WEB APPLICATION CONCEPT FOR PRODUCTION

TRACKING, SAMPLE SEGREGATION AND VENDOR

PERFORMANCE EVALUATION

A dissertation submitted in partial fulfillment

Of the requirement for the award of Degree in
Bachelor of Fashion Technology (Apparel Production)

Submitted by
Vikash Kumar (MUM13AP21)

Under the guidance of

Mr. Nitin Uttam Salve
Associate Professor NIFT Mumbai

Department of Fashion Technology

National Institute of Fashion Technology, Mumbai
2013-17

1
COMPANY PROFILE

Shoppers Stop is an Indian department store chain promoted by the K. Raheja Corp
Group. It is one of the leading retail stores in India. Shoppers Stop Ltd. began by
operating a chain of department stores under the name “Shoppers Stop” in India. It
started in the year 1991 with its first store in Andheri, Mumbai. Currently, Shoppers Stop
Ltd. has 67 stores in 31 cities. Promoted by Mr. Chandru L. Raheja, Mr. Ravi C. Raheja
and Mr. Neel C. Raheja, the K. Raheja Corp. have been leaders in the construction
business for over 48 years. With its wide range of merchandise, exclusive shop-in-shop
counters of international brands and world class customer service, Shoppers Stop
brought international standards of shopping to the Indian consumer providing them with
a complete shopping experience. Shoppers Stop retails a range of branded apparel and
private labels under the following categories like apparel, footwear, fashion jewelry,
leather products, accessories like watches and sunglasses etc. and home products.

2
ABSTRACT

This project describes approach for maintaining the lead time and through effective
production tracking, enhancing sample segregation and evaluating vendor’s
performance based on sample rejection rates and delivery analytics by developing
website as a common platform for communication between buyer and vendor. The
company management asked to find problems, if any, in the production and sampling
and streamline the same. The data was collected from various mail threads and excel
sheets of buyers and merchandisers, and visiting the stores and taking feedback on
sales.

The conclusion of the data collection provided with the information that the lead time
maintenance was quite poor due to which the products were not getting delivered to
the store on time and as a result got less time to be sold off. Various visits to the
vendors was also conducted to find out the problems in the current sampling process
and mode of communications were also monitored. Based on that, it was concluded
that one of the problems with the current sampling process and production was poor
tracking of the process. The buyer had to come down every time on a visit to the
vendors to check the progress of the sampling and production. The telephonic
communication was not so effective and mails were only used when required to get
approvals and dates which is an unorganized form.

An online website was conceptualized to streamline and standardize the production

in which both the buyer and vendor can share information related to the product and
sample development in a descriptive, progressive and pictorial format with each other.
And a module of voting system is also incorporated for better segregation of the
samples during range presentation.

It was concluded that even if the application can help in proper segregation it would
benefit a lot by reducing the chances of product getting rejected at store and
maintained lead time would help for on time delivery. Apart from this vendor’s
performance evaluation would help for future production and forecasting.

3
CERTIFICATE

“This is to certify that this Project Report titled “Web Application Concept For Production
Tracking, Sample Segregation And Vendor Performance Evaluation” is based on my
(Vikash Kumar) original research work, conducted under the guidance of Mr. NITIN
UTTAM SALVE towards the partial fulfilment of the requirement for award of the
Bachelor’s Degree in Fashion Technology (Apparel Production), of the National Institute
of Fashion Technology, Mumbai.

No part of this work has been copied from any other source. Material, wherever borrowed
has been duly acknowledged.”

Signature of
Mentor

4
ACKNOWLEDGEMENT

My graduation project at ‘Shoppers Stop Ltd.’ company was a fleeting journey of

erudition where I achieved an unparalleled blend of learning and experience. I would
like to extend my hole hearted thanks to the entire ‘Shoppers Stop Ltd’ team for
providing their immense support constantly.

I am indebted to Mr. Gururaj Sagar, Senior Buyer, Shoppers Stop Limited for
letting me to carry out my graduation project with their organization and for constantly
supporting and motivating me throughout the project’s tenure, leading to the
successful completion of my project.

I would also like to convey my heartfelt gratitude to Mr. Onkar Borkar, Assistant
Buyer for his support as a motivator and a guide.

