would like to inform you that please open B/B L/C for US$ against Master L/C to
enable we import fabric to execute the stipulated hi the said Master L/C.
You are hereby authorized to keep the aforesaid original Master L/C #.........as
lien.......to
cover finances involved in the opening back to back L/C.
Thanks, Applicant name Signature & designation.
Encl:
 Contract.
 Banks L/C application duly filled-up.
 Insurance cover note (if applicable)
 Import form(if applicable)
 L.C. A (Letter of credit authorization form)
5.2. Checking M. L/C, related with terms condition mention in M. L/C

 Export LC no.
 LC opening data.
 Name of the L/C opening bank.
 Whether issued as per UCP.
 Name of the beneficiary.
 Name of the foreign buyer.
 Whether it is authentic/ test agreed.
 Whether it is irrevocable.
 Whether it is transformable.
 Whether it is confirmed by third bank.
 Whether transfer is restricted.
 Whether transfer is regular.
 Expiry date of Export L/C.
 Place of Expiry L/C.
Amount of Export L/C.
 Last data of shipment of Export L/C.
 Port of destination.
 Negotiation period.
 Whether negotiation is restricted.
 Bill of Lading clause/air way ball clause.
 Whether Export L/C is genuine.
 Payment clause.
 Basis of L/C Whether FOB/C and F/CIF.
 Name of Exportable category no.
 Export promotion bureau allocation no.
 Quantity of exportable.
 Name of the county to export.
 Name of particular shipping line if any.
 Reimbursement instruction on export L/C.
 If the export L/C opening bank is not required.
 Fabric description of export L/C.
 BBLC proforma invoice description.
Documents Required:
 Commercial invoice.
 Packing list
 BL/FCR.
 Original inspection Report.
 Order confirmation certificate.
 GSP form.
 Packing list approval.
 Additional condition, (required amendment)
 Bank to bank documents send to.
5.3. Acceptance Procedure of M. L/C

Copy of master L/C or received of this documentation from the buyer, the exporters
become sure that they would obtain foreign currency after the perches shipment.
Contract sheet - Sing by buyer and vendor (2 pages)
 Style number
 Shipment date
 Mode of shipment (sea / air)
 Order quantity and size ratio... .XL, XXL, SML
 Fabric description
 Spec sheet.
5.4. Collection of All Relevant Document from Different Companies and
Organizations Like GSP. CO, EXP. LD
GSP system:
GSP means generalized system of preference. Bangladeshi garments are exported in
the European union market at a quota free system. EEC sectioned duty free status for
Bangladeshi in 1992 for importing of our readymade garments in their market which
is known as GSP.
If any importer can prove in European Union market that his garments is produced by
the Bangladeshi fabric, he will get this facility. EEC importers get 12% duty rebate on
woven fabrics and 12.50% duty rebate on knit fabrics on their GIF invoice value.
In order to qualify for the GSP facility we have to abide by some terms and conditions
relevant to the rules of origin. Following is the terms and conditions.
Three stage transformation for woven fabrics i.e.

 Grey fabric to be produced in Bangladesh.
 Dyeing printing and finishing of these fabrics to be done here.
 Finally readymade garments to be produced here by these fabrics.
Four stage transformation for knit fabrics i.e.

 Yarn to be produced here from raw cotton.
 Grey fabric to be produced.
 Dyeing printing and finishing to be done.
 Finally knit garments to be made here.
It is a common demand by the customers' authorities in EU.GSP facility get EU
importers when they import garments from third world country.
The certificate of origin is a document that is required in certain nation. It is a signed

statement as to the origin of the export item. Certificate of origin are usually signed
through a semi-official organization such as local chamber of commerce.
5.5. Preparation of Commercial Invoice

An invoice is a commercial document issued by a seller to a buyer, indicating the
products, the quantity and description of the goods the loading port and destination
port, the mode of transportation, the country of origin, the price per unit and total cost
of the goods with which the seller has already provided the buyer. An invoice
indicates that payment is due from the buyer to the seller, according to the payments
terms. The shipper gets the invoice ready at the time the goods are being is prepared
for shipping.
5.6. Document Submission Procedure in Bank

Have to fill up the forms mentioned above and after verifying and signing the
following documents should be submitted to the bank: -
 Trade license (valid)
 IRC (import Registration certificate)
 Membership certificate
 Memorandum of association
 Income tax declaration
 A photograph
Local Document
 Bill of exchange.
 Invoice.
 Packing list.
 Co/ delivery challan / truck challan
 Good production certificate (BTMA) original copy.
 GP2 challan
Foreign Documents:
 Bill of exchange.
 Invoice.
 Packing list.
 Bill of lading.
 GSP/CO/Inspection certificate
5.7. Application procedure to Procedure for Cash Incentive from Bank

 Procedure for cash intensive from bank with reference to the above we
enclosing relative document
 Application forwarding.
 Application form.
 Pay order.
 Undertaking.
 Bank certificate.
 Proceeds realization.
 Invoice for Export and B/C.
 Lock back to back related document.
 Utilization declaration.
 Copy of Export L/C.
5.8. Containers Sizes and Kinds

 Standard containers.
 High-cube containers.
 Hard-top containers.
 Open-top containers.
 Flat racks.
 Platforms (plats).
 Ventilated containers.
 Insulated and refrigerated containers.
 Bulk containers.
 Tank containers.
ISO standard:
There are five common standard lengths, 20-ft (6.1 m), 40-ft (12.2 m), 45-ft (13.7 m),
48-ft (14.6 m), and 53-ft (16.2 m). United States domestic standard containers are
generally 48 ft (15 m) and 53-ft (rail and truck). Container capacity is often expressed
in twenty-foot equivalent units (TEU, or sometimes teu). An equivalent unit is a
measure of containerized cargo capacity equal to one standard 20 ft (length) x 8 ft
(width) container. As this is an approximate measure, the height of the box is not
considered, for instance the 9 ft 6 in (2.9 m) High cube and the 4-ft 3-in (1.3 m) half
height 20 ft (6.1 m) containers are also called one TEU.
The maximum gross mass for a 20 ft (6.1 m) dry cargo container is 24,000 kg, and for
a 40-ft (including the 2.87 m (9 ft 6 hi) high cube container), it is 30,480 kg. Allowing
for the tare mass of the container, the maximum payload mass is therefore reduced to
approximately 22,000 kg for 20 ft (6.1 m), and 27,000 kg for 40 ft (12 m) containers.
Specifications
20' Container 40' Container
40 'high-cube 45' high-cube
Container Container
Imperial Metric Imperi Metric Imperial Metric Imperi Metric
al al
External Length 20'00" 6.096 40'0" 12.192 40'0" 12.190 45'0" 13.716
dimensio m m m m
ns
Width S'OO" 2.43S S'O" 2.438 S'O" 2.438 S'O" 2.43S
m m m m
Height S'6" 2.591 S'6" 2.591 9'6" 2.896 9'6" 2.896
m m m m
Interior Length 18'10-i,, S.^SS 39'545 12.032 39'4" 12.000 44'4" 13.556
dimensio ?» m V m m m
ns
Width rJ^ 2.352 7'S1^ 2.352 7'7" 2.311 7'81V 2.352
m m m m
1
Height rf ^; 2.385 ~< t\ 2.385 8'9" 2.650 vTUfa 2.698
m S* ' m m 99 m
9 */«-
Door Width 7 '8 3 8" 2.343 7'S%" 2.343 7'6" 2.280 7'SH" 2.343
aperture m m m m
Height 7*5 %* 2.280 7'53/i" 2.280 S'5" 2.560 8' S"/« 2.585
m m m tt m
Velum* 1,169ft3 33.1 2,385 67.5 m3 2,660 ft3 -5.3 m33.040 86.1
m3 ft3 ft3 m3
Maximu 66,139 ib 30,40 66,13 30,400 68,008 30.848 66,139 30.400
m gross 0 kg 9 !b kg Ib kg Ib kg
mass
Empty 4,850 Ib 2,200 8,380 3,800 k 8,598 Ib 3,900k 10.580 4,800
weight kI Ib g t Ib kg
Net load 61,289 Ib 28.20 57,75 26.600 58,598 26,580 55.559 25,600
0 kg 9 Ib kg Ib kg Ib kg
PRODUCTION DEPARTMENT
6. PRODUCTION DEPARTMENT:
6.1. Preoperational of total seasonal production plan:
Yearly order projection needs to be consolidated into yearly order plan. Order plan is
based on already negotiated orders. Projection of orders is generally based on
preliminary discussion & guesswork but order plan is based on agreed contracts with
Ihe customers.
Company: NORTHERN TOSRIFA Item of Production: TANK TOP
INDUSTRY LTD.
2008 Target Quantity in TEXEBO Triburg Jecko Total
pcs Qty in
US $
January Qtyinpcs 10,000 5,000 10,000 25,000
Amount US 160,000 125,000 150,000 435,000
$
February Qtyinpcs 7,000 3,000 8,000 18,000
Amount 280,000 150,000 300,000 730,000
March Qtyinpcs 5,000 3,000 5,000 13,000
Amount 150,000 100,000 150,000 400,000
April Qty in pcs 10,000 5,000 10,000 25,000
Amount 450,000 100,000 500,000 1,050,000
May Qty in pcs 30,000 20,000 25,000 75,000
Amount 1,350,000 800,000 1,000,000 3,150,000
June Qty in pcs 20,000 20,000 30,000 70,000
Amount 800,000 750,000 135,000 1,850,000
July Qtyinpcs 39,500 15,000 10,000 64,500
Amount 1,850,000 600,000 400,000 2,850,000
August Qty in pcs 25,000 5,000 10,000 40,000
Amount 1,000,000 200,000 450,000 1,650,000
September Qtyinpcs 10,000 5,000 10,000 25,000
Amount 450,000 200,000 400,000 1,050,000
October Qty in pcs 8,000 16,000 10,000 34,000
Amount 360,000 720,000 450,000 1,530,000
November Qtyinpcs 30,000 7,500 10,000 47,500
Amount 1,350,000 300,000 450,000 2,100,000
December Qtyinpcs 25,000 30,000 12,000 67,000
Amount 655,000 800,000 300,000 1,755,000
Total Qtyinpcs
Total Amount
6.2. Work study or industrial engineers procedure.
Industrial engineering draws upon the principles and methods of engineering analysis
and synthesis as well as mathematical, physical and social sciences together with the
principles and methods of engineering analysis and design to specify, predict and
evaluate the results to be obtained from such systems. In lean manufacturing systems,
industrial engineers work to eliminate wastes of time, money, materials, energy, and
other resources. The term "industrial" in industrial engineering can be misleading.
While the term originally applied to manufacturing, it has grown to encompass
virtually all other industries and services as well. The various topics of concern to
industrial engineers include management science, financial engineering, engineering
management, supply chain management, process engineering, operations research,
systems engineering, ergonomics, value engineering and quality engineering.
Major Parts of IE in Garments Industry:
 Analysis Procedure
 Operation Procedure
 Workers Assessment Objectives of IE:
 To sells or business target of the company.
 To spread production planning information.
 To set target and submit balance report within schedule time. Analysis
Procedure:
 Basic
 Semi Critical
 Critical
Basic Analysis:
 Operator Training Analysis
 Pre-Production Meeting Analysis
Target Setting Analysis: Analysis team will analyze target setting. Setting line target
depends on following terms:
 SMV
 Manpower Operator and Helper
 Targeted Efficiency
Let, for any garments given SMV = 12.25
Total Manpower = 28 Operators + 25 Helpers = 53 Persons
Let us consider the line Efficiency = 100% Then total outcome = 53 x 60
12.25
= 260 pieces per hour But actual line Efficiency = 80% Then outcome of this line =
53 x 80
12.25
= 208 pieces per hour. Line Productivity Calculation: Line productivity = target per
hour x SMV x 100%
(Manpower x 60) - Non productivity time = 208 x 12.25 x 100
(53x60)-0 = 80%
If a line contains 53 manpower and target given per hour 200 then, Line productivity
= target per hour x SMV x 100%
(53x60)-0 = 77%
Again, manpower decrease 53 to 45 and line target remain same as 200 then, Line
productivity = target per hour x SMV x 100%
(45x60)-0 = 90%
6.3. Daily Production Report
LINE WISE DAILY PRODUCTION REPORT
FACTORY:...................BUYER:.....................STYLE NO:.................SIZE:............
FACILITY:...................LINE NO:.................. ITEM:.........................ORDER QTY:
CUT NO. SIZE TOTAL WORKING TOD TOTA L MOR E LESS REM ARKS
/HR. PRDN. HR. AY TERG THEN THE N
AVG ET/H R TARG TAR
/HR ET GET
TO TOT
D AL
AY
F
2ND
oRD
JIH
5 1M
6 1H
m
?
8™
glH
10™
TOTAL
PREVIOUS COLOR WISE PRODUCTION SUMMARY
GRAND TOTAL COLOR ORDER QTY CUTON INPUT OUT

G PU T
TOTAL
Total Cutting:.....................Today's input:.....................Total input:............

Balance input:....................Prevs. Output:......................Today's output:....
Total output:......................Balance output:....................Output complt date:
L.Q.C
Line Chief
MCM
APM/PM
6.4. Quality management procedure
Flow chart of quality management system
Inspect all incoming goods, all in-process goods & all finished goods to ensure the
quality of products
↓
Ensure that all patterns & grading of patterns are okay Inspect spreading, xmtting &
numbering
↓
Ensure If relaxation time was to knit fabric
↓
Install in line inspectors in the sewing line
↓
Install traffic light chart system or other system to monitor the quality in the
production line
↓
Inspect 100% goods delivered from sewing lines
↓
Inspect the table quality passed garments with statistical technique Control reject
goods so that they do not mix up with quality passed goods
↓
Control alterable goods, washable goods so that they can be double checked to ensure
quality.
↓
Inspect goods with right equipment & in right conditions (equipments should not be
faulty & inspection should be conducted on well lit table)
↓
Inspect ironing, folding
↓
Make repeat inspection of garments prior to poly packing Inspect poly packing &
assortment
↓
Pre final inspection of goods
↓
Final table inspection is controlled prior to shipment of goods.
Cutting:
Fabric inspection:
FABRIC INSPECTION REPORT
(4 POINT SYSTEM)
FACILITIES NAME & FLOOR: 11-06-2012 LAST REVISION DATE: 08-05-07
DATE : 02-05-2012 FAB. DESCRIPTION: 100% COTTON TOTAL PENALTY POINT: 130
FACTORY NAME: FAB. CONSTRUCTION: 128*60/20*16 AVRG. DFCT. IN 100SQ. YRDS: 17.77
BUYER NAME: FAB. CONSIGNMENT: REJECTED:
FAB. SUPPLIED BY: SOUTH CHINA TOTAL ROLL RCVD.: ACCEPTED: STYLE NO.:
HBTR-33 TOTAL YDS/MTR/RCVD QTY.: 2600YDS
BOOKING WIDTH: TOTAL YDS. INSP. QTY :460YDS.
DEFFECT ITEMS REMA
RKS
BALE SNO. ROL LOT CO ACTU ROL L INSP T. D Sh F 1 F a S 1 F or S P M is T hi K n C r Tot P oi

LNO. NO. LO AL y al
R WIDT QTY QTY e a y n. u ei o si c o e pen nt
H YRD YRD d h b 8 t n k t a alt P
S S/ f e y ol n g y s y er
MTR a d a e y Y ar e poi 1
u ef r ar ar n nt 0
1 n n n M 0
t a sq
r -y
k ds
58 A RE D 57 143 143 4 25 2 4 3 38
07 A RH 57 144 144 3 30 4 4 2 43
UB
50 A AR D 57.5 146 146 4 20 2 4 2 32
46 B 57 27 27 " " • - 2 7 1 " 4 3 " 17
1 1 1
460Y 460Y 43 0
Cutting inspection:
FACTORY NAME: BUYER NAME: ASMARA STYLE/ORDER NO.: P.O/REF/ITEMNO.:
CUTTING STATEMENT
FACILITIES NAME & FLOOR: 5™ DATE: 16-05-12
CUTTING START DATE: CUTING NO.: 2*
GARMENTS ITEM: LOT NO.:
ORDER QTY.: 4271 PCS SHADE/ CON:
SL. GMT COL LAY SIZE 00 0 1 3 5 7 9 TTL. COUNTRY
NAME
NO 'S OR ER QTY.
, PAR RATI 200 200 200 200 200 200 200

T 0
ITEM
PIN K 1 2 3 4 5 6 7 1400*2
TOTAL QTY. 1400
GRAND
TOTAL
LINE NO.
REMARKS:
 Pattern verification for new style

 Correction of pattern
 Re-Design the pattern
 Inspection the spreading quality
 Inspection the cutting parts (100%)
 Replacement
Sewing inspection:
 Process wise 7 pcs bundle inspection
 Inline garment menufacturement inspection
 Hourly critical process control
 Hourly end line quality checking
 AQL audit
FACTORY: FACILITY:
QUALITY DIVISION
SEWING DEPERTMENT
LINE WISE DAILY REPORT
BUYER:..................... STYLE NO:................. SIZE:
.LINENO:.................. ITEM:
.ORDER QTY:
CUT NO. SIZE TOTA WORKING HR. TOD AY TOTA L MOR E LESS REM
/HR. L AVG TERG THEN THE N ARKS
PRDN. /HR ET/H R TARG ET TAR
GET
TOD AY TOT AL
1ST | 88 l)
2ND
KU
3
TH
4
5™
6™
nt
7
8™
gTH
10™
TOTAL
GRAND TOTAL COLOR ORDER QTY CUTTIN G INPUT OUTPU T
TOTAL
Total Cutting:.....................Today's input:.....................Total input:.............

Balance input:....................Prevs. Output:......................Today's output:.....
Total output:......................Balance output:....................Output complt date:
L.Q.C Line Chief
AQL Chart
AQCM
APM/PM
Lot Size for Sample Min. 1.5 2.5 4.0 6.5
inspec. size for Measure
inspec. Quantity
AQL-2.5 Ac Re Ac Rc Ac Rc Ac Rc Ac Rc
2-8 2 1 0 1 0 1
9-15 3 1 0 1 0 1 0 1
16-25 5 1 0 1 0 1 0 1 0 1
26-50 8 2 1 2 0 1 0 1 0 1 1 2
51-90 13 3 1 2 0 1 0 1 1 2 2 3
91-150 20 3 1 2 0 1 1 2 2 3 3 4
151-280 32 3 2 3 1 2 2 3 3 4 5 6
3 8 j ;
281-500 50 5 3 4 2 3 3 4 5 6 7 8
501-1200 80 8 5 6 3 4 5 6 7 8 10 11
1201-3200 125 13 7 8 5 6 7 8 10 11 14 15
3201-10000 200 20 10 11 7 8 10 11 14 15 21 22
10001-35000 315 32 14 15 10 11 14 15 21 22
35001-150000 500 50 21 22 14 15 21 22
150001-500000 800 80 21 22 21 22
500001- Over 1250 125 21 22
Finishing and final inspection:

 Check the measurement of finishes garment.
 Factory final inspection.
6.5. Management of outside OC from buyers;

Quality is not absolute but can only be judged by comparing with standards. It can be
determined by some characteristics namely- design, size, materials, chemical
composition, workmanship, finish and other properties.
 Quality of product
 Quality of process
 Quality of contribution towards the environment and to the end customer.
Objects of Quality:
The main objective is to produce the best quality garments which are acceptable for
all the buyers & by reducing inspection rejection ration & claim from buyers. We
maintain two types of strategy.
 Preventive and
 Corrective.
6.6. Fabric layout procedure
Fabric layout process is designed as per marker and cutting ratio. And fabric lay
depends on table length width. And there must be some minimum, overlapping in
between one after one ply.
6.7. Fabrics cutting & management procedure;

Cutting process: Cutting department receive tech pack from merchandiser and p.p
sheet of a style from I.E
Cutting check whether sample master pattern and fabrics are ready or not
If ready cutting dept. collect sample, marker, and fabrics (for size set) from the sample
section CAD section and fabric store. .
If it found that an adjustment is required in the master pattern then cutting manager
buyer, qc, and pattern master check and make necessary correction as per grading and
inform the pattern and CAD section
Then cutting dept collect fabrics for bulk production from store and check wheatear,
of every roll in fine or not and check the width of a fabric for that lot.
Delivery of cutting parts:
 Receive the parts
 If it is sub- contract than it place to store
 Input in sewing floor. Fault of cutting:
 Shade
 Measurement
 Fabric shape
 Panel cross checking
 Print and embroidery
Important note in cutting section:

 TMV -Time Measurement Unite.
 SMV-Standard Minute value.
 SOP -Standard Operation Procedure.
 Cutting depend on -number of marker/number of body part.
 10 pcs markers mean 10 pcs complete garments.
6.8. Production meeting in factory:

Pre production meeting is the process of transforming information many people all
managers like production, cutting, quality, finishing as well as store.
Pre production preparation (cutting)
 Check the fabric approval, fabric swatch dia, fabric fault, GSM, shrinkage.
 Checking of mini marker.
 Prepare fabric consumption.
 Check the pattern
 Run trial cutting
 Prepare of lay chart
Pre production preparation (sewing)

 Check the approval fabric
 Standard
 Approval trim card
 Approval sample
 Machine layout
 Folder and attachment
6.9. Fabrics inspection procedure; Fabric inspection: (4 point system)
 Check the received fabric with length, color, weight as per fabric booking
sheet.
 Fabric testing as per 4 point inspection system.
 Less than 2000yds.........10%
 More than 2000yds..........10%
 If defect in 10%.....,..........100%
point impaction, accepted point industry roll for,
 S/J =20 point
 D/J =24 point
 Warp knit =26 point
Penalty point is asking according to size of defects, wrap and weft direction:
Length of defect Point Sticker color
Less than 75mm/ 3" defect 1 White
75mm-149mm/3"-6" 2 Green
150mm-229mm/6"-9" 3 Yellow
More than 260mm/9" 4 Red
6.10. Lab dips preparation procedure;
It is the merchandiser's responsibility to get the Lab dips from the processing mill and
to get approval from buyer.
There are different matching systems followed in Labs. They are
 Tube light matching.
 Sun light matching.
 Ultra Violet matching.
 Sodium light matching (show room).
Each of these above matching will give different results. For example, if a lab dip
matches to the original in tube light, it will differ hi sun light. So the lab dips are to be
made according to the buyer's matching system.
Different buyers follow different matching. Hence before proceeding lab dips,
merchandiser should be aware of the buyer's matching system. Accordingly he should
arrange to make lab dips.
Also he must be sure of making the lab dips hi the actual production fabrics. It is
better to make lab dips in more than 3 closer shades. (Some times, the processing
factory will make lab dips in 2 shades and will make them hi to 4 bits. If we send the
same to buyer and if buyer finds out this, he will think that he had been cheated
purposely by the merchandiser. Our reliability will get questioned here).
Before sending the lab dips to buyer, the merchandiser should verify whether they are
closer to the required shade. And he should send them to buyer only if he is confident
that they will get approved. If he sends them with a doubt and if they are not
approved, he will have to make them again. By this way, at least 1 week time will be
wasted; courier expenditure will be wasted unnecessarily. To adjust this wasted tune,
we will have to urge the production which may lead to quality problem. So if he is not
satisfied with the lab dips, he should arrange for the revised lab dips from the
processing mill immediately.
When sending the lab dips to buyer, he has to take some extra care. The lab dip fabric
bits are to be ironed and cut into a clean shape. They should be attached to the shade
card hi an attractive presentation. This will give a pleasant mood to buyer when he
verifies the shades. (Here we should understand the psychological effect in this
regard. If we see lab dips hi the morning, we may think they are not suitable. If we see
the same hi the evening or the next day, we may think they are closer. Our
presentation of lab dips will help to get quick approvals. This is not cheating; just a
tip).
While making lab dips, the lab hi processing mill will have the recipes noted. They
will give different reference numbers to different lab dips. Accordingly each lab dip
will have different reference number. When sending lab dips to buyer, the
merchandiser should keep one set of counter lab dips with reference numbers. He
must be sure that the reference numbers mentioned to buyer's set are the same in his
counter set also. It is advised to follow the same reference numbers by everybody -
processing mill, merchandiser and buyer. This will help to avoid confusion when
processing.
The lab dip procedure is as follows-
 Lab Test
 Dimensional Stability
 How to check dimensional stability
 Color Fastness
 Color Fastness to Crocking
 Color Fastness to Wash
 Color Fastness to Perspiration
 Light Fastness
 Piling
 Laboratory
6.11. Dying procedure step by step; Dyeing process: Conventional:
 Isothermal
 Migration
 60:C isothermal process
 80:C isothermal process
 80:C Turquoise process
 CVC Dyeing process
Special:
 White dyeing process
 Washing process
 Enzyme process
 Topping process
 Addition process
6.12. List of the machines in GMTS;

NORTHERN TOSRIFA INDUSTRY LTD. MACHINE LIST
TYPE OF MACHINE QUANTITY (SETS)
SINGLE NEEDLE 374

DOUBLE NEEDLE 92
OVERLOOK 78
KANSAI 30
BAR TACK 30
BUTTON STITCH 30
BUTTONHOLE 25
EYELET BUTTON HOLE 20
96
SNAP BUTTON 35
BLIND STITCH 8
FEED OF THE ARM 25
CUTTING MACHINE 20
HEAT CUTTER 5
FUSING MACHINE 2
WAIST BELT SETTING 4
SPECIALIZED MACHINE:
NEEDLE DETECTOR (TUNNEL) 5
CAD MACHINE 4
PLOTTER 2
DIGITIZER 2
VELCRO CUTTER 2
SEAM SEALING 12
ZIG-ZUG 12
FABRIC INSPECTION MACHINE 2
THREAD SUCKING MACHINE 5
STEAM BOILER 2
STEAM IRON 60
ELASTIC ATTACHING 2
LABEL JOINT 6
LIGHT BOX 1
OTHER SUPORTING EQUIPMENT:
QUILTING MACHINE 2
EMBROIDERY (UP TO 15 COLOR) 2
LAY END CUTTING MACHINE 10
VACUUM IRON TABLE 60
HAND NEEDLE DITECTOR 3
TOTAL MACHINE 975 SETS
WASHING PLANT:
TYPE OF MACHINE QUANTITY (SETS) CAPACITY
SAMPLE WASHING 9 1300 Ibs
MACHINE
WASHING MACHINE 6 95750 Ibs
HYDRO EXTRACTOR 3 1800 Ibs
DRYER 12 20100 Ibs
SAND BLAST MACHINE 8 1 6000 pcs per day
SAND BRUSH MACHINE 5 3360 pcs per day
E . T. P. 1 1 50000 Ltr. Per hour
6.13. Reporting system in production department;

LINE WISE DAILY PRODUCTION REPORT
FACTORY:...................BUYER:.....................STYLE NO:.................SIZE:............
CUT NO. SIZE / TOTAL WORKING HR. TOD TOTA L MOR E LESS REM
HR. PRDN. AY TERG THEN THE N ARKS
AVG / ET/H R TARG TAR
HR ET GET
TOD TOT
AY AL
,SJ
2MD
aRD
4m
5™
6™
7™
;
8™
FACILITY:...................LINE NO:.................. ITEM:.........................ORDER QTY:
glH
10™
TOTAL
GRAND TOTAL COLOR ORDER QTY CUTTIN G INPUT OUTPU T
TOTAL
Total Cutting: Balance input: Total output:.. L.O.C
............Today's input:.....................Total input:...................
,...........Prevs. Output:......................Today's output:...........
...........Balance output:....................Output complt date:......
Line Chief AQCM APM/PM
6.14. Receiving, requisition & inventory management procedure in production
Department;
Store Requirement
Style: 3V1597 FLOW -1
Attn: Mr. Zulficker -Sr. officer store CC. Mr. Faruque - Ast Manager CC. Mr. Raihan
- Sr. store officer CC.Mr.Lutfor-AGM
Please arrange & send the following item to production floor 5 Tejgon Fabric;
SI. No. Item Color Size Gmts/Qty. Qty/Yrds Remarks
1 Shell: 98% K.Nevy 14.49 9425 11380

Cotton 2%
Spandex twill
Classic 7609 9187
Red
Spirits b/ 2999 3621
Turg
Hayle 5580 6737
Blue
Ferguson Green 2999 3621
Tyson 4271 5157
Pink
White 0.47 32883 1287
Accessories
Item Color Size GmtsQty Ace's Qty
1 Main label & Size 32883 33869 pcs Size wise b/dwn next page
2 Care Label 33869 pcs
3 Zipper For fly 33869 pcs Size wise b/dwn next page
4 Jocker Tag 33869 pcs b/dwn same as main&size
label
5 Mtl Shank button PC-M08 27 L 41 grs Turg+green
PC-MI 15 27L 186 grs Navy,red,bhie,pink
6 Thread As per booking qty
7 A&F Label 33869pcs Size wise b/dwn next page
Label/Zipper/ Jocker Tag wise
b/dwn
0(2 Vi") 1(2 '/2") 3(2 >/2") 5(2 3/i") 7(3") 9 (3 1/4") 00(2 >/4")
k. navy 1710 1710 2071 1532 972 752 956
c/red 1356 1356 1642 1214 801 657 808
s/b/turg 452 452 547 409 379 420 427
Hblue 772 772 827 919 807 728 919
Fgrecn 452 452 547 409 379 420 427
Tpink 701 701 848 632 496 486 532
6.15. Fabrics Cutting and Management Procedure Organogram of Cutting
department
6.16. Role and Responsibility of cutting department:

Cutting Manager:
 Total responsibility of cutting section from cutting to delivery sewing section.
 Good knowledge in cutting.
 Hard working.
 Good knowledge in Computer & knows of buyer order.
 Skill in regular reporting to the management.
 Skill in handling the cutting section.
 Responsible for bulk cutting and necessary pattern changes if required.
 Will manage and assist others regarding cutting works.
 Have to posses work with quality system.
 Have to carry out quality production of the department,
 Daily planning for cutting quantity.
 Regularly fabric receive from fabric receive man.
 Checking marker.
 Must be knowledge about pattern.
 Sharing the tools & techniques in the cutting section of all staff
Cutting supervisor:
 Complete knowledge about bundle
 Good knowledge about lay, shading, sticker.
 Daily work & planning receive from cutting incharge then divided into the
table to table in the table leader.
Input supervisor:
 Daily cutting fabric delivery from cutting section to sewing section.
 Calculate total delivery fabric.
 File up all of receive & delivery documents
Table Leader:
 He/she maintain the total work of table from lying to bundling
Cutter Man:
He/she flow the marker and cutting fabric. Marker Man:
 He/she laying the fabric then setting the marker. Seasor Man:
 He/she cutting fabric by lay set up. When a cutter man cutting the fabric if
fabric cutting is less, than seassor man cutting fabric for equal.
Lay Man:
 He/she setting the lay and equal lay to lay.
Bundle Man:
 Bundling the cutting fabric flow the chart, bundling card, sticker, serial and
size.
Sticker Man:
 At first he/she will see the chart & size then start stiekering.
6.17. Some vital step before much cutting for production:

Size set cutting: Cut two pieces body and relevant parts per size and check the
measurement is it ok or not. Then send it to the sewing section. After sewing recheck
all size, and ensure the correct measurement which has given in specification sheet. If
find the measurement is short that time pattern size will increase. After correction
pattern check it again. Check shrinkage and twisting.
Trial cutting: After size set cutting some pieces of garments are going to random
sewing up to finishing from each size. After sewing check all garments that, have any
defect or not. If
any defect happens in any garments, find out where it's occurred. After then make
pattern again based on defect.
Test cutting: After trial cutting again some pieces of garments are going to sewing
from each size. But at first must be over come all kinds of defect.
Much cutting: when every step is ok, then much production will be started.
6.18. Total Process of Cutting Section;