I would also like to take this opportunity to thank my mentor Mr. Nitin Uttam Salve,
Assistant Professor, NIFT Mumbai, for his unquenchable thirst for excellence which
has always been a perpetual source of inspiration for me and guided me with my
project and the documentation.

I am also grateful to all the employees of various vendors, who left no stone unturned
for explaining the details about various processes while I was in the initial phase of the
learning and giving a considerable amount of valuable time.

5
TABLE OF CONTENTS

Title Page no.

Company profile 6
Introduction 7-9
Need of the project 10
Justification data 11-28
Objective 29
Review Of Literature 30-33
Methodology 34-36
Benefits 37-38
Functions and processes in Trackpro 39-54
Future scope 55
Costing of the website 55
Conclusion 56
Bibliography 57

6
 1. INTRODUCTION

Over the past year, the garment industry has been building up on its capacities at
various levels, expanding its product base and incorporating innovative technology.
Indian apparel retail sector is one of the major contributor in the economy’s growth.
With the changing dynamics of doing business in a rapidly changing global
economic scenario, the sector needed to identify scopes for potential business ideas
and overcome.

In any retail apparel industry where trends and product designs change very rapidly, it
becomes very difficult for vendors to keep up with the new product designs and other
information required for producing the product. The need for an effective
communication and information sharing with the buyer is a necessity for producing the
product along with maintaining the lead time.

There are several stages in apparel buying or procurement process that are very
crucial and critical like the sample development process, in which the competency of
any vendor is tested, whether it can produce and manufacture the product as per the
requirement of the buyer. Along with the quality what matters is on time delivery.
Maintaining the lead time and delivering on time is the biggest challenge to any
vendor. It is commonly seen that ineffective and unhealthy information sharing with
the vendor about the product and services leads to manufacturing of a product that is
totally or partially different than originally conceptualized by the buyer. This leads to
wastage of time & resources and further reflects in the delay of season launch and
indirect costs of the organization.

In the apparel industry, the buyers usually communicate with their vendors through e-
mails or telephones which seems to be an unorganized method of communication.
With the advent of mobile smartphones, which opens a whole new world of possibility
with personalized web apps to do all type of work, for they are handy and easy to use,
with required information retrievable just at a few finger tips saving time and effort.

7
This project is all about proper coordination between buyer and vendor, sample
segregation at initial stage and vendor evaluation based on their performance.

Function Need Objective Benefit

Voting of Products unable to To make sample Voting will make
samples attract customer at store. selection process segregation of the
Low sale at initial level approved sample
Reason: more segregated more efficient
Poor to reduce low sale because instead of
design,appeal,quality,etc of products at being selected by
. store. just 2 or 3 persons it
would involve more
persons.
Track No data stored of the To build a tracking It would help in
sampling rejected samples, no procedure for analyzing the
calculation of vendors sample rejection rate of
performance based on development and various samples
quality. No measures calculating vendor wise and rate
taken to reduce sample acceptance and the vendor based on
rejection rate. rejection rate. the quality. If
required measures
could be taken to
reduce rejection rate
with the help of
stored data.
Track Poor coordination Create a It would help in
Production High rate of delayed transparent maintaining the lead
delivery i.e-12% platform to track time through proper
No tracking method the status of the coordination and
available other than tele- production transparent daily
tracking of the

8
 communication and anytime and production. Help rate
email. anywhere. vendor based on
their on-time
delivery.
Comment Use of emails to A common This would reduce
section communicate and platform to the effort of filling up
always needed to fill the provide comment details of the product
details of the product. and suggestions each time sending
Unorganized data as a for products. mails for approval or
form of email. any other thing.
Email and The data will remain
telecommunication with safe in an organized
numerous vendors is a form for future
time taking and hard references.
work.
Vendor No system available to To create a Will help evaluate
Evaluation evaluate vendor based system for key and compare vendor
on their performance, performance based on their
and to compare them. index of vendors sample rejection
based on their rates and on time
performance. delivery rate. Future
forecasting