Step-01: Store Q.C Cutting - Cutting Q.C
In the cutting section how work has been done:
At first fabric receive from Northern or some other place.
 Checking fabric delivery/receive copy. (Flow Buyer, Lot number, Dia, Type of
fabric, color, Roll to Roll, see the total quantity)
 Checking the packing list.
 Approve the SR sheet. (SR came from cutting section) when cutting section
takes the fabric from store then they see all of and making SR sheet.
 Receive G.S.M paper.
 Receive shade ban paper.
 File up with register. (All data such as color, quantity, buyer, lot number,
challan number, type of fabric, dia etc.) Register stay in store.
Step - 02: A receives man of cutting section receive fabric from cutting store by SR
sheet. Step - 03: Fabric receiver sends the fabrics to Q.C for fabric check. Step - 04:
Before Q.C doing some test. Such as
 G.S.M test (before wash 7 after wash)
 Shrinkage test.
 Twisting test.
Then approve shade ban & color shade by Q.C.
Step - 05: After checking and some test cutting incharge receive the fabric then
transfer to cutting supervisor with planning for cutting.
Step - 06: cutting supervisor transfer this fabric to table leader and give work
planning sheet of cutting incharge. It is including register khata.
Step - 07: Table leader transfer this fabric to lay man with marker. Then lay man
starts fabric lying.
 If fabric is tube dia than doing fabric lay then width cutting 1 inch.
 Cutting 2 inch for open dia.
 When fabric lying increase 2 inch from marker length to fabric length.
 Fabric is cutting part by part if the fabric is strip.
 If the fabric length is more than 150 inch then setting 8 lay men and if the
fabric length is Less than 150 inch then setting 6 lay man.
 Then maintain roll = bundle. Example 1 roll = 1 bundle, 2 roll = 2 bundle,
Step - 08: After lying fabric and sit the marker cutter man starts cutting fabric.
Step - 09: After cutting fabric, sticker man apply sticker in cutting fabric piece. In this
time sticker man must be follow chart.
Step - 10: after stickering bundle man starts bundling. Here follow some process
such as-
 Have any shade in fabric then bundling is roll to roll.
 Have not any shades or color then bundling is average.
 Serial may be starts any places in fabric.
Step -11: after bundling then fabric input for sewing. Here is printing, embroidery and
quality check.
How to Cut Out and Mark Pattern Pieces on Fabric?

 Accuracy in cutting your sewing pattern and hi transferring the construction
symbols, or marks, onto the fabric is crucial. These are the final steps taken
before you begin to sew your garment. Cutting
 Phi sewing pattern pieces to fabric as explained hi "Lay out Sewing Pattern
Pieces,
 Use dressmaker shears to cut fabric along designated cutting line.
 Cut all notches - diamond-shaped symbols that appear along cutting line -
outward from the cutting line. These notches will be used to match pattern
pieces later on. Treat double and triple notches as one and cut them together
with a continuous edge.
 Leave pins intact until all markings have been transferred from sewing pattern
pieces to the fabric.
 Transfer all marks to your fabric. These marks include pockets, pleats, circles,
darts and tucks. Mark a single dot with a small cross. Mark lining fabric only
if you have chosen to pin and cut both lining and fashion fabrics as one.
Marking With Chalk, Marking Pen

 Transfer marks using phis and a chalk fabric pencil or marking pen.
 Support fabric with one hand, and insert pins through all layers of fabric along
outline of pattern mark.
 Carefully turn pattern piece over and use a ruler and marking pencil or pen to
trace along outline made by the phis.
 Turn pattern piece over so that tissue side is facing up.
 Unpin pattern and carefully pull the pattern piece over the heads of the
marking pins.
 Once again, follow the outline made by the marking pins to trace the pattern
mark onto your fabric.
6.19. Procedure of sending print or embroidery part;
There are some procedures of sending print or embroidery part, which is discussed in
below:
 While bundles are ready to go in printing section must be send extra part with
each bundle. Because if any part will reject by the extra part it can be recover.
 Every cutting should send in separate packet.
 While any part be reject or some other problem occur, must be send this part
with bundle.
 Can't send in wrong sticker serial.
 Can't send less or more amount of cutting part then bundle record.
 All cutting part should be return while printing will complete.
6.20. Checking procedure of printing cut panel;

 To check the bundle serial and ensure good quality of product. Then hand over
all products to the input man to maintain serial.
 After checking all parts if any one part absent or quantity short, it must be
mention very clearly on the bundle card. And make it understand to the Input
man.
 After cutting must make alter and reject report. Need to take sign on reject
report of Q.I. And at the end of the day submit these entire things to Cutting In
charge and make clear.
 Make report for each style and submit it to Quality Dept.
6.21. Checking system of printing or embroidery part;

 After print and embroidery when all parts back to cutting section as per bundle
no and serial no, to ensure every parts are present a specific person count all
pieces then keep it for inspection.
 Then Quality In charge check piece to piece as follow the sample. Ensure the
good quality and serial no, and then pass all parts to next,
 If any alter are come out during the cheeking period, must be fill up by the
extra part.
 Then ensure the product is 100% ok, and make it understand to the input man.
 Quality supervisor maintain whole process.
 Inform Quality Supervisor, Work study officer and Cutting in charge for any
unaccepted problem.
6.22. Different types of documentation sheet in cutting section;

Many format sheets & make record of every attempt related to this individual order or
style. They maintain much documentation during the order running on which are as
follows:
 Cutting Quality Control Sheet.
 Spreading Quality Control Sheet.
 Daily Cutting Output Status Sheet.
 Cutting Information Chart.
 Marker Preparation Chart.
 Gut Panel Inspection & Replacement Report,
 Fabric Shrinkage Report.
 Spreading Sheet.
 Input Record.
 Marker Check Report.
 Cutting Plan.
 WIP Report-Per Day.
 Cutting Report Size wise Ratio.
 Cutting Forecast Plan.
 Consumption Report.
6.23. Different Type Of Accessories Used In Apparel Industries

Different Type Of Garment And Finishing Accessories Used In The Apparel/Garment
Industries are given below:-
Garment accessories:
1. Thread
2. Zipper
3. Interlining
4. Button for example:» Snap button
a Plastic button. Metal button.
5. Label: -Main label oSize Label -Wash care label
6. Motif: Leather oPlastic batchu Metal
Finishing accessaries:
1. Pocketing fabric 2. Lining 3. Velero 4. Elastic 5. Cord 6. Ribbon 7. Toggles 8. Rivet
9.Collar bone. 10. Hang tag 11. Price tag 12. Plastic/ poly bag 13. Tissue paper
14.Carton 15. Scotch tape 16. PP belt 17.Tagpin 18. Plastic clip 19. Stiker 20.
Butterfly 21. Collar insert 22. Back board 23. Necks inseam
6.24. Compliance maintains procedure among workers in floor;
 All exit sign, emergency light, fire alert, smoke detector.
 Ensure all MSDC for chemical usage area.
 Ensure all fire point
 Scissor, cutters must be tied up.
 Workers must not work sitting on the floor.
 Eye protector, needle guard, ear plugs, hand gloves.
 To tie the women workers hair within 9 A.M.
 Ensure all evacuation passage is cleaned.
 Fire should be open during work hours.
6.25. Working training procedure;

 Compliance
 Comical safety
 Orientation
 Labor
 HIV
 Fire fitting
6.26. Machine safety procedure;

 Scissors, cutters must be tied up / fastened during operation.
 Workers must not work sitting on the floor.
 Eye protector, needle guard, ear plugs, hand gloves, chemical musk, pulley
cover, belt cover, machine sock need to be maintained properly.
HUMAN RESOURCE DEPARTMENT
7. HUMAN RESOURCE MANAGEMENT
7.1. Recruitment procedure both technical & non-technical person.
Northern tosrifa industry ltd. of industry has a personal & administrative department.
This is one of the biggest employees in Bangladesh. The number of huge employees
job in the factory. For the employees there is systematic in house training in home. To
motivate the employees, along with salary & benefits the company provides various
facilities like free transportation, 24 hour medical service, on site sports. Production &
accommodation facilities include mil time supply of safe drinking water, adequate
lighting & ventilation facilities from sheet.
HR practices of Northern tosrifa industry ltd. of industry:

 Recruitment.
 Training.
 Performance.
 Management.
 Labor relation.
 Employee relation.
 Job analysis.
 Job design.
 Selection.
 Development.
 Incentives.
 Benefits.
Recruitment procedure in technical person: There are two types of technical

procedure.
 Internal - Supervisor manage.
 External - Advertisement, billboard.
The management must be totally discourage child labor, forced labor, any types
of discrimination (direct or indirect) against any person in the ground of race, culture,
values, religion, color, nationality, age, gender & status in the aspect of recruitment &
selection.
The management must use the following procedure at the time of selection &
Placement of new workers:
 Advertising for the vacant position on notice board or in news papers.
 Short listing of the candidates based on education, qualification & experience.
 Conducting interview & efficiency tested.
 Interview rating & candidate selection.
 Age verification from educational certificate, local administration, registered
medical practitioner.
 Collection of joining report.
 Briefing about workers package entitlement & benefits.
 Issuance of ob job confirmation/ extension letter depending of performance.
 Establishment of personal file with the following necessary documents:
 Bio-data with photo.
 Certificate of fitness
 Age proof document.
 Appointment or contact letter with receiving copy buy the worker.
 Copy of instruction to worker about personal protective equipment. (For
example mask, metal gloves, safety guard on sewing equipment etc).
 Leave record.
Recruitment & selection process in Northern tosrifa industry Itd.s of industry:

Recruitment is the process through which the organization seeks applicants for
potential employment. Selection refers to the process by which in attempts to identify
applicants with the necessary knowledge, skills, abilities & other characteristics that
will help the company achieve its goal, companies engaging in different strategies
need difference types & number of employees.
Source of recruitment:
There are two kinds of source Northern tosrifa industry ltd.s of industry uses for
recruitment. They are:
 Internal source
 External source.
Internal source:
Northern tosrifa industry ltd. of industry thinks that current employees are a major
source of recruits for all but entry-level position. Whether for promotion or for
'Lateral' job transfer, internal candidates already know the informal organization &
have detailed information about its formal policies & procedures:
Job-position programs:
HR department become involved when internal job openings are publicized to
employees through job positioning programs, which informs employees about
opening & required qualifications & invite qualify employees to apply. External
source:
When job opening cannot be filled internally, the HR department of R.K. group of
industry must look outside the organization for applicants. We discuss all the external
source of recruitment at bellow:
Employee referable:
Employees may refer job seekers to the HR department. Employee's referrals have
several advantages. Employees with hard-to-find job skill may no others who do the
same work.
Employee's referrals are excellent & legal recruitment technique, but they tend to
maintain the status quo of the work force in the term of raise, religions, sex & other
characteristics, possibly leading to charges of discrimination.
7.2. Training procedure both worker & managerial Label; Worker training
procedure:
 Orientation.
 HIV.
 Labor law.
 Compliance.
 Comical safety.
 Fire fitting.
 Lean management.
 HR behavior.
 Team building.
 Continues training.
 Partial training.
 Maintenance training.
7.3. Job evaluation procedure to ensure promotion & financial benefit;

Compensation fluctuates according to:
 A pre-established formula.
 Individual or group goals because group goals are different from individual
goals.
 Company earnings.
Incentives add to base pay. It controls costs because the employee is being paid for
his/her extra effort & for the benefits brought to the organization. Motivates
employees empowerment pays categories Individual Company-wide individual
empowerment plans.
 Quantity of work output (How many units produced).
 Quality of work output (What was the quantity of the product or service being
produced or served).
 Monthly sales (How much the sales was generated).
 Work safety record (How many hazard or errors are being reduced).
 Work attendance (If the absent is required or attendance is good). Group
empowerment performance measures group incentive plans:
 Customer satisfaction.
 Labor cost savings.
 Materials cost savings.
 Reduction in accidents.
 Services cost savings.
Company-wide performance measures company -wide incentive plans:
 Company profits.
 Cost containment/prevention.
 Market share.
 Sales revenue.
Individual empowerment plans (Piecework plans)

 Awards based on individual production vs. company standards.
 Awards based on individual performance standards using objective &
subjective criteria.
 Quantity or quality goals.
Group empowerment plans:

 Rewards employees for their collective performance.
 Group incentive use has increased in industry.
 2 types
 Team based or small group.
 Gain sharing
Company-wide empowerment plans:

 Rewards employees when company meets performance standards.
7.4. Human resource planning on the basis of analysis of different department.

Company-wide individual empowerment plans:
 Quantity of work output (How many units produced).
 Quality of work output (What was the quantity of the product or service being
produced or served).
 Monthly sales (How much the sales was generated).
 Work safety record (How many hazard or errors are being reduced).
 Work attendance (If the absent is required or attendance is good).
Group empowerment performance measures group incentive plans:
 Customer satisfaction.
 Labor cost savings.
 Materials cost savings.
 Reduction in accidents.
 Services cost savings.
Individual empowerment plans (Piecework plans)

 Awards based on individual production vs. company standards.
 Awards based on individual performance standards using objective &
subjective criteria.
 Quantity or quality goals.
 Advantages & disadvantages of individual empowerment plan.
Advantage:
 Helps relate pay to performance.
 Promotes equitable distribution of compensation.
 Helps retain best performers.
 Compatible with individualistic culture & societies.
Disadvantages:
 May promote inflexibility.
 Unrealistic standards may hamper employee motivation.
 Setting performance standards is time consuming.
 Factors beyond employees control may affect outcomes.
 Factors not rewarded may be overlooked.
7.5. Advertisement for recruitment of worker & other employees;
Wants ads describe the job & the benefits, identify the employer & tell those who are
interested how to apply. They are most familiar from of employment advertising. For
highly specialist requites, ads may be placed in professional journal or out of town
newspaper in areas with high concentration of the desired skills.
Example:

Compliance Auditor
Job Description / Responsibility
 Planning, Conducting internal audit to meet up internal & external
requirements. Be prepared always with proper arrangements to face any
external audit successfully concerned with any issues and prepare/ follow up
CAP;
 Conduct audit in different factories, guide factories as facilitator based on
clients' requirement;
 Review the relevant document to face the Audit;
 Prepare documents as needed;
 Prepare factory for facing different audit such as social/ ethical/
environmental/ technical/ security;
 Preparation of factory floors/working environments in accordance with social
compliance standards, BSCI, SGS, WRAP & ISO as per buyer/customer
standards and requirements;
 Monitor & support factory personnel to work for implementation of Action
Plan to comply with Buyers requirement;
 To follow up the progress of Internal Audit
 Assist Welfare team for smooth continuation of their regular activities;
 Find out any non-conformity in relation to compliance and make sure that
those findings are resolved in a systematic and planned manner;
 Responsible for ensuring healthy workplace maintaining efficient operation of
safety, hygiene and environment;
 Any other tasks assigned by the management.
 Job Location: Dhaka/ Gazipur/ Savar
Job Nature
Full-time
Educational Requirements
Master degree in any discipline.
Experience Requirements
 Minimum 5 year(s)
 The applicants should have experience in the following area(s): Compliance
Additional Job Requirements

 Age 35 year(s) and over
 Must have working experience in any 3rd party Compliance Audit
Organization/ Buying house as "Compliance Auditor
 Ability to work under pressure;
 Sound knowledge in computer operation;
 Good morale value with ethical commitment;
 Well behaved and convincing.
Salary Range
 Negotiable
Job Location
Anywhere in Bangladesh
MIS DEPARTMENT
8. MIS DEPARTMENT:
8.1. Number of employees is working in MIS department;
There are 12 employees are working in MIS department
8.2. Work procedure of MIS department.

At present, MIS of enterprises has been the main resort to reform technology and
improve the management level. The office and management of an enterprise will be
towards a effective, rapid and paperless direction. MIS is generally used for system
decision- marking. For instance, enterprise employee can make use of MIS to find out
problems that need to be solved urgently and feed beck in time to the upper
managements in order to make them understand the current progress and its shortages.
The main functions of MIS are as follows? Data processing it includes the collection,
transmission, storage, processing and output of data. It simplifies the statistics and
reduces to the lowest cost by supplying a unified format. Function of prediction it
predicts the future situation by applying modern mathematics, statistics or simulation.
Function of plan it arranges reasonably the plans of each functional department in
accordance with the restrictions afforded by enterprises and provides the appropriate
planning reports according to different management.
Function of control:
IT monitors and inspects the operation of plans and comprises with the differences
between operation and plan in accordance with data afforded by every functional
department, and be assistant to management to control timely each method by
analyzing the reason why the difference comes into being.
Function of assistance:
If derivates instantly the best answers of related problems by applying to various of
mathematic, mode and analyzing a plentiful data store in computers in the hope of
using rationally human resource, financial resource, material resource and information
resource for relative abundant economic benefits.
8.3. Information or data collection system in MIS department;
Data collection systems in MIS department with different sectors are showing bellow,
Purchase module: Enter screen:

 MPR (Material Purchase Requisition).
 Work order (Regular Purchase, Local Purchase).
Report;
 MPR Report
 Special Approval MRP Report
 MPR VS Work Order VS Receiving
 Work Order Report
 Material Receiving Report (Periodical, Store, Category wise)
 Work Order Vs receiving Report (Periodical, Store, and work order wise)
 General Item Purchase Report (Periodical, Store, Category, supplier, item
wise).
Inventory module:
Enter screen:
 MRIR (Material Receiving & inspection report) - General Store.
 RS (Store Requisition Slip) - General Store.
 SRS Issue- General Store.
 MRIR (Material Receiving & inspection report) - Accessories store.
 SRS issue - Accessories store.
Report:
 General Item Stock Position (Periodical, store wise).
 Material Issue Report (Periodical, store, SRS NO, Item wise).
 Accessories Receiving Report (Periodical, store, Item wise).
 Accessories SRS Report (SRS No Wise).
Garment Module:
Enter screen:
 Fabrics Received.
 Fabrics issue To Cutting floor.
 Cutting process.
 Issue for sewing.
 Garment Finishing.
 Garments delivery.
8.4. Report writing, based on data & information on daily basis, weekly Basis &
monthly basis. Daily basis report Mis department: (Example)
Receiving date Time Report Remark
Fabrics Received 11.23A.M
Cutting process 12.00 A.M
Garments delivery 4.00 P.M
Weekly basis report Nfls department: (Example)

Day Fabrics Fabrics Cutting Issue for Garment Garments Report
Received issue To process sewing Finishing delivery
Cutting
floor
Sat
Sun
Mon
Tues.
Win
Thus
Fri
Monthly basis report Mis department: (Example)
Weekly Fabrics Fabrics Cutting Issue for Garment Garments Repor
y Received issue To process sewing Finishing delivery t
Cutting
floor
BGMEA
9. BGMEA
BANGLADESH GARMENT MANUFACTURES & EXPORTERS
ASSOCIATION
1. Name of the Organization: Bangladesh Garment Manufactures & Exporters
Association (BGMEA)
2. Address: BGMEA Complex, 23/1 Panthapath Link Raod, Karwan Bazar, Dhaka-
1215.
3. Contact Information:
a. Contact Person : Ehsan -Ul Fatah, Secretary General
b. Telephone : 88028115597, 8115597
c. Facsimile : 8802 8113951, 8125739
d. E-mail : info(2),bgmea.com
e. Web : www.bgmea.com.bd
4. Business of Industry: Association.
9.1 Function & activities of BGMEA.

BGMEA is being run by a 27 member elected board of directors. Four vice precedents
having impotent portfolios, along with a secretariat of experience officials, assist the
Board in formulating & executing vital policies & programs of the organization. The
president is the highest excusive authority of the BGMEA.
To protect & uphold the interest of the industry by adding the formulation of
government policies consistent with a congenial growth of the sector:
 Committed the protect the interests of its member & their employees by
implanting legitimate rights & privileges for garments workers.
 To negotiate & consult with foreign & local agencies to promote the garments
sector in every possible field.
 To maintain liaisons with foreign buyers, business associations & member.
 To provide foreign buyer with all necessary information regarding all issues
concerned with the RMG sector.
 To keep the BGMEA factories child labor free through continued monitoring.
 Continue & expand collaboration with relevant ministries of the governments.
 Continue educational support to workers' children & make a provision for skill
training for children removed from the BGMEA's member factories.
 Promotes computer oriented solutions for better management to its member
units.
 Participates activity in all trade negotiation for the sector in order to get easier
market access & GSP benefits.
 BGMEA has introduced service books for each & every workers employed in
the factories.
 BGMEA has ensured the minimum wage implementation to the tune of
99.49% of all factories.
 BGMEA is going to launch a workers welfare committee in the factories.
 BGMEA has set up a crisis management committee for emergencies.
 BGMEA provides scholarship to meritorious children of the garments
workers. Each year 2000 students are getting scholarship at Dhaka &
Chittagong.
 BGMEA is in the process of taking over 34 vocational training centers to
provide various skilled sets to the unemployed.
 BGMEA regularly conducts fire drill & fire safety program at the member
factories.
 BGMEA is going to develop a central database system for the garment
workers, which will cover all workers, information of the readymade garment
sector.
 BGMEA is going to start a UD automation system to speed up custom
procedures, such online system will being dynamism in a way that reduces
lengthiness in custom procedures.
 BGMEA has distributed essential food items among workers at subsidized
price during the last Ramadan through 12 centers at Dhaka & Chittagong.
 BGMEA runs 10 medical centers for its workers & provides HIV/AIDS
awareness.
 BGMEA runs training programs through 27 technical training centers & 3
other centers with the objective of producing skill workers for the RMG
sector.
 BGMEA regularly helps out the victims of natural calamity by providing
relief, rehabilitation & other support.
 BGMEA also established its own institute called "BGMEA Institute of
Fashion & Technology (BIFT)" in 1999.
 A memorandum of Understanding (MoU) has been signed between BGMEA
& IFC-SEDF on 17th June, 2008 to monitor occupational safety & health status
of the workers employed in the member's factories of BGMEA operating at
Dhaka. Under this program all the running factories al Dhaka has already been
audited by the social compliance monitors of BGMEA & a database in being
prepared.
9.2. How BGMEA want to develop the business in different countries in the
World.
The Bangladesh garments manufacture and exporter association BGMEA in the apex
trade body that represents the export oriented woven knit and sweater garments
manufacture and exporters of the country. Readymade garments RMG along earned
about 78% of the yearly foreign exchange earning of the country. About 3.5 million
people are employed in the garments manufacture secure. The growth rate of RMG
export was over 20% per over the last two decades.
The importance of RMG sector can hardly be over emphasized. The RMG industry
enjoyed a meteoric rise from 30 enterprises in 1980 increased to about 4825 in 2007-
2008 fiscal years.
 Fabric delivery & receiving report.
 Fabric receiving report.
 Fabric stock position report.
 Daily cutting report.
 Daily sewing report.
 Line wise production report.
 Daily garments report.
 Ready for shipment report.
 Daily shipment report.
 Daily RMG production report.
The growth of the industry of the terms of numbers units & employment generation is
show in table below:
Table: Growth of the industry & employment.
Year Number of garments Employment in Million workers
1983-84 134 0.040
1984-85 384 0.115
1985-86 594 0.198
1986-87 629 0.283
1987-88 685 0.306
1988-89 725 0.317
1989-90 759 0.335
1990-91 834 0.402
1991-92 1163 0.582
1992-93 1537 0.804
1993-94 1839 0.827
1994-95 2182 1.200
1995-% 2353 1.290
1996-97 2503 1.300
1997-98 2726 1.500
1998-99 2963 1.500
1999-2000 3200 1.600
2000-2001 3480 1.800
2001-2002 3618 1.800
2002-2003 3760 2.000
2003-2004 3957 2.200
2004-2005 4107 2.000
2005-2006 4220 2.200
2006-2007 4490 2.400
2007-2008 4743 2.800
2008-2009 4825 3.100
Out of 3.1 million manpower employed in BGMEA members factories, 2.38 million
are women (85%), majorities of them are disadvantages & economically poverty
stricken
women folk. Such empowerment & employment raised awareness regarding children
education, heath safety, population control disaster management only so for. It is an
epoch making event in the history of Bangladesh.
9.3. Salary as worker as approved by government & BGMEA.

There are seven grade of workers salary approved by government & BGMEA.
Grade -1 Salary-6500 Rent-2600 Medical-200 Total-9300
Grade-2 Salary-5000 Rent-2000 Medical-200 Total-7200
9.4. Number of garments is in BGMEA.

 In Dhaka city
There are 3676 numbers of garments in BGMEA,
 In Chittagong city
There are 745 numbers of garments in BGMEA.
BKMEA
10. BKMEA
10.1. Function & activities of BKMEA.
Bangladesh Knitwear Manufacturers & Exporters Association (BKMEA) was formed
in 1996 by the all out efforts of few knitwear manufacturers. As soon as after the
formation it undertook activities to look after the interest of the knitwear sector of the
country. Today it is an association of about 1700 knitwear manufacturers and
exporters that represent the largest export earning sector of the company.
BKMEA has grown enormous network in home and abroad. The members are the
core strength and primary network of BKMEA. Besides, BKMEA works closely with
national and International bodies and maintains close relationships with all
stakeholders.
On areas of common interest, it also works with similar organizations like,
International Apparel Federation (LAP), Global Alliance for Fair Textile Trade
(GAFTT) and American Manufacturing Trade Action Coalition (AMTAC).
To boost up trade and to enhance cooperation between countries, BKMEA has signed
agreement with concerned associations like China Yunnan Light & Textile Industry
Association on June 10, 2005, Botswana Manufacturers & Exporters
AssociationonOctober8,2009etc. Presently Bangladesh is the 3rd largest knitwear
exporter in the world just after China and Turkey. To lead the world apparel market,
BKMEA is putting diligent efforts to diversify export market, and ensure better
market access of the country's knitwear products to EU,USA, China, South Africa,
Japan and other countries to promote the sector, BKMEA is implementing
development projects with German Technical Cooperation (GTZ) and other
international organizations in this regard.
The association has signed Mou with GTZ on March 16, 2005 and Metro Group,
Germany on 26 April, 2010. The development works include: enhance productivity
and improve social compliance status of its member factories, promote workers
welfare through centralized day care centre health care centre, prepare sector related
research and publication, organize trade promotion missions and fairs in home and
aboard.
BKMEA has strong relationship with Govt. to formulate strategies and national
policies on sector related and other socio economic important issues. BKMEA is run
by a 27-member Board of Directors led by the President. The Board of Directors is
elected for a 2-year period. To run the association efficiently, different committees are
also working.
10.2. Number of garments is in BKMEA.
There are 1700 number of garments in BKMEA.
BKMEA's Productivity Improvement Cell (PIC):
In the context of fierce global market competition, product prices are declining and
buyers are requesting shorter lead times. To facilitate its members, Bangladesh
Knitwear Manufacturers and Exporters Association (BKMEA) initiated the
"Productivity Improvement Program" (PIP) in collaboration with the German
Development Cooperation (GIZ).
The aim of the program is to accomplish overall productivity improvements within
the existing manufacturing system without major capital investments. The approach is
to implement Lean Production systems to eliminate waste (non value added) and
facilitate value added work. The PIP program is being implemented by the BKMEA's
Productivity Improvement Cell (PIC).
Activities Of PIC:
1. PIC Consultancy Services
2. PIC Current Projects
3. PIC Training Course
Seminar on Productivity Improvement through Lean Manufacturing PIC Consultancy

Services
Export Performance of RMG of Bangladesh for 2010-11,2011-12 & 2012-13 in
Million US ($)
n Export of RMG Year in FY 10-11 (in Million USD) Monthly Growth Rate Compared to Last Year (%)
"~ Month Woven Knit Total 798.66
" 1469.94 790.60
v 1435.99 592.02
Month Woven Knit Total
1065.59 706.75
1266.02 644.94
July 671.28 July +28.65
1179.81 778.95
1531.14 760.61
August 645.39 473.57 August September +31.92
1509.93 718.95
September ">nin +29.52
1456.60 814.00
+81.72
1652.28 866.41
+21.62 +22.52 +25.25
1603.11 972.76
ZU1U +64.06 +43.11 +37.85
1788.94 1037.41
October 559.27 +31.40 +31.67 +30.71
1955.11 9,482.06
+31.62 +60.46 +69.20
17,914.46
November 534.87 October November +36.14 +32.37 +27.27
December 752.19 December +45.62 +82.71 +73.04
+46.80 +42.15 +36.61
January 749.32 January +47.44 +49.21 +39.75
+40.23 +47.25 +41.40
February 737.65 February +58.86 +52.49
+53.84 +50.55
March 838.28 March +42.52 +44.78
7O11 +46.25 +43.35
AUJ.1
April 736.70
May 816.18 April May

June 917.70 June Total FY 10-11
Total FY 10-11 8,432.4

Share in National Export FY 367g% 4L3fi% yg J5%
Export of RMG in FY 11-12 (in Million USD)
Monthly Growth Rate Compared to Year (%)
Last
Year Month July August Knit 1007.88 Woven Total Month July August Knit Woven Total
1052.43 888.00 1895.88 +26.20 +32.28 +28.98
870.63 1923.06 +33.12 +34.90 +33.92
September Mil 519.21 475.93 995.14 September -12.30 +0.50 -6.61
October 796.05 704.70 1500.75 October +12.64 +26.00 +18.54
November 621.73 626.91 1248.64 November -3.60 +17.21 +5.83
December 794.23 890.73 1684.96 December +1.96 +18.42 +10.04
January 773.48 930.81 1704.29 January +1.69 +24.22 +12.87
February 2A13 732.09 873.29 1605.38 February +1.83 +18.39 +10.21
March 699.16 847.59 1546.75 March -14.11 +1.11 -6.39
April 698.72 721.72 1420.44 April -19.35 -2.03 -11.39
Others 16428 18.53
Share of Knitwear in RMG Export (FY 2011-12): 49.60% CAGR Growth (FY 2007-
08 - FY 20101-12): 14.43% Share of Knit Garments in GDP (FY 2010-11): 8.57%
Net Retention amount (2011-12)- US$ 5691.83 million Net retention rate - 60%
(Highest) Value addition - 70% (Highest) Labor Force Employed
Direct - 3.7 million; about 70% of them are women.
Indirect - 0.50 million Number of Member Units About - 1873 (upto January
2013)
Comparative Export Performance of Bangladeshi Knit Production Major
Importing Countries: (Figures in Million US $)
Source: Export Promotion Bureau, Bangladesh
EXPORT PROMOTION BUREAU
11. EXPORT POROMOTION BUREAU
ORGANOGRAM OF EPB:
Export Promotion Bureau, Bangladesh
Export performance for the Month of July-December 2011-2012
Overall position Mn.US$