9
2. NEED FOR THE PROJECT

 Communication gap between the vendor and the buyer leads to poor management of
the ongoing production and improper tracking report, which ultimately leads to an
excessive Lead time and further leads to late arrival of products in the store.
 The current season products gets less time to sell off and is ultimately sold on discount
giving less margin than the planned margin.
 Telecommunication between the buyer and vendor is not so effective and also calling to
numerous vendors and inquiring about the status is time taking and non-efficient
method.
 Using email as a means of communication for follow-up is an inefficient method which
takes a lot of time, and effort and doesn’t always gives you the organized information.
 Absence of such system which could keep a real time tracking status of the ongoing
sample development and regular coordination with the buyer.
 Need of such platforms which could enable the viewing of the samples even outside the
range room, anytime and anywhere.
 No module present to rate any vendor based on their performance which makes difficult
for any buyer especially the new buyer to identify the suitable vendor for particular
product development.
 Selecting non-suitable vendor may lead to loss of time, money and brand image.
 So a platform is needed which provides with the information of vendors key performance
indicator.

10
2.1 OFFICIAL DATA FOR JUSTIFICATION:

The above mail thread is about rejecting the sample and re-submitting the same after required
change

REJECTION RATE

Official data of rejection and approval of the pp sample

Order TK PK
stylecode Place REC DA DT QUALITY BULK PPS FITS
Date DATE
11-Nov- COSTING
SS17RSFLORTEEBG 03-Nov-16
16 ISSUE
11-Nov-
SS17RSALINETUNA 03-Nov-16 MID FEB APPVD
16
11-Nov-
SS17RSOMBRETUOW 03-Nov-16 END FEB
16
11-Nov- apvd on 14-dec.lab dips
SS17RSTIEFRTURD 03-Nov-16 #N/A
16 on before 24 dec
11-Nov-
SS17RSTIEFRTUGR 03-Nov-16 #N/A
16
11-Nov- COSTING
SS17RSTRIBALTWT 03-Nov-16
16 ISSUE

11
 11-Nov- COSTING
SS17RSWOMANTTGY 03-Nov-16
16 ISSUE
11-Nov-
SS17RSCUTSHTPWT 03-Nov-16 28-Feb appvd 21-Dec
16
11-Nov-
SS17RSTASSLTPRD 03-Nov-16 end jan appvd 16 dec appvd 16 dec
16
11-Nov-
SS17RSTASSLTPBK 03-Nov-16 end jan appvd 16 dec appvd 16 dec
16
11-Nov-
SS17RSYOKFLTPRD 03-Nov-16 15-Feb same as sample 21-Dec
16
11-Nov- COSTING
SS17RSMLTRBTEBK 03-Nov-16
16 ISSUE
11-Nov- inhouse by
SS17RSTREMBTPBR 03-Nov-16 MID FEB appvd rej
16 26 dec
11-Nov- inhouse by
SS17RSTRLAYDRBR 03-Nov-16 END FEB appvd appvd
16 26 dec
11-Nov-
SS17RSMAXIDRRD 03-Nov-16 24-Feb same as sample 21-Dec
16
11-Nov- inhouse by
SS17RSBORDRTUCA 03-Nov-16 MID FEB appvd rej
16 26 dec
11-Nov-
SS17RSPRMAXDRBG 03-Nov-16 MID FEB
16
11-Nov-
SS17RSSCALPDRWT 03-Nov-16 10-Feb dis 19-dec 19-Dec
16
11-Nov-
SS17RSSCALOTPMA 03-Nov-16 24-Feb dis 19-dec 19-Dec
16
11-Nov-
SS17RSEMBSHRTBK 03-Nov-16 10-Feb same as sample
16
11-Nov-
SS17RSLACEHSHNA 03-Nov-16 24-Feb same as sample 21-Dec
16
11-Nov-
SS17RSEMBRSHRWT 03-Nov-16 #N/A off white rcvd
16
03-Nov- 11-Nov-
SS17RSEMBRSHRBK #N/A blk disp 17-dec
16 16
11-Nov-
SS17RSLONGSHRBK 03-Nov-16 MID FEB
16
11-Nov- inhouse by
SS17RSPRPALZOBK 03-Nov-16 MID FEB appvd appvd
16 26 dec
11-Nov-
SS17RSSTRTPNTBK 03-Nov-16 25-Jan will dispatch on 18 -dec
16
11-Nov-
SS17RSALOVRTEWT 03-Nov-16 INS 7 FEB
16
11-Nov-
SS17RSTROPCTPWT 03-Nov-16 fab issue
16
11-Nov- Mesh fabric has been
SS17RSMESHTPSK 03-Nov-16 MID FEB
16 processed in embroidery.