Products Export Export Strategic Export % Export % Change of
Performanc Target for Target for Performanc Change Performanc export
e July-June. 2011-2012 July-Dec. e July-Dec. of export e for July- performance
2010-11 2011-12 2011-12 performa Dec. 2010- Juty-
nce over 2011 Dec.2011-12
export Over July-Dec.
target 2010-11
1 2 3 4 S « 7 8
AH products 22928.22 26500.00 12391.40 11774.60 -4.98 10263.64 14.72
A. Primary Commodities (Chapter 958.98 1115.49 521.60 569.49 9.18 502.93 13.23
1-24)
(1) Frozen Food (Chapter 02-03) 625.04 726.48 339.70 362.65 6.76 331.25 9.48
a) Frozen Fish (0300, 0302, 0303, 133.53 16056 75.08 71.65 -4.57 58.03 23.47
0307)
b) Shrimps (0306) 477.83 549.50 256.95 283.05 10.16 266.17 634
c) Others 13.68 16.42 7.68 7.95 352 7.05 12.77
(2) Agriculture Products (Chapter 333.94 389.01 181.90 206.84 13.71 171.68 20.48
04-24)
a) Tea (0902) 3.20 3.29 1.54 1.78 1558 1.21 47.11
b) Vegetables (07) 71.73 86.08 40.25 33.55 -16.65 27.15 2357
c) Tobacco (24) 70.88 85.06 39.77 57.89 4556 53.24 8.73
d) Cut Flower (06) 42.89 44.25 20.69 24.06 16.29 20.82 1556
e) Fruits (08) 37.68 47.10 22.02 30.53 38.65 18.97 60.94
f) Spices (0910) 9.24 10.17 4.76 632 32.77 3.90 62.05
g) Dry Food (19) 29.37 33.78 15.80 13.82 -1253 12.46 10.91
h) Others 68.95 79.29 37.08 38.89 4.88 33.93 14.62
B. Manufactured Commodities 21969.24 25384.51 11869.80 11205.11 -5.60 9760.71 14.80

(Chapter 25-97)
(1) Cement, Salt, Stone Etc 18.63 19.18 8.97 7.76 -13.49 3.64 113.19
(Chapter 25)
(2) Ores, Slag and Ash (Chapter 29.18 35.01 16.37 13.42 -18.02 9.30 44 JO
26)
(3) Petroleum bi Products 260.68 273.71 127.99 13736 732 121.23 1331
(Chapter 27)
(4) Chemical Products (Chapter 104.76 111.45 52.11 65.43 25.56 47.75 37.03
28-38)
a) Pharmaceuticals (30) 44.27 46.48 21.73 23.19 6.72 21.48 7.96
b) Chemical Fertilizer (3 1) 39.53 40.72 19.04 1836 -3.57 14.72 24.73
c) Cosmetics (33) 0.33 (US 0.18 0.16 -11.11 0.16 0.00
d) Others 20.63 23.72 11.09 23.72 113.89 11.39 108.25
(5) Plastic Products (Chapter 39) 68.76 84.27 39.40 42.76 8.53 31.66 35.06
a) PVC Bags (3923) 27.26 28.08 13.13 15.14 1531 13.61 11.24
b) Plastic Waste (391 5) 31.58 44.21 20.67 21.62 4.60 14.06 53.77
c) Others 9.92 11.98 5.60 6.00 7.14 3.99 5038
(6) Rubber (Chapter 40) 20.66 25.83 12.08 5.47 -54.72 7.64 -28.40
(7) Leather (Chapter 41) 297.83 327.61 153.19 155.22 133 128.72 20.59
(8) Leather Product (Chapter 42- 55.42 77.59 36.28 3539 -2.45 25.34 39.66
43)
(9) Wood & Wood Products 129 1.33 0.62 0.45 -27.42 0.65 -30.77
(Chapter 44-45)
(10) Handicrafts (Chapter 46) 4.47 4.69 2.19 2.46 1233 2.26 8.85
(11) Pulp (Chapter 47) 0.01 0.01 ~ " ;

(12) Paper & Paper Products 26.33 30.28 14.16 13.28 -6.21 12.12 9.57
(chapter 48)
(13) Printed Materials (Chapter 1.66 1.83 0.86 0.85 -1.16 0.86 -1.16
49)
(14) Silk (Chapter 50) 0.03 0.03 0.01 0.01 0.00 0.02 -50.00
(IS) Wool & Woolen Products 0.57 0.72 034 0.21

(Chapter 51)
(16) Cotton & Cotton Product 135.01 162.01 75.76 5030 -33.61 57.93 -13.17
(Yarn, Waste, Fabrics etc)
(Chapter 52)
Products Export Export Target Strategic Target Export % Change of Export % Change of
Performance for 2011-2012 for July-Dec. Performance export Peterman e export
July-June. 2010- 2011-12 July-Dec. performance for Jury- performance
11 2011-12 over export Dec. 2010- 00
target 2011 July-Dec.
-2011-12 Over
July-Dec. 2010-
11
i 2 3 4 5 6 7 8
(17) Jute & Jute goods (Chapter S3, 1114.93 1341.04 627.07 477.10 -23.92 548.66 -13.04
6305)
a) Raw Jute (5303) 357.28 464.46 217.18 125.37 •42.27 184.66 -32.11
b) Jute Yarn & Twine (5307) 500.66 575.76 269.23 227.84 -15.37 248.40 -8.28
c) Jute Sacks & Bags (6305) 206.72 248.06 115.99 102.88 -1130 92.67 11.02
d) Others 50.27 52.78 24.68 21.01 -14.87 22.93 -837
(18) Man Made Filaments & Staple 95.75 110.11 51.49 32.97 -35.97 4051 -18.61
Fibres (54-56)
(19) Carpet (Jute & Others -57) 7.50 7.73 3.61 3.10 -14.13 4.27 -27.40
(20) Specialized Textiles (Chapter 58- 164.55 17651 82.54 65.74 -2035 84.69 -2238
60)
a) Terry Towel (5802) 120.13 126.14 58.98 45.19 -2338 64.64 -30.09
b) Special Woven Fabric (59) 11.75 13.51 632 5.61 -11.23 5.35 4.86
c) Knitted Fabrics (60) 26.16 30.09 14.07 12.48 -1130 12.29 155
d) Other 6.51 6.84 3.20 2.46 -23.13
(21) Knitwear (Chapter 61) 9482.06 10800.07 5050.11 479153 -5.12 4311.92 11.12
(22) Woven Garments (Chapter 62) 8432.40 9559.98 4470.25 4456.97 -030 3636.57 2256
(23) Home Textile (Chapter 63 788.76 102539 479.47 374.13 -21.97 296.01 2639
Excluding 6305)
(24) Footwear (Chapter 64) 297.80 387.14 181.03 191.62 5.85 145.01 32.14
(25) Cap (Chapter 65) 54.10 63.92 29.89 20.36 -31.88 26.38 -22.82
(26) Umbrella Waking Sticks (66) 0.03 0.03 0.01 -
(27) Wigs & Human Hair (Chapter 67) 2.12 255 1.19 258 116.81 0.85 20353
(28) BaiUing Materials (Chapter 68) 0.21 0.21 0.10 0.12 20.00
(29) Ceramic Products (Chapter 37.58 43.22 20.21 18.41 -8.91 18.22 1.04
69)
(30) Glass & Glass ware (Chapter 1.44 1.48 0.69 0.15 -78.26 0.80 -81.25
70)
(31) Engineering Products 309.55 328.56 153.63 155.57 1.26 138.73 12.14
(Chapter 71-88)
a) Iron Steel (72,73) 69.79 73.28 34.27 25.91 -24.39 26.76 -3.18
b) Bicycle (8712) 99.83 102.82 48.08 46.35 -3.60 46.51 -034
c) Electric Products (84) 36.03 38.92 18.20 20.86 14.62 18.83 10.78
d) Engineering Equipment (85) 26.07 26.85 12.56 27.67 120.30 10.51 163.27
e) Copper Wire (74) 65.04 73.50 34.37 26.91 -21.70 30.07 -10.51
f) Stainless Steel ware (82) 2.43 2.51 1.17 129 10.26 1.61 -19.88
g) Others 10.36 10.67 4.99 6.58 31.86 4.44 48.20
(32) Ships, boats & floating 40.44 256.00 119.71 22.46 -81.24 18.02 24.64
structures (Chapter 89)
(33) Other mfd Products (Chapter 69.42 79.86 37 34 37.91 1.53 29.31 2934
9047)
a) Clock, watches Parts (90) 28.40 36.93 17.27 15.78 -8.63 12.08 30.63
b) Furniture (94) 21.38 22.45 10.50 10.83 3.14 7.41 46.15
c) Golf Shaft (950639) 8.71 8.97 4.19 4.41 5.25 4.46 -1.12
d) Others 10.93 11.47 536 6.89 28.54 5.36 28.54
(34) Computer Services 45.31 45.16 21.12 24.23 14.73 11.43 111.99
(July-Oct) (July-Oct)
Export performance for the month of December, 2011

Export target for Dec. 20 1 Export performance for % Change of export Export performance for % Change of export
1 Dec. 2011 performance over export Dec. 2010 performance Dec.
target 2011 Over Dec. 20
10
2324.05 2064.85 -11.15 198835 3.85
11.1. Function & activities of EPS.
Export promotion bureau (EPB) Bangladesh under the ministry of commerce is a
government agency of the country, entrusted with the responsibilities of promoting
export of the country.
It is mainly responsible for:

 Formulating and adopting of policy and programmed for active promotion of
exports.
 Coordinating export development efforts at different sect oral and production
levels.
 Coordinating monitoring and evaluating national export performance and
analyzing export trends.
 Carrying out promotional activities in product development & expansion of
supply side capacity.
 Exploring markets of export6ables abroad.
 Collecting and disseminating trade information to the stakeholders.
 Organizing participation in international trade fairs abroad.
 Imparting training for HRD.
 Conducting studies surveys research etc. tore expansion and diversification of
export and.
 EPB also assists the Ministry of commerce in formulating policies related to
export of the country.
Information division:
The information division has two sections:
 Publication section
 Trade information centre.
Publication section:
Publication section of the export promotion bureau publishes different types of
publications on export for effective & wide publicity of exportable both at home and
abroad.
Printed publications are sent to Bangladesh missions abroad, concerned ministries
Government Department, national and international trade Organizations, trade
associations, chambers of commerce, sector Corporations and leading exporters.
In addition to that various types of forms are printed for the use of the exporters,
Publication section is also responsible for public relations of the Bureau, The section
circulates press releases and arranges media coverage of different activities of EPB.
This section also takes initiative and magazines at home and abroad.
Trade Information Centre (Tic)

Success in international trade mostly depends on accurate information concerning
world trade. To support our valued exporters, export promotion Bureau established the
trade information centre (TIC) in 1965. Technical. TIC upgraded with IT corner.
Users:
Exporters & export related Business community chambers of commerce, trade
associations, researchers, journalist and teachers & students.
TIC services:
 Computer network with internet facilities.
 Wide range of magazines/periodicals/journals and books.
 ITC market access tools: trade map & product map.
 Handout on trade inquiry for every 10 days.
 Provide export related information.
 Product and country wise exporter & buyers lists.
Books and journals:

 Trade related books.
 Trade directory.
 Annual reports.
 Yellow pages.
 Reports /research papers on commodities.
 Import payments and exports receipts.
 Publications: ITC, CBI, world bank, ADB, national- CPD, BIDS others.
 Europe world year book
 Encyclopedia.
 Harmonized system explanatory notes.
 Trade/chamber/association journals.
Collection:
 Market survey of ten commodities of EU.
 Various statistical data.
 County profile of different countries.
 Product profile on major exportable products.
 Computerized information system on market, product & export procedures.
 Computerize database library information.
 International trade statistics on exports and imports.
Internet corner:
 The present TIC is on information high way having electronic access internal
corner to national and international trade related information.
Membership procedure:
 Export related business community & company are eligible for membership
on yearly subscription of tk.700/
Non-membership procedures:
 The non-member users are eligible the internet on service charge of tk.20 per
hour.
Function of EPB:
 Information division.
 Fair and display division.
 Administration and finance division.
 Commodity development division.
 Textile cell.
 Policy and planning section.
 GSP SECTION.
 ITO section.
 HRDCELL.
 Statistics and research division.
11.2. What are the documents used by Export Promotion request by garments.
 To collect trade license from city.
 Corporation/municipal corporation/union parishod.
 To collect ERC from the CCI &E
 Collect buyers
 To sign a contract
 Collect Lc/ advanced T.T from the importe
 Prepare a commercial invoice
 Packing list
 Submit C.I,P.L& LC to the bank
 Collect EXP from the bank
 Collect shipping bill/bill of export from customer
 Collect BL/AWB from shipping agent
 Insurance policy (if necessary)
 Draft of bill of exchange
 Submit all documents to the bank
11.3. Required to explain the Documents in order.

In order to arrive at an informed answer to the above questions, consultants
recommend that business owners with an eye to international markets take the time to
complete an international business plan. This document can highlight potential trouble
spots and business areas that need further research. Exporting factors mat should be
considered in any international business plan include:
 Identification of potential market
 Demographic and political environment of potential market
 Economic status of potential market
 Social and cultural environment of potential market
 Access to potential market (includes research on tariffs and other trade
barriers, treaties, trade regulations, patent and trademark protection)
 Demand for product
 Possible competition within potential market
 Possible distribution channels
 Local distribution and production environment within potential market
 Exporting methodology
 Any necessary adjustments to product or packaging
 Marketing strategy
 Cost of exporting operation
 Pricing strategy
 Projected sales
 Projected fortunes of domestic operation
BTMA
12.BTMA
Bangladesh Textile Mills Association (BTMA) is the national trade organization of
Primary Textile Industry i.e. Yarn Manufacturing, Fabric Manufacturing and Dyeing-
Printing-Finishing mills of the country under private sector. BTMA is registered in
1983, among others the following are the main objectives:
1. To promote and protect the trade, commerce and manufacturers of Bangladesh
in general and of the textile related trade in particular.
2. To collect and circulate statistics and to collect, classify and circulate
information relating to the trade, commerce and manufactures of its members.
3. To take all steps which may be necessary for promoting, supporting or
opposing legislative and other measures affecting the trade, commerce or
manufactures of its members.
4. To make representations to the appropriate authorities on any matter connected
with the trade, commerce and manufactures of its members.
5. To advance and promote commercial and technical education connected with
the trade and commerce of its members.
6. To undertake special inquiries and initiate or support any action for securing
the redress of legitimate grievances connected with the trade or commerce of
its members.
7. To engage in such activities for imports, exports of raw materials, spares and
finished products for the collective benefit of the members of the Association.
8. To organize such factories and workshops for selling or display centers
centrally which may be of common benefit for sections which might not be
possible or feasible for individual members.
The Association is run by a BOARD OF DIRECTORS of 27 members, headed by one

President and 3 Vice-Presidents, who are elected through ballot/votes as per
provisions of the Trade Organization Ordinance, 1961 and Rules made there under by
the Government of Bangladesh. The tenure of the Board of Directors is 2 years. The
Association has a separate Secretariat to look after all Administrative activities and is
headed by the Secretary General. He is assisted by a numbers of officers in the
discharge of his duties.
Currently the number of Membership of BTMA is 1364 under:
1. Yarn Manufacturing Member Mills = 383
2. Fabric Manufacturer Member Mills = 743
3. Dyeing-Printing-Finishing Member Mills = 238
Over 4.00 billion EURO has been invested in these mills and about 4.00 million
people are currently employed. BTMA fulfills:
 100 % of the domestic fabric and yarn requirement.
 50% of the cotton oven fabric requirement of export oriented garments
sub-sector.
 Over 95% of the yarn and fabric requirement of export oriented
knitwear sub-sector.
12.1 Organogram of BTMA
12.2. Function & activities of BTMA.
Bangladesh textile mills association (BTMA) is the national trade organization
representing yarn. Fabric manufacturers and textile product processors mills of the
country under private sector.
BTMA is registered in 1983 with the joint stock companies as an association, not for
profit under the companies' act 1664.
Following are the main functions/activities of the association
 To promote and protect the trade, commerce and manufacturers of Bangladesh
in general and of the textile related trade in particular.
 To collect and circulate statistics and to collect, classify and circulate
information relating to the trade, commerce and manufactures of its members.
 To take all steps which may be necessary for promoting, supporting or
opposing legislative and other measures affecting the trade, commerce or
manufactures of its members
 To make representations to the appropriate authorities on any matter connected
with the trade, commerce and manufactures of its members.
 To advance and promote commercial and technical education connected with
the trade and commerce of its members.
 To undertake special inquiries and initiate or support any action for securing
the redress of legitimate grievances connected with the trade or commerce of
its members.
 To engage in such activities for imports, exports of raw materials, spares and
finished products for the collective benefit of the members of the association.
 To organize such factories and workshops for selling or display centers
centrally which may be of common benefit for sections which might not be
possible or feasible for individual members
The association is run by a BOAED OF SIERCRORS of 27 members, headed by one

president and 3 vice-president, who are elected through ballot/votes as per provisions
of the trade organization ordinance, ml961 and Rules made there under by the
Government6 of Bangladesh. The tenure of the board of directors is 2 years. The
Association has a separate secretariat to look after all Administrative activities and is
headed by the secretary General. He is assisted by a numbers of officers in the
discharge of his duties.
Currently the number of membership of BTMA is 1306.
Yearn Manufacturer member = 373. Fabric manufacturer member = 703. Dying,
printing & finishing member = 230.
Over 4.00 billion EURO has been invested in these mills & about 4.00 million people
are currently employed.
100% of the domestic fabric & yearn requirement.
50% of the woven fabric requirement of export oriented knitwear sub-sector.
12.3. Document issued by BTMA as required by apparel industry.

 Application fee of Tk. 1000.00 and due Subscription for 1st six month in
Cash/Cheque/P.O
 Copy of Memorandum & Articles of Association, if limited Company.
 Copy of Trade License.
 Copy of Tax Identification Number (TIN).
 Two copies of colored photographs of the Managing
Director/Proprietor/Applicant.
 Machinery Procurement documents.
 Copy of VAT Registration's) Copy of registration Certificate with Board of
Investment
 Proof of ownership, if partnership, necessary documents to be submitted.
SHIPPING COMPANIES
13. SHIPPING COMPANIES
13.1. perational procedure of shipping in Chittagong port after receiving
garments from industry.
Hoque & Sons Ltd is comprised of a highly skilled personal with technical,
administrative & financial know how, with practical experience & hands on approach
to the management of vessels on behalf of ship owners, Hoque & Sons Ltd agency
department handles wide range of vessels calling Bangladesh ports-both import &
export. This includes but not limited to vessels carrying to garments product. The
shipping department manned by dedicated & vastly experienced personal provides
following services to our valid customer:
Ocean freight (FCL & LCL)
 Door to door (Fully intermodal container services).
 Containerization (stuffing & De-stuffing); state of- the-art facilities.
 Complete international documentation: L/C, C.O, C.I etc.
 Air freight (International & domestics).
 Wide range of trucking & rail service.
 Insurance
 Specialized cargo (Oversized, perishables, dangerous goods, personal effects
etc).
Hoque & Sons Ltd offers the ultimate in LCL consolidation services to forwarders
with features designed to ensure prompt, professional & economical handling of LCL
export requirements. We guarantee you efficient & cost effective & professional
service.
13.2. What are the documents issued.

The document issued by shipping company.
 Packing list.
 If FOB then cost caring from buyer.
 C&F
13.3. Explain all documents issued to approval industry. FOB (Free on Board):
 FOB means exporter will take the responsibility up to the goods are loaded on
the ship.
 Importer has own transportation.
 Ship Company is well known to importer.
C&F (Cost & Freight):

 The exporter quotes a price including the cost of goods & transportation.
 The insurance cost by importer.
 Importer knows such insurance company who offer lower insurance price.
13.4. Internal communication of shipping.

Our services cover a wide range of territories & are one of the most competitive firms
in the industry. We have agency registration worldwide including Canada, USA,
Europe, Australia, Singapore, South Africa, just to name a few. In this ever-changing
world of freight forwarding, we have developed markets expanding our network
globally. Today we continue to research new trends & implement new concepts to
allow our customers to be more competitive in the international markets. We are
proud to be among the most competitive & effective freight forwarders in
Bangladesh. Some of the primary services we provide are:
 Shipping & handling agent for liner & tramp vessels.
 Owners protecting agent for vessels on charter term
 Cargo forwarding.
Arranging husbandry & essential services such as laundry, provision & fresh water
supply at most effective manner including mSdical attention for ship's crew when
require.
Specialist services: Arranging & attending ship repair, marine supplies, bunker supply,
assistance in P.I. matters, arranging crew change & repatriation. Due to long
experience & dedication in this sector, we have been able to deliver exceptional
services in a highly competitive market.
C & F AGENT
14. C&F AGENT
14.1. What are the documents handle by C&F agent.
Import Documentation
In order to release of imported goods from the port / station the following documents
to be submitted by a C&F Agents to the customs authority:
 Bill of Entry
 Copy of bill of lading (BL)
 Copy of invoice.
 Packing List.
 Certificate of Origin (CO).
 UD /UP. (Utilization Declaration/Utilization Permission)
 VBF-6A. (Value Bond Form) Form to be supplied by the C & F agent.
 Bond / stamp (In case of garments industry no stamp is required) the rate of
stamp / bond is Tk. 5007- for imported goods worth Tk. 10 lacs.
 Copy of master L/C.
 Letter of credit authorization (LCA)
 Perform invoice.
 Copy of insurance cover note etc.
 PSI (Pre-shipment inspection) Certificate if the industry is not export oriented
Export Documentation
An exporter should have to submit the following documents to the customs authority
of a station:
 Shipping Bill of Entry.
 Export L/C
 Packing list.
 Invoice.
 UD/Up.
 VBF-9A.Form to be supplied by the C&F agent.
 Export permission form.
Move to free the premier port from congestion of containerized cargo a tripartite
meeting of port users, Chittagong Port Authority (CPA) and customs authority last
night agreed on discharge of cargo on the date of documentation.
BANK
15. BANK
15.1. M L/C credit receiving procedure in Bank.
Arranging all things above by this time master L/C will be reached to the bank &
receiving the master L/C from the commercial manager is one of the responsibilities
of a merchandiser.
15.2. B/B L/C opening procedure in Bank.

Being received master L/C opening Back to Back L/C is more necessary. Otherwise,
bulk production may be hampered for not storing the goods on by the suppliers.
15.3. What are the documents are requested submit in bank at the time
Submission from payment from buyer.
 L/C opening documentation.
 L/C opening documentation must precede collection of pro-forma or indent
without which one can't fill up L/C application form.
 L/C opening bank provides the following forms to the L/C opener:
 L/C application form.
 L/CA from (L/C Authorization Application Form)
 Import permission form.
 TM form.
 Agreement form.
 Chargers of documents.
 Guarantee form.
 After verifying & shipping the documents, they must be submitted to the L/C
opening Bank.
 Valid trade license.
 Import Registration Certificate.
 TIN.
 Membership Certificate.
 Memorandum of Association
 Photographs.
 Insurance Cover Note.
 Indent/Pro-forma Invoice.
15.4. Clean idea about M L/C &B/B L/C operation procedure.

Letter of Credit popularly known as L/C is a document & instrument or a contract by
which business may be conducted between two parties while one or more banks
remain in between them. L/C is a guarantee that the seller will receive the proceeds
provided he submits all documents as agreed to the negotiating bank as per
contract/clause of the L/C. Receipt of an L/C from a buyer guarantees to the factory
that it has actually received in order which if shipped would earn him export value
written in the L/C. The negotiating bank also stands as a guarantee for payment of
export value after submission of export documents. The negotiating bank works on
behalf of the exporter & is responsible for realizing export proceeds from the L/C
opening bank. In the transaction of business between two parties through L/C four
parties get involved: importer, exporter, importer's bank & exporter's bank. There are
different ways of payment of export value, such as: 1) Through L/C 2) Through TT
Remittances 3) Through differed payment etc. Out of the mentioned modes, payment
through L/C has become very popular.
15.5. Idea about Irrevocable L/C.

These are the types of L/C which once issued by the bank of the buyer can't be
cancelled, withdrawn & amended by the buyer or the opening bank without the
consent of the beneficiary. This implies that once the buyer has opened an L/C in
favor of factory to cover the goods he has purchased, he must pay for them if the
beneficiary ships the goods as per terms stipulated in the L/C. After shipment of the
consignment, the exporter submits the documents to the negotiating bank meeting all
the terms stipulated in the L/C. The negotiating banks then are bound to pay the
proceeds.
15.6. Idea about different L/C. Revocable L/C
These are the L/Cs that may be cancelled or amended by the issuing bank without
prior knowledge of the beneficiary.
Irrevocable L/C
These are the types of L/C which once issued by the bank of the buyer can't be
cancelled, withdrawn & amended by the buyer or the opening bank without the
consent of the beneficiary. This implies that once the buyer has opened an L/C in
favor of factory to cover the goods he has purchased, he must pay for them if the
beneficiary ships the goods as per terms stipulated in the L/C. After shipment of the
consignment, the exporter submits the documents to the negotiating bank meeting all
the terms stipulated in the L/C. The negotiating banks then are bound to pay the
proceeds.
Confirmed L/C
These are the types of L/Cs for which exporter's bank lends all sorts of surety for
advance of payment.
Confirmed & Irrevocable L/C

There are the types of L/Cs which combine merits & benefits of Irrevocable &
Confirmed L/C.
Transferable L/C
These are the types of L/Cs which entitle the beneficiary to request the bank to make
the credit available to one or more other parties. An L/C may be called transferable if
it is expressly designated so by the issuing bank. Bank charges in respects of transfers
are paid by the first beneficiary unless otherwise instructed.
B/B L/C
These are the types of L/Cs which are opened against an original master L/C.
Red Clause L/C

This L/Cs entitles exporters to receive his credit without even producing export
documents to the bank.
Sight L/C
Sight L/C implies "Make payment when you see the documents in order". When an
exporter ships goods & presents the documents to the negotiating bank, it will credit
the proceeds to the exporter account immediately after seeing the documents in order.
License L/C
This is a type of L/C by which payment from L/C opening bank to the negotiating
bank is made after a period of time as stipulated in the L/C. The time period may by
30/60/90/120/180 days. Such L/C may include "at 60 days sight with interest to be
borne by the L/C opener". Such clause makes the License L/C into a sight L/C & if
you present your export documents to the negotiating bank would make you full
payment if the documents are in order.
Revolving L/C
This is a type of L/C which entitles the beneficiary to draw money from the L/C a
numbers of times to the tune stipulated in the document. The amount is automatically
replenished for further drawing. Usually L/C opening bank does not open a revolving
L/C for the buyer unless he has a much bigger credit line.
15.7. Idea about at Sight L/C.

Sight L/C implies "Make payment when you see the documents in order". When an
exporter ships goods & presents the documents to the negotiating bank, it will credit
the proceeds to the exporter account immediately after seeing the documents in order.
FORWARDING AND CONSOLIDATION
16. FORWARDING AND CONSOLIDATION
16.1. Activities of forwarding companies
The Federal Law dd. June 30,2003 "On Forwarding Activities" was adopted by the
State Duma on June 11,2003.
Chapter 1, General Provisions, determines the subject matter of this Federal Law,
provides that terms of a freight forwarding contract not provided by this Federal Law,
other federal laws or other legal acts of the Russian Federation.
 The Chapter as well provides that the above rules shall also define the list of
forwarding documents (documents evidencing conclusion of a freight
forwarding contract); requirements to quality of forwarding services;
procedure for providing forwarding services.
 Chapter 2,. The Chapter sets forth that a forwarding agent shall not be entitled
to withdraw from orders of a customer unless it is required in customer's
interests and a forwarding company due to circumstances beyond its control
was not able to beforehand request a customer over consent thereof to such
withdrawal or receive an answer within twenty four hours as it provided by a
freight forwarding contract.
 The Chapter as well provides that a company shall not be entitled to proceed
to fulfill liabilities thereof laid down by a freight forwarding contract unless
required documents.
 The Chapter as well determines that a forwarding company providing services
for a customer for personal, family, home and other purposes not connected
with business activities performed by a customer shall be obliged to provide
information envisaged by the legislation of the Russian Federation on
protection of consumers upon the request of a customer.
 Chapter 3, breach of obligations was entailed by undue execution of a
shipment contract liability of a forwarding company to a customer shall be
established under rules on which liability of a carrier to a forwarding company
is based. The Chapter as well provides grounds and scope.
 Chapter 4, Claims and Complaints, sets forth the procedure of presenting of
claims and complaints to a forwarding company, provides limitation period.
The Chapter as well sets forth the procedure for bringing this Law into effect.
YARN SUPPLIER
17. YARN SUPPLIER
17.1. Idea about yarn supplier like; square spinning, prime spinning, padma
spinning;
Spinning is a process where textile fibers turn into yarn with twist or without twist.
Spinning System:
 Dry Spinning→ Synthetic Fiber
 Ring Spinning→ Natural Fiber (12 Count-110 Count)
 Rotor Spinning→ Natural Fiber (03 Count-20 Count
 Wet Spinning→ Synthetic Fiber
 Friction Spinning→ Natural Fiber
 Melt Spinning→ Synthetic Fiber
Flow Chart of Ring Spinning

Card yearn flow chart (Ring Spinning)
Importance of USTER report:
 CSP
 Count
 Twist (TPI = Twist per Inch)
 IPI (Imper faction Index)-How much Thick+Thin+Neps in 1000 Mtrs fabric.
 TPI Standard 30 Count = 18.75-20
Production Capacity: Per day production capacity for Ring Spinning is 22 tons and 08
tons for Rotor Spinning. Radiance Group produces yarn for its own need which is 70
% of total production and 30 % of production sells to other party.
Evaluation: Spinning Mill is very important for garments Industry. Which companies
Backward Linkage is so strong their lead time will be short, cost will be low and
maintain buyer very smoothly. Radiance Group Spinning Mill set-up is very nice.
Radiance Group is doing Ring and Rotor Spinning. I think they should develop
Friction Spinning→ Natural Fibre, Dry Spinning→ Synthetic Fibre, Wet Spinning→
Synthetic Fibre and Melt Spinning→ Synthetic Fibre.
CHITTAGONG PORT
18. CHITTAGONG PORT
The Port of Chittagong is the largest seaport in Bangladesh, located by the estuary of
the Karnaphuli River in Patenga, near the city of Chittagong. It is a deepwater seaport
dominated by trade in containerized manufactured products (especially garments, jute
and jute goods, leather products, fertilisers and seafood), raw materials and to a lesser
extent passengers. It is one of the two main sea port of Bangladesh - most of the
export and import of the country are handled via this port. Window berthing system
was introduced at the seaport on August 6, 2007, enabling the sea port to provide the
arrival and departure times of all ships. Two berths at the port terminal are kept in
reserve for emergency. In 2006 the port handled 27 million tonnes of cargo and 0.8
million tonnes of containers. The port handled 1.5 million TEUs (twenty equivalent
units) containers in 2010-11, up from 12.12 lakh TEUs in the previous year, according
to the CPA Traffic Department.
Early history
The history of Chittagong port dates back to the fourth century B.C. Malayan history
chronicles the journey of the sailor Buddha Gupta from Chittagong to Malaya in the
4th century B.C.The Periplus of the Erythraean Sea documents the existence of
Chittagong port in the ancient times. Chittagong derives its name from the Arabic
word Shetgang (Shet means delta and Gang the river). The Arab traders considered
Chittagong to be the delta of the Ganges.
Chittagong port has been mentioned in the works of Ptolemy, Fa-hien, Hieu-en tsng,
and Ibn Battuta. This was an important port used by the traders from the Middle East,
China, Turkey, Europe to trade with this part of the world.
During the 9th century the activities of the port increased tremendously as the Arab
traders started using the port as their base port. They used to call the port "Samunda".
The port was under their control at the time.
The 16th century saw the arrival of the Portuguese. Joaoda Silveria was the first
Portuguese Captain to reach the port. He arrived with his ship "LOPO SOANA" in
1517. The Portuguese named the Port PORTE GRANDE (a great Port). The records
show that the Porte Grande offered easy access and safe anchorage to ships of 20 feet
draught.
It remained a port during Moghul time. Later in early 19th century the British took
control of the Chittagong port.The port of Chittagong became a natural outlet for the
Northeastern regions of the then British-India that led to the enactment of Port
Commissioner's Act of 1887. At that time the facilities of the port consisted of five
wooden and one pontoon jetties, hi the year 1889-90 the port handled exports totalling
1.25 lac tons.
Facilities:
For Ocean-Going Vessels:
General Cargo Berths ---------------- 12
Container Berths -------------------- 8
Specialized Berths for Bulk handling:

Dolphin Oil Jetty (For POL) ----------1
Grain Silo Jetty--------------------1
Cement Clinker Jetty ---------------- 1
TSP Jetty---------------------------1
CUFL Jetty--------------------------1
KAFCO Urea Jetty--------------------1
Ammonia Jetty ----------------------- 1
Repair Berths
Dry Dock Jetty---------------------------------2
Mooring Berths
River Mooring-----------------------10
For Inland Coasters and Vessels:

Jetty Berths (For (POL) -------------- 1
Concrete Berth (For Grain Handling) — 1
Pontoon Berths (For POL) ------------- 3
Pontoon Berths (For Cement) ---------- 1
Single Point Mooring ---------------- 10
18.1. Area of Chittagong.