12
 Dyed fabric ETA 15th
January. Georgette fabric
inhouse. Fit will be sent for
approval on 13th
December
Mesh fabric has been
processed in embroidery.
11-Nov- Dyed fabric ETA 15th
SS17RSMESHTPPK 03-Nov-16 MID FEB
16 January. Georgette fabric
has been ordered. ETA 8th
January
11-Nov-
SS17RSSCARFTECA 03-Nov-16 INS 10-FEB
16
11-Nov- COSTING
SS17RSPARADSTBG 03-Nov-16
16 ISSUE
11-Nov- rej 16
SS17RSFLRLPTPNA 03-Nov-16 END FEB appvd 16 dec
16 dec
Fabric has been ordered.
ETA 15th January. Fit
11-Nov-
SS17RSOFFSHJSNA 03-Nov-16 MID FEB sample is in making. Will
16
dispatch on 13th
December.
11-Nov-
SS17RSLYRMXDRRB 03-Nov-16 24-Feb print MOQ ISSUE
16
Searching for available
color option. Will update
11-Nov- on Monday 12th
SS17RSCNSLNTUNA 03-Nov-16 MID FEB
16 December. Will submit the
fit sample on 15th
December
11-Nov-
SS17RSEMBSHRGBK 03-Nov-16 10-Feb same as sample 22-Dec
16
11-Nov-
SS17RSEMBSHRGOW 03-Nov-16 10-Feb same as sample 22-Dec
16
03-Nov- 11-Nov-
SS17RSTAPERPTOL #N/A
16 16
03-Nov- 11-Nov-
SS17RSTAPERPTNA 5-Feb
16 16
03-Nov- 11-Nov-
SS17RSLINENPTNA 24-Feb 21-Dec
16 16
11-Nov-
SS17RSLOOSETPPK 03-Nov-16 INS 10-FEB
16
11-Nov-
SS17RSCAPFLTPLB 03-Nov-16 END FEB
16
11-Nov-
SS17RSFLRMXDRLB 03-Nov-16 END FEB
16

13
 11-Nov-
SS17RSKNOTTPOW 03-Nov-16 25-Jan same as sample 21-Dec
16
11-Nov-
SS17RSKNOTTPBL 03-Nov-16 25-Jan same as sample 21-Dec
16
11-Nov-
SS17RSSTRPSINGY 03-Nov-16 end jan
16
11-Nov-
SS17RSDBLYRTPBL 03-Nov-16 15-Feb dis 19-dec 21-Dec
16
11-Nov- qaulity appvd need lighter
SS17RSCLDSHDRLB 03-Nov-16 24-Feb 23-Dec
16 shade
11-Nov- FAB
SS17RSTIEUPPTRO 03-Nov-16
16 ISSUEE
11-Nov- FAB
SS17RSTIEUPPTBK 03-Nov-16
16 ISSUEE
Lab dips and Fit will be
11-Nov-
SS17RSMESHJKTPK 03-Nov-16 MID FEB sent for approval on 13th
16
December
Greigh fabric ready.
11-Nov-
SS17RSMESHJKTOW 03-Nov-16 MID FEB Sending for dyeing. ETA
16
2nd January
11-Nov-
SS17RSNKTIETPOW 03-Nov-16 INS 10-FEB
16
11-Nov-
SS17RSNKTIETPRD 03-Nov-16 INS 10-FEB
16
11-Nov- INS END
SS17RSPLTNKTPOW 03-Nov-16
16 JAN
Fabric has been ordered.
11-Nov- ETA 15th January. Submit
SS17RSTHNTITPOW 03-Nov-16 MID FEB
16 the fit sample on 16th
January
11-Nov- Fabric has been ordered.
SS17RSTHNTITPNA 03-Nov-16 MID FEB
16 ETA 15th January.
11-Nov-
SS17RSFRILLTPOW 03-Nov-16 MID FEB WITH DRISHYA
16
11-Nov-
SS17RSFRILLTPBD 03-Nov-16 MID FEB WITH DRISHYA
16
11-Nov-
SS17RSDBCLRTPBK 03-Nov-16 25-Jan dis 20-dec 20-Dec
16
11-Nov-
SS17RSDBCLRTPOW 03-Nov-16 25-Jan dis 20-dec 20-Dec
16
11-Nov- appvd 14-dec /lab dips
SS17RSCONTTIEBK 03-Nov-16 5-Feb 19-Dec
16 before 24 dec
11-Nov- appvd 14-dec /lab dips
SS17RSCONTTIEDP 03-Nov-16 5-Feb 19-Dec
16 before 24 dec
11-Nov-
SS17RSRUFLETPBK 03-Nov-16 MID FEB APPVD END DEC
16

14
 11-Nov-
SS17RSRUFLETPDP 03-Nov-16 MID FEB APPVD END DEC
16
11-Nov-
SS17RSGATHRTPOL 03-Nov-16 INS 15 FEB
16
11-Nov-
SS17RSGATHRTPOW 03-Nov-16 INS 15 FEB
16
11-Nov- appvd 14-dec /lab dips
SS17RSCOWLTPOW 03-Nov-16 25-Jan
16 before 24 dec
11-Nov- appvd 14-dec /lab dips
SS17RSCOWLTPIG 03-Nov-16 25-Jan
16 before 24 dec
11-Nov-
SS17RSFLRSLTPSD 03-Nov-16 MID FEB WITH DRISHYA
16
11-Nov-
SS17RSFLRSLTPBK 03-Nov-16 MID FEB WITH DRISHYA
16
11-Nov-
SS17RSBASCSHTWT 03-Nov-16 MID FEB appvd
16
11-Nov-
SS17RSBASCSHTNA 03-Nov-16 MID FEB appvd
16
11-Nov-
SS17RSCLRBLTPLB 03-Nov-16 MID FEB APPVD
16
11-Nov-
SS17RSDOBBYTPOW 03-Nov-16 MID FEB
16
11-Nov-
SS17RSDOBBYTPNA 03-Nov-16 MID FEB
16
11-Nov-
SS17RSBLAZERBK 03-Nov-16 end jan appvd
16
11-Nov-
SS17RSBLAZERCH 03-Nov-16 end jan appvd
16
11-Nov-
SS17RSPENCLSKBK 03-Nov-16 end jan appvd
16
11-Nov-
SS17RSPENCLSKCH 03-Nov-16 end jan appvd
16
11-Nov-
SS17RSOMBRMDRBU 03-Nov-16 24-Feb same as sample 22-Dec
16
11-Nov-
SS17RSCRUSHTPIG 03-Nov-16 MID FEB APPVD END DEC
16
11-Nov-
SS17RSSHIRTDRRD 03-Nov-16 fab issue
16
11-Nov-
SS17RSTASHMDRBK 03-Nov-16 24-Feb same as sample 21-Dec
16
11-Nov-
SS17RSFLARETPRD 03-Nov-16 24-Feb sending on 20-dec
16
11-Nov- rayon appvd shiffly by 19
SS17RSCHFLITUIG 03-Nov-16 24-Feb
16 dec

15
 11-Nov-
SS17RSSEQMXDRBG 03-Nov-16 #N/A same as sample 21-Dec
16
11-Nov-
SS17RSSEQMXDRCA 03-Nov-16 #N/A same as sample 21-Dec
16
11-Nov-
SS17RSFLTKNITOW 03-Nov-16 MID FEB
16
11-Nov-
SS17RSSLPKTDRBG 30-Aug-16
16
11-Nov- COSTING
SS17RSFACETEEPH 03-Nov-16
16 ISSUE
11-Nov- COSTING
SS17RSMELTRTEGY 03-Nov-16
16 ISSUE
03-Nov- 11-Nov-
SS17RSLINENPTOW 24-Feb 21-Dec
16 16

According to the data gathered from SS17 Production out of 100 fit samples 20 fit samples got
rejected, 26 still needed approval. Therefore out of 75 fit samples 20 got rejected.

Rejection rate: 20/75= 26%

If we consider that the rest of the samples are approved then: 20/100= 20% rejection rate is still
there.

Spec sheet-1

SHOPPERS STOP
MEASUREMENT CHART
STYLE CODE

BRAND Rocky Star

SAPPHIRE
VENDOR OVERSEAS

SEASON SS 17

COLOR

APPROVAL DATE 27 February 2017

16
 XL XX
M/ L/
Measurement Points in CM. Tol. / L/
39 40
42 44

0.
1 Chest at arm hole (+/-1) 53 Ok 55 5 57 59
2 Waist at 8" Below Armpit (+/-1) 51 Ok 53 Ok 55 57
0.
3 Bottom (+/-1) 53 Ok 55 5 57 59
0.
4 C.B. Length (+/-1) 75 Ok 77 5 79 81
5 Armhole Curved (+/-0.5) 26 -1 27 -1 28 29
6 Bicep 19 0.7 20 1 21 22
7 Shoulder (+/-1) 44 Ok 46 1 48 50
8 Shoulder Forword 0 4 Ok 4 -1 4 4
9 Back yoke Ht. (+/-0.5) 10 Ok 10 Ok 10 10
10 collar length (button to Buttonhole) 0 39 41 2 43 45
4. 4.
11 coller At c.b. 0 4.5 -1 5 -1 5 4.5
12 coller band 0 3 -1 3 Ok 3 3
5. 5.
13 collar Point 0 5.5 -1 5 Ok 5 5.5
Pocket placement from Shoulder 0. 22.
14 Forword (+/-0.5) 19.5 0.5 21 5 22 5
5.
15 Pocket Placement From C.F (+/-0.5) 5.5 Ok 5 Ok 6 6
13.
16 Pocket L 0 13 Ok 13 Ok 14 5
17 Pocket W 0 11.5 Ok 12 Ok 12 12
22 Long Sleeve Length (+/-1) 64 Ok 65 Ok 66 67
23 Cuff Ht. 0 6 Ok 6 Ok 6 6
24 Cuff Opening 0 22 Ok 23 Ok 24 25

17
 0. 14.
25 Neck Width (+/-0.5) 12.5 0.5 13 7 14 6
12.
26 Neck Drop (+/-0.5) 11 0.7 12 Ok 12 5
27 Across Front (+/-0.5) 41 Ok 43 Ok 45 47
0.
28 Across Back (+/-0.5) 43 Ok 45 5 47 49
2. 2.
29 Front Placket Width 0 2.5 0.5 5 1 5 2.5
30 Sleeve Placket Width 0 2 Ok 2 Ok 2 2
Emb Placement from Pocket edge
31 Seam 0 1 1 1 1
Comments:-
Back overlap in sample, required front Overlap Rectify the same.
Poor Buttonhole finish need to improve.
Follow Approved trim Card
Highlighted Specs are Out Of Tolerance Rectify the Same.

Spec sheet - 2

SHOPPERS STOP
MEASUREMENT CHART SLIM FIT
STYLE CODE 8

BRAND ROCKY STAR

SAPPHIRE
VENDOR OVERSEAS

SEASON S16

COLOR CHK

18
APPROVAL DATE 15 November 2016

SAMPLE

S M L XL XXL
Chest 40 42 3/4 44 46 48
42 44 46
Waist 38 1/2 40 1/2 - 1/2
1/2 1/2 1/2
Bottom 40 42 Ok 44 46 48
30 31
Front Length from HPS 29 1/2 30 Ok 31
1/2 1/2
10 11 11
Armhole curved 9 7/8 10 3/8 - 1/4
7/8 3/8 7/8
19 20 21
Shoulder 17 3/4 18 3/4 Ok
3/4 3/4 3/4
Across front at ½ armhole 16 17 Ok 18 19 20
Across back at ½ armhole 17 18 Ok 19 20 21
Shoulder drop 1 1/2 1 1/2 1/4 1 1/2 1 1/2 1 1/2
Placket width 1 1/4 1 1/4 Ok 1 1/4 1 1/4 1 1/4
Collar point 2 2 Ok 2 2 2
Collar height center 1 1/2 1 1/2 Ok 1 1/2 1 1/2 1 1/2
Collar band width 1 1 Ok 1 1 1
16 17
Collar length button to button hole 15 1/2 16 17
1/2 1/2
26 27
Sleeve length 25 1/2 26 Ok 27
1/2 1/2
Bicep 7 1/4 7 5/8 - 1/4 8 8 3/8 8 3/4
Elbow Width 10" Above Incl Cuff 5 7/8 6 1/8 Ok 6 3/8 6 5/8 6 7/8
Cuff open ( closed ) 8 1/2 8 3/4 - 1/4 9 9 1/4 9 1/2
Cuff width 2 1/2 2 1/2 Ok 2 1/2 2 1/2 2 1/2
FrontNeck Drop 3 1/2 3 3/4 1/4 4 4 1/4 4 1/2
Back Neck Drop
Pocket placement From Hps 8 1/2 8 3/4 - 1/2 9 9 1/4 9 1/2
Pocket placement From CF 1 7/8 2 Ok 2 1/8 2 1/4 2 3/8

19
 Pocket Length 5 5 1/4 - 1/2 5 1/4 5 1/2 5 1/2
Pocket Width 4 1/2 4 3/4 - 1/4 4 3/4 5 5
Back yoke Ht 4 4 Ok 4 4 4
Sleeve Placket L x W 6x1 6x1 -1 6x1 6x1 6x1
Comments:-
Neck line should be Smooth and Symmetrical.
SPI should maintain 10 to 12
Wash care, Vendor code and style code Missing.
Take Trim Card Approval Before Proceeding for Bulk.
Branding Missing.
SUBMIT GPT REPORTS.
Running Down stich at collar band strictly Not Accepted.
USE KANSAI for Front placket.
Raw Edges Visible at pocket Opening, Not Accepted.
Main Label to be Stich on Single Layer.

Spec Sheet-3

SHOPPERS STOP
MEASUREMENT CHART
STYLE CODE Denim 27.

FIT SLIM TEPPERED

BRAND ROCKY STAR

SEASON AW 16

VENDOR AK Creation

COLOR

APPROVAL DATE 29 September 2016

20
Measurement point in inch (after wash) 28 30 32 34 36 38
29 31 33 35 37 39
WAIST AT TOP EDGE 1/2 1/2 OK 1/2 1/2 1/2 1/2

HIP 3" UP FM CROTCH 3 Point 39 41 OK 43 45 47 49

22 23 24 25 26 27
THIGH AT CROTCH 1/2 1/2 1/2 1/2 1/2 1/2 1/2
14 15 16
KNEE 14" DOWN FM CROTCH 1/2 15 OK 1/2 16 1/2 17
13 14 15
BOTTOM OPENING 13 1/2 - 1/2 14 1/2 15 1/2
10 10
FRONT RISE INCL WAIST BAND 9 1/4 9 1/2 OK 9 3/4 10 1/4 1/2
14 14 14 15
BACK RISE INCL WAIST BAND 14 1/4 3/4 1/2 3/4 15 1/4

J STITCH LENGTH TO WAIST SEAM 5 5 OK 5 1/2 5 1/2 6 6

ZIPPER LENGTH 4 1/2 4 1/2 OK 5 5 5 1/2 5 1/2

J STITCH WIDTH 1 3/8 1 3/8 OK 1 3/8 1 3/8 1 3/8 1 3/8

-1
INSEAM 33 33 1/2 33 33 33 33

HEM DEPTH 1/2 1/2 OK 1/2 1/2 1/2 1/2

WAIST BAND HEIGHT 1 3/4 1 3/4 OK 1 3/4 1 3/4 1 3/4 1 3/4

LOOP LENGTH 2 1/2 2 1/2 OK 2 1/2 2 1/2 2 1/2 2 1/2

LOOP WIDTH 1/2 1/2 OK 1/2 1/2 1/2 1/2

LOOP QUANTITY 5 5 OK 5 5 5 5

BACK YOKE HEIGHT AT SS TOTAL 1 1/2 1 1/2 OK 1 1/2 1 1/2 1 1/2 1 1/2

BACK YOKE HEIGHT AT CB TOTAL 2 1/2 2 1/2 OK 2 1/2 2 1/2 2 1/2 2 1/2

SIDE SEAM SAFETY STITCH LENGTH 11 11 OK 11 11 11 11

FRONT POCKET LENGTH FM SIDE SEAM 2 3/4 2 3/4 1/4 3 3 3 1/4 3 1/4

FRONT POCKET TOP WIDTH 4 4 1/4 4 1/4 4 1/4 4 1/2 4 1/2

POCKETING LENGTH 10 10 OK 10 10 10 10

BACK POCKET TOP WIDTH

BACK POCKET LENGTH AT CENTER

STITCH ES PER INCHES 8 TO 9

21
 Comments:-

Follow all Detailing as per Orignal Sample.

Wash to be as per Orignal sample.

Take wash approval before Proceed to Bulk.

Pocketing and Waist band trim Found Tint, Strictly not accepted.

Reduce Puckring at Waist Band.

FIT IS APPROVED.For Size 30

APPROVED ONLY FOR SPEC.

The above spec sheets provide various comments which gives us the information
of various kind of defects due to which rejection of samples occurs. From this the
need for generating a report of sample rejection rate based on defect type and
category wise was originated.

2.2 RE-DA (Delivery Authorization)

Following are the official data of late delivery

DA lapsed due to delay in wash approval.

22
The above mail thread says

“For style DNM-202. :- 901 & 912 will be deliver on time. Require RE-DA for 902 & 905
as this location would not be able to deliver the goods on given time due to wrinkle
issue found while inspecting the goods yesterday. Approval for the same has been
received but not possible to deliver in 2 days.

For style DNM-202. :- goods has been delayed in washing due to this won’t be able to
deliver the goods.

Hence requesting you to issue RE-DA as per below to deliver the goods smoothly.”

23
Below is the screenshot of the excel sheet which is used as a P.O tracker and D.A
maintenance.

Below is the screenshot of filtered 2nd D.A

24
Conclusion: On filtering for the 2nd or re-da the records says 444 PO’s out of 3660
were taken for Re-DA. The P.O is from 3rd November,2016 to 23rd march,2017.
Duration: Five months
Therefore delay rate = 444/3660 = 12%
Every time Re-DA is taken a on an average 10-15 days delay occurs.

25
2.3Data collection from store regarding sales:
Low sale
Reason:
The cuff and collar is different. Customer
demands same color fabric for cuff as well as
collar. Therefore cuff should also be white.

Low sale
Reason:
This formal shirt was being rejected by some
customers because it had no pocket.

Low sale
Reason:
This formal shirt had poor quality collar as
well as loose threads which were noticed by
customers.
Creating bad image of brand.

26
Low sale
Reason:
This shirt was being rejected due to odd
pocket.

Low sale
Reason:
This kid swear was rejected because it had
small neck which created problem and the
print was not appealing.

Low sale
Reason:
This print was not appealing to the
customer’s hence very low sale.

27
High sale
Reason:
This top was at very high sale due to its good
print and design.

No sale
Reason:
This kid swear was rejected because it was
very simple according to customers and was
assumed to be of faded color ultimately had
no sale at all.

Low sale
Reason:
This print was not appealing to the
customer’s and the flare design at the bottom
was not liked hence very low sale.

28
3. OBJECTIVE

Web Application Concept For Production Tracking, Sample Segregation And

Vendor Performance Evaluation.

To develop a web based module which could be used:

• To track daily status of production

• To analyze vendor wise prototype sample rejection rate.
• To analyze vendor wise samples acceptance and rejection rate of various sample
defect-wise and category wise.
• To Create centralized data storage for vendor performance evaluation and next
forecasting
• To enhance the segregation process of rejecting the approval samples at the
range presentation by voting method.
• To streamline the production by developing a common platform for information
sharing accessible to both buyer and vendor.
.

The application is focused on having a user friendly front end as well as back end so
that the editing of database and data retrieval could be done easily.

29
 4. REVIEW OF LITERATURE

1. This research paper explains the various causes of excessive lead time and suggests
practical strategies for maintaining it. In order to reduce the lead time one must
understand completely relationship between lead times, flow times, WIP and finished
goods inventories.
In recognition of its strategic importance, lead time reduction has become an important
element of a campaign to increase the competitiveness from the perspective of sales,
shorter lead times:

 Offer the ability to quote faster delivery to customers.

 Lessen the impact of cancelled orders.
 Reduce the need to make forecasts about future demand.
 From the production side, shorter flow times:
 Improve quality management by reducing the opportunity for work to be
damaged and shortening the time between manufacturer and defect
detection.

(Source: Practical strategies for lead time reduction by Wallace J. Hopp. Mark L.
Spearman and D a v i d L. Woodruff; Manufacturing Review vol. 3, No.2, June
1990)

2. The research paper explains that in order to compete successfully in the fiercely
competitive post-MFA global free trade market, the manufacturers must be adequately
equipped with the latest knowledge of scientific management in minimizing lead time
and other management deficiencies. We have to give all out support to this sector and
have to build up the backward linkage industry to reduce the dependence on imported
raw materials and to minimize lead-time. Therefore, we need to find out some

30
alternative supply mechanism