Chittagong port is a principal sea port of Bangladesh. Chittagong port is handling
about 92% of import export of tread of the country.
 CCT-handing capacit6y 6.488 tucks. Quay length 450m.
 Container storage yard - 1500 sq m.
 ICD- A land containers depart.
17.2. Capacity of containers handles both import & export per day;
Containers Handled:
Calendar Year Chittagong port Cargo (Tones) Dhaka ICD Cargo (Tones)
(TEUs) (TEUs)
2004per day 2088 19867 208 1322
2005 per day 2374 23320 239 1651
2006 per day 2654 2795 271 1756
2007 per day 3021 3128 302 1721
2008 per day 3496 3524 321 1834
Cargo Handled:
Calendar Year Import (tones) Export (Tones) Total (Tones)
2004 19413460 2458972 21872432
2005 22989122 2895769 25884891
2006 23936103 3089550 27025653
2007 24236261 3392974 27629235
2008 24492707 3704862 28197569
2009 26718834 3763747 30482581
2010 32813208 4187968 37001176
18.3. CFS area of Chittagong port.

The container freight station is our response to a strong felt need for this facility in the
private sector and outside Chittagong port. Our CFS is equipped with and provides:
 Customs bonded warehouse.
 Total warehouse area consists of 18,000 square meters of fire proof covered
area.
 1,200 square meters of dumping yard for handling export/ import yard cargo.
 24/7 non-stop service.
 Shortest cut- off time.
 Zero pilferage.
 300 trucks parking space.
 Daily 250 container stuffing and 100 container unstuffy capacity.
 Customize client-wise reporting software updating cargo/ container position
and status every six hours.
18.4. Number of sailing of feeder vessel per day (Year);

Basically imports exports goods from Colombia sreelonka, Singapore, cew Malaysia
port by feeder vessel. Chittagong port only for feeder vassal.
Vessels Handled:
Calendar Year No. of vessels
2004 1764
2005 1892
2006 1957
2007 1945
2008 2099
18.5. What are the different sizes of containers

 Standard containers.
 High-cube containers.
 Hand-top containers.
 Open-top containers.
 fiat racks
 Platforms
 Ventilated containers.
 Insulated and refrigerated containers
 Bulk containers.
 Tank containers.
18.6. Different kinds of containers;

ISO standard:
 There are five common standard lengths,
 20-ft(6.1m)
 40-ft (12.2m)
 45-ft (13.7m)
 48-ft (14.6m)
 53-ft (16.2m)
United States domestic standard containers are generally:
 48 ft (15m)
 53 ft (rail and truck).
INSURANCE COMPANY
19. INSURANCE COMPANY
19.1. Insurance policy for export garment from Bangladesh to other
Countries.
ICC-A.
For all export risk coverage.
ICC-B
For fire risk coverage.
ICC-C
When ship is damage under the water that time this quality policy undertaken risk
coverage.
19.2. What are papers issued bv insurance company?

 Stair ways.
 Forced labor.
 Pay provision.
 Emergency exists.
 Fire extinguisher.
 Wage during leave or holiday periods.
 First aid and boxes.
 Canteens.
 Annual leave.
 Casual leave and sick leave.
 Weekly holiday.
 Health and safety.
 Extra allowance for overtime.
 Latrines available.
 Eye protection.
 Working hours.
 Underage worker.
 Discrimination.
19.3. Payment procedure against any claim.

At first the company investigation the causes why the problem is occurred it is their
fault. After checking of all activities if the causes are positive they will payments on
the other hand the result is negative they will not payment.
COMPLIANCE DEPARTMENT
20. COMPLIANCE DEPARTMENT
20.1 Importance Items Followed by Company to Ensure Companies
Requirement of Buyer
According to the buyer requirement company follow three kinds of compliance such
as-
Division of Compliance:
1. Labor Law-2006
Division Of Compliance
1. Labor Law-2006:
CHAPTER 1 PRELIMINARY
1. Short title, commencement and application
2. Definitions:
(i) Retirement (ii) Manufacturing process (iii) hours of week (iv) Workshop
(v) Transmission machinery (vi) Trade union (vii) Federation of trade unions (viii)
Discharge (ix) Day
(x) Code of civil procedure (xi) Executive committee (xii) Administrative worker
(xiii) Regulation (xiv) Maternity benefit (xv)Dismissal (xvi) Rule (xvi) Wages
(xvii)Arbitrator (xviii) Chief Inspector (xix) Director of Labour (xxi) Employer (xxii)
Machinery (xxiii) Vehicle
(xxiv) Collective bargaining agent (xxv) Registered Medical practitioner (xxvi)
Registered trade union (xxvii) Award (xxviii) Lock-out (xxix) Lay-off (xxx) Power
(xxxi) Industry
(xxxii) Industrial establishment (xxxiii) Child (xxxiv) Labour court (xxxv) Worker
(xxxvi) Week
CHAPTER II CONDITIONS OF SERVICE AND EMPLOYMENT

3. Condition of employment
4. Classification of workers and period of probation
5. Latter of Appointment and Identity Card
6. Service book 7.Form of Service book
8. entries in the service book
9. Register of workers and supply of tickets and cards
10. Procedure for leave
11. Payment of wages for unveiled leave
12. Stoppage of work
13. Closure of establishment
14. Calculation of one year 'six months 'and wages 'in certain cases
15. Restriction of application of sections 12,16,17, and 18
16. Right of laid-off workers for compensation
17. Muster-roll for laid -off workers
18. Laid -off workers not entitled to compensation in certain cases
19. Death benefit
20. Retrenchment
21. Re-employment of retrenched workers
22. Discharge from service
23. Punishment for conviction and misconduct
24. Procedure for punishment
25. Special provisions relating to fine
26. Termination of employment by employers otherwise than by dismissal etc.
27. Termination of employment by workers
28. Retirement of workers
29. Payment of Provident Fund
30. Time limit of final payment of workers
31. Certificate of service
33. Grievance procedure
CHAPTER III EMPLOYMENT OF ADOLESCENT

34. Prohibition of employment of children and adolescent
35. Prohibition of certain agreement in respect of children
36. Disputes as to age
37. Certificate of fitness
38. Power to require medical examination
39. Restriction of employment of adolescent in certain work
40. Employment of adolescent on dangerous machines
41. Working hours for adolescent
42. Prohibition of employment of adolescent in underground and under water work
43. Notice of periods of work for adolescent
44. Exception in certain cases of employment of children
CHAPTER IV MATERNITY BENEFIT

45. Employment of women workers prohibited during certain period
46. Right to and liability for payment of maternity benefit
47. Procedure regarding payment of maternity benefit
48. Amount of maternity benefit
49. Payment of maternity benefit in case of a women s death
50. Restriction on termination of employment of women in certain case
CHAPTER V HEALTH AND HYGIENE
51. Cleanliness
52. Ventilation and temperature
53. Dust and fume
54. Disposal of wastes and effluents
55. Artificial humidification
56. Overcrowding
57. Lighting
58. Drinking Water
59. Latrines and urinals
60. Dust bean and Spittoon
CHAPTER VI SAFETY
61. Safety of building and machinery
62. Precaution in case of fire
63. Fencing of machinery
64. Work on or near machinery in motion
65. Striking gear and devices for cutting off power
66. Self- acting machines
67. Casing of new machinery
68. Cranes and other lifting machinery
69. Hoists and lifts
70. Revolving machinery
71. Pressure plate
72. Floors, Stairs and means of access
73. Pits-.sumps ,opening in floors etc.
74. Excessive weights
75. Protection of eyes
76. Powers to require specifications of defective parts or tests of stability
77. Precaution against dangerous fumes
78. Explosive or inflammable dust, gas .etc
CHAPTER VHI WELFARE

89. First -aid appliances
90. Maintenance of Safety Record Book
91. Washing facilities
92. Canteens
93. Shelters etc.
94. Rooms for Children
95. Recreational and educational facilities in tea plantation
96. Housing facilities in tea plantation
97. Facilities for daily necessities ,etc in tea plantation
98. Medical care for newspaper workers
99. Compulsory Group Insurance
CHAPTER IX WORKING HOURS AND LEAVE

100. Daily hours
101. Interval for rest or meal
102. Weekly hours
103. Weekly holiday
104. Compensatory weekly holiday
105. Spread over
106. Night shift
107. Restriction on cumulative hours of work on a vehicle
108. Extra -allowance for work overtime
109. Limitation of hours of work for women
110. Restriction on double employment
111. Notice of periods of work for adults and preparation thereof
112. Special age limit for road transport service worker
113. Hours of work to correspond with notice and register
114. Closure of shops etc.
115. Casual leave
116. Sick leave
117. Annual leave with wages
118. Festival holiday
119. Calculation of wages and payment during leave or holiday period.
CHAPTER X WAGES AND PAYMENT

120. Special definition of wages
121. Responsibility for payment of wages
122. Fixation of wage-periods
123. Time of payment of wages
124. Wages to be paid in current coin or currency notes
125. Deduction which may be made from wages
126. Deductions for absence from duty
127. Deductions for damage or loss
128. Deductions for services rendered
129. Deductions for recovery of loans or advances
130. Other deductions from wages
131. Payment of undisguised wages in cases of death of workers
132. Claims arising out of deductions from wages or delay in payment of wages
133. Court fees in proceeding under section 132
134. Single application in respect of a clad of workers whose wages have not been
paid or wages deducted
135. Appeal
136. Conditional attachment of property of employer or other person responsible for
payment of wages
137. Power to recover from employer in certain cases
CHAPTER XI WAGES BOARDS

138. Establishment of Minimum Wage Board
139. Recommendation of minimum rate of wages for certain workers
140. Power to declare minimum rates of wages
141. Factory to be considered in making its recommendation
142. Periodical review of minimum rates of wages
143. Constitution of newspaper workers wage Board
144. Fixation of wages
145. Publication of decision on Newspaper Wage Board
146. Power of Newspaper wage Board to fix interim rates of wages
147. Application to labour court
148. Minimum wages to be binding on all employers
149. Prohibition to pay wages at rate below the minimum rate of wages
CHAPTER XH WORKERS COPENSATION FOR INJURY BY ACCIDENT

150. Employers Liability for compensation
151. Amount of compensation
152. Method of calculating wages
153. Review
154. Commutation of monthly payments
155. Distribution of compensation
156. Compensation not to be assigned, attached or charged
157. Notice and claim
158. Power to require from employers statements regarding fatal accidents
159. Reports of fatal accidents
160. Medical examination
161. Compensation on Contracting
162. Insolvency of employer
163. Special provision relating to masters and seamen
164. Returns as to compensation
165. Contracting out
166. Reference to Labour Courts
167. Venue of Proceedings
168. Condition of Application
169. Power of Labour Court to require further deposit in cases of fatal accident
170. Registration of agreements
171. Effect of failure to register agreement
172. Appeals
173. Withholding of certain payments pending decision of appeal
174. Rules to give effect to arrangement with other countries for the transfer of money
paid as compensation
CHAPTER XIII TRADE UNION AND INDUSTRIAL RELATIONS

175. Special definition of worker
176. Trade unions of workers and employers
177. Application for registration
178. Requirements for applications
179. Requirements for registrations
180. Disqualification for being an officer or a member of a trade union
181. Registered trade union to maintain register etc.
182. Registration
183. Registration of trade union in a group of establishments
184. Registration of trade union in civil aviation establishments
185. Registration of trade union by deamen
186. Conditions of services to remain unchanged while application for registration
187. President etc. not be transferred
188. Certain changes in the constitution and executive to be notified
189. Certificate of registration
190. Cancellation of registration
191. Appeal against permission, Etc.
192. No trade union to function without registration
193. Restriction on dual membership
194. Incorporation of registered trade union
195. Unfair labour practices on the part of employers
196. Unfair labour practices on the parts of workers
197. Law of conspiracy limited in application
198. Immunity from civil suit in certain case
199. Enforceability of agreement
200. Registration of federation of trade union
201. Returns
202. Collective bargaining agent
203. Federation of trade Union to act as collective bargaining agent in certain cases
204. Check-off
205. Participation Committee
206. Functions of Participation Committee
207. Meetings of the Participation Committee
208. Implementation of recommendations of Participation Committee
CHAPTER XIV
DISPUTES, LABOUR COURT, LABOUR APPELLATE TRIBUNAL, LEGAL
PROCEEDINGS, ETC.
209. Raising of industrial disputes
210. Settlement of industrial disputes
211. Strike and lock-out
212. Cessation of industrial disputes
213. Application to Labor Courts
214. Labor Courts
215. Procedure and powers of Labor Courts in trial of offences
216. Procedure and powers of labor Courts in any matter other than trial of offences
217. Appeal from Judgments etc. of Labor Courts
218. Labor Appellate Tribunal
219. Form of application or appeal
220. Appearance of parties (Costs)
221. Costs
222. Settlement and awards on whom binding
223. Effective date of settlements, awards Etc.
224. Commencement and conclusion of proceedings
225. Prohibition on serving notice of strike or lock-outs while proceeding pending
226. Power of labor court and tribunal to prohibit strike etc.
227. Illegal strikes and lock-outs
228. Conditions of service to remain unchanged while proceedings pending
229. Protection of certain persons
230. Representation of parties
231. Interpretation of settlements and awards
CHAPTER XV WORKERS PARTICIPATION IN COMPANIES PROFITS

232. Application of the Chapter
233. Definitions
234. Establishment of Participation Fund and welfare Fund
235. Management of Funds
236. Penalty
237. Power to call for information
238. Settlement of disputes, etc
239. Delegation of power
240. Investment of Participation Fund
241. Eligibility to benefits
242. Utilization of Participation Fund
243. Utilization of Welfare Fund
244. Fiscal concessions to the companies
245. Tax treatment of income of the Funds
246. Tax treatment of income of the workers
247. Working and location of Board of Trustees
248. Audit of accounts of the Fund
249. Funds Benefits to be in addition to other benefits
250. Special provisions for industries working seasonally
251. Companies engaged in more than one industrial undertaking
252. Entrustment of management of Participation Fund to Investment Corporation of
bangladesh, etc.
CHAPTER XVI REGULATION OF EMPLOYMENT AND SAFETY OF DOCK

WORKERS
253. Power to make schemes
254. Dock workers Management Boards
255. Composition of a board
256. Meetings
257. Functions of a Board.
258. Advisory Committee
259. Appointment of officers and employees.
260. Fund
261. Budget
262. Delegation of powers
263. Special provisions for safety, etc. of dock-workers
CHAPTER XVII PROVIDENT FUNDS

264. Provident Funds for workers ii private sector establishments
265. Tea plantation workers 'provident fund'
266. Board of Trustees
267. Cost of administration
268. Contributions
269. Recovery of damages
270. Provident fund not liable to attachment
271. Priority of payment of contribution over other debts
272. Employer not to reduce wages or other amenities
273. Provident fund for Newspaper workers
CHAPTER XVIII APPRENTICESHIP

274. Application of the Chapter
275. Special definition
276. Tripartite Advisory committee
277. Obligations of employers
278. Relief from income -tax ,etc
279. Advice and guidance to employers
280. Obligations of apprentices
281. Powers of entry, inspection, etc.
282. Delegation of powers
CHAPTER XIX PENALTY AND PROCEDURE

283. Penalty for non-compliance of Labour Court's order under section-33
284. Penalty for employment of child and adolescent
285. Penalty for making agreement in respect of a child in contravention of section-35
286. Penalty for contravention of the provisions of chapter IV by an employer
287. Penalty for working for payment during permitted period of absence
288. Penalty for contravention of section 67
289. Penalty for Payment or wages at a rate below the minimum rate of wages
290. Penalty for failure to give notice of accidents
291. Penalty for unfair labour practices
292. Penalty for committing breach of settlement, etc.
293. Penalty for failing to implement settlement, etc.
294. Penalty for illegal strike or lock-out
295. Penalty for instigating illegal strike or lock-out
296. Penalty for taking part in or instigating go-slow
297. Penalty for contravention of section 228
298. Penalty for misappropriation of provident funds and trade union funds
299. Penalty for activities of unregistered trade unions
300. Penalty for dual membership pf trade unions
301. Penalty for non-compliance with the provisions of section 210
302. Penalty for using false certificates of fitness
303. Penalty for false statements, etc
304. Penalty for wrongful disclosure of information
305. Penalty for general offences by workers
306. Penalty for general offences by workers
307. Penalty for other offences
308. Enhanced penalty after previous conviction
309. Penalty for contravention of law with dangerous results
310. Power of courts to make orders
311. Onus as to age
312. Offences by companies, etc.
313. Cognizance of offences
314. Limitation of prosecution
315. Report of offences
316. Withdrawal of cases
CHAPTER XX ADMINISTRATION, INSPECTION. ETC.
317. Director of Labour of Labour, etc.
318. Chief Inspector, etc.
319. Powers of chief Inspector, etc.
320. Controller of Tea Plantation Worker' Provident fund
321. Accounts and audit
322. Reports, etc
323. National Council for Industrial health and safety
CHAPTER XXI MISCELLANEOUS

324. Power to exempt
325. Notice to chief Inspector before commencement of work
326. Approval of plans and fees for licensing and registration
327. Appeals from certain orders of Inspectors
328. Seasonal factories
329. Recovery of money due under this Act.
330. No deduction for any facilities provided
331. Obligation of workers
332. Conduct towards female workers
333. Service of notices and returns
334. Certain persons to be public servants
335. Indemnity
336. Protection of existing conditions of employment
337. Abstracts of the Act. Rules and Regulations to be displayed
338. Liability of owner of premises in certain circumstance
339. Powers to collect information
340. Presumption as to employment
341. Restriction on disclosure of information
342. Certain matters to be kept confidential
343. Protection of proceedings of Boards
344. General provisions relating to tenure, power, procedures, etc. of boards 345
Payment of equal wages for equal work
346. Court fees in general
347. Restriction upon certain questionings etc.
348. Training on this Act
349. Certain activities of trade union prohibited
350. Bar to jurisdiction of other courts
351. Power to make rules
352. Provision for penalty in rules, regulations and schemes
353. Repeal and savings
354. Original Text and Authentic English Text
2. Factory System:
2.1. License:
i. Certificate of Incorporation
ii. Company Income Tax Clearance Certificate
iii. Vat Clearance Certificate
iv. Building Approval
v. Environment Certificate
vi. Trade License
vii. Export License
viii. Import License
ix. Factory License
x. Export Promotion Bureau Certificate
xi. Bond License
xii. Fire license
xiii. BGMEA Membership Certificate
xiv. Waiver Certificate
xv. Certificate from the Ministry of power
xvi. Boiler License
xvii. Latest Drinking Water Test Report
xviii. Group Insurance Records
xix. Fire Drill Register
xx. Workers daily Attendance Record
xxi. Time Card
xxii. Payroll Sheets & Overtime Payment Record
xxiii. Worker's Service Book
xxiv. Worker's Hand Book
xxv. Maternity Benefit Payment Documents & Register
xxvi. Leave Document & Register
xxvii. Accident & Injury Register
xxviii. Company Rules, Regulations & Recruitment
xxix. Worker Personal file
xxx. Festival Holiday List
xxxi. Broken Needle Control Policy & Broken Needle Register
xxxii. List of the trained Fire Fighters
xxxiii. List of the Fire Aides
xxxiv. Fire Equipment List
xxxv. Toilets (Male & Female)
xxxvi. Labor Union Agreements
xxxvii. Machinery Certificate
2.2. Environment
Effluent Treatment Plant:
Effluent Treatment Plant is a process by which the waste water are send into River by
Refining in a proper way so that this water don't create any damage to the River water
& Environment.
Biological Effluent Treatment Process:
2.3. Certificate
i. Certificate of Incorporation
ii. Company Income Tax Clearance Certificate
iii. Vat Clearance Certificate
iv. Building Approval
v. Environment Certificate
vi. Trade License
vii. Export License
viii. Import License
ix. Factory License
x. Export Promotion Bureau Certificate
xi. Bond License
xii. Fire license
xiii. BGMEA Membership Certificate
xiv. Waiver Certificate
xv. Certificate from the Ministry of power
xvi. Boiler License
xvii. Latest Drinking Water Test Report
xviii. Group Insurance Records
xix. Fire Drill Register
xx. Workers daily Attendance Record
xxi. Time Card
xxii. Payroll Sheets & Overtime Payment Record
xxiii. Worker's Service Book
xxiv. Worker's Hand Book
xxv. Maternity Benefit Payment Documents & Register
xxvi. Leave Document & Register
xxvii. Accident & Injury Register
xxviii. Company Rules, Regulations & Recruitment
xxix. Worker Personal file
xxx. Festival Holiday List
xxxi. Broken Needle Control Policy & Broken Needle Register
xxxii. List of the trained Fire Fighters
xxxiii. List of the Fire Aides
xxxiv. Fire Equipment List
XXXV. Toilets ( Male & Female)
xxxvi. Labor Union Agreements
xxxvii. Machinery Certificate
3. Factory Policy
3.1. Factory Document Check List (Buyer Wise Different)
Particulars N/A Yes No Remarks
Certificate of Incorporation
Company Income Tax Clearance Certificate
Vat Clearance Certificate
Building Approval
Environment Certificate
Trade License
Export License
Import License
Factory License
Export Promotion Bureau Certificate
Bond License
Fire license
BGMEA Membership Certificate
Waiver Certificate
Certificate from the Ministry of power
Boiler License
Latest Drinking Water Test Report
Group Insurance Records
Fire Drill Register
Workers daily Attendance Record
Time Card
Payroll Sheets & Overtime Payment Record
Worker's Service Book
Worker's Hand Book
Maternity Benefit Payment Documents &
Register
Leave Document & Register
Accident & Injury Register
Company Rules, Regulations & Recruitment
Worker Personal file
Festival Holiday List
Broken Needle Control Policy & Broken Needle
Register
List of the trained Fire Fighters
List of the Fire Aides
Fire Equipment List
Toilets ( Male & Female)
Labor Union Agreements
Machinery Certificate
3.2. Lean Process: Lean is the Process by which we can increase our Productivity by
Reducing wastage.
i. SORT (Select valuable & Non-valuable Elements)
ii. SET INORDER (Arrange in Particular Place)
iii. SHINE (Clean the Working Place)
iv. STANDARDRISE
v. SUSTAIN
4. Audit 4.1. Social compliance:

Under social compliance this important items have to follow-
 Child labour.
 Forced labour.
 Discrimination,
 Employment practice discipline.
 Health and safety.
 Wages and others benefit.
 Freedom of association WPC.
 Environment protection.
4.2. FCCA(Factory Capability, Capacity Assessment)

Quality Requirement with the standard operating system.
4.3. Security compliance:
According to the buyer those kind of security compliance have to follow-
Document Record Type
SL. NO. Access Controls Yes No N/A
1 Visitor's log book
2 Incoming/outgoing vehicle registration log
book
3 Incoming/outgoing mail/parcel log book
4 Security guard patrol log
Procedural Security
5 Security policy plan
6 Security guard duties & responsibilities
7 Packing procedure
8 Loading & unloading security procedure
9 Container inspection & loading procedure
10 Security seal handling & storage procedure
11 Policy for detailing & reporting
shortages/overages on shipment
12 Procedure for transit of finished goods to
forwarders
Shipping Documentation
13 Bill of loading
14 Commercial Invoice
15 Packing list
16 Other related shipping manifest
17 Any other documentation related to shipments
Human Resources
18 Employee record
19 Employee background check record
20 Employee termination check list
21 Employee security manual
22 Security incident reports
Other Security Records
23 Security meeting records with attendees list
24 Security training program
25 Inspection or maintenance record of alarm &
surveillance cameras
26 Internal audit record
27 Keys, locks & seals control log book
28 Crisis management plan
29 Others
4.4. Quality security:

According to the buyer for quality compliance they follow-ISO 9001
20.2. ETP Status of Company
Effluent Treatment Plant:
Effluent Treatment Plant is a process by which the waste water are send into River by
Refining in a proper way so that this water don't create any damage to the River water
& Environment.
Biological Effluent Treatment Process:
20.3. ETP Operation Procedure and What are the Chemical Used in ETP for
Treatment
The operation procedure of ETP In NORTHERN TOSRIFA INDUSTRY LTD. are
explained below-
1st step; Dyeing water send to the Equalization Tank at first time.
2nd step; Than this water transfer to the Aeration Tank and use air blowing for
controlling PH and use Decolorant for color band breaking.
3rd step: After that this water sends to the Clarifier Tank by using fitting pump,
bacteria will mix in this tank.
4th step: The water sends to the Clarifier Tank from Sludge Thickener Tank. Here use
scraping bridge which is moving all time over this tank by moving scraping bridge
then the bacteria will gather one place and the purification water will go in cannel or
river by out line drain. On the other hand the gathered bacteria will go in distribution
tank through recycling process. Then this bacterium will mix again with dyeing water.
As like this way the water treatment procedure will be continued.
20.4 What is the Status of Worker Welfare Team

In NORTHERN TOSRIFA INDUSTRY LTD.. has WPC (worker participation
committee) for workers welfare. This committee ensure all the workers right. Such as-
 Free medical facility.
 Fresh drinking water.
 Good working place.
 Proper lighting and ventilation.
 Canteen facility.
 Maternity benefit.
 Leave ensure.
 First aid facility.
 Right time salary.
 Bonus.
CONCLUSION
&
RECOMMENDATION
21. CONCLUSIONS
In conclusion I can say that is internship report is really essential for every students of
AMM Dept. By completing this report I have already got overall idea of RMG sector
and these may be helpful to know about the technical and management knowledge of
apparel industry also these sector related organizations.
22. RECOMMENDATIONS
NORTHERN TOSRIFA INDUSTRY LTD. is the leading position knit/woven
manufacturing company in the Bangladesh. It creates outstanding reputation in the
global market for excellence. It is a composite factory that's why they have all the
sector of knit item like spinning, knitting, dyeing, printing, embroidery, accessories,
and garments production.
In my observation of this company have some lacking points, if they recover those
point I think they can improve rapidly with good reputation.
 Supply chain or procurement department plays a vital role to ensure right time
delivery, right price and good quality. So day by day increasing the demand of
this department now a days most of the big company open this department.
But in this company merchandiser procure all the raw materials of garments
that's why they feel more pressure to complete shipment and some time also
over the shipment date then company should pay the extra money for air
shipment. So when supply chain department procure all the raw materials then
merchandiser can easily shipment the goods within lead time.
 The importance of MIS is increasing rapidly. For smooth communication and
preserve data this department is too much important in the twenty first
centaury. But in this Company don't have any MIS department. If they use this
department I think they can communicate with buyer, suppliers and internal
department more Firstar. On the other hand top management can take smooth
decision within short time.
 Increase the power of work study department because productivity is an
important thing of apparel industry. In this company the work study
department employee cant take any major decision and take action towards the
production people, so if they get this power I think productivity will be
increase.
 Quality management system should be modernized because quality is the top
priority of all international buyer.
 Increase the working environment of every department.
 Increase the salary level of non technical person.
 Compliance department should be more active.
 Recruit subject related person in all the department.
 Make some beautiful garden inside the factory area.
If the company implement all the above mention points I think within short time their
position will be leading not only in Bangladesh but also in the world.

Management and Technical Procedure in Apparel Industry

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Management and Technical Procedure

Fashion Asia Ltd

Tosrifa Industries Ltd

Hung Tak Northern Garments Ltd

Achievement of Northern Tosrifa Group:

Research and Development

Central Work Study (CWS)

Value-added processes (VAP)

FINAL PRODUCT Readymade Garments 600,000 pcs (Per

2.2. What is Corporate Policy Strategy?

2.3. Visions Mission and Objectives

Organizational Structure of Northern Tosrifa Industry Ltd.

2.6. Women empowerment

2.7. Development goals of RMG sector

2.8. CSR (Corporate Social Responsibility) Procedure

Social awareness and education

Crises and their consequences

Globalization and market forces

3.2. First email to buyer for business development.

The Managing Director

Please send us your current inquiry for sampling & costing.

Thanks & Best Regards

BUYER RESPONSE WITH THE EXPORTER

Dear HASAN ZAWAD,

Thanking you & looking forwarding to your positive response.

Summary Actual Quoted Actual Quoted Actual Quoted

SL STYL PART SIZE/RAT QUAN MARK M/LENG C/DOZ REMA

MasterPO # 194248 Age Group Kid User Name

Product Purchase Agreement: The Worksheet & Product Purchase Agreement

Info Sheet - Fabric

Print - Change Log

3.10. PI sheet and its items.

There are mainly two types of L/C.

Opening Bank Advising Bank Negotiating Advising Bank Beneficiary

M.L/C must be declared by UCP latest version

Import-Export Procedure (using L/C)

3.15. Buyer approval procedure of fabrics, color & accessories.

3.16. Procedure of receiving of price quotations for fabrics & accessories.

3.17. Price negotiation procedure with different suppliers.

Arrange meeting with different suppliers

Merchandisers must adequately prepare for the negotiation

Discuss the offer

3.21. Presentation of comparative statement (CS) related with different Suppliers

 Organizational capability to produce & delivery right goods on time;

Portion:..............GMT Item: MEN'S CARGO SHORT Total order Qty: 6000pcs

100%CTN Pewter 20 4012 3668

3.24. Insurance of P.O to suppliers for fabrics & accessories.

Color & size wise order qty:

Accessories Booking Sheet

Poly Bag Order Sheet

3.25. Item should be included in P.O.

3.26. P.I collection procedure from suppliers checking of P.I.

JARUN, KONABARI (6™ FLOOR) PI DATE : 01/02/2012

Terms & Condition:

Quick Response Forecasting

3.29. QC management system for monitoring of suppliers production. Flow

3.31. Sending procedure of pre-production samples approved by buyers.

3.32. Preparation and conducting of pre-production meeting an factory Required

3.33. Improvement of productivity through work study procedure.

3.34. OC Management system to ensure quality product.

Factory:........................Line No.:................. Buyer:...................Item:

Style No............... Post....................... Color........... Size

Hour Output Checke Defect 1 Audit Defect 1 Audit Action Defects

3.35. Production of shipping sample and sending to buyer through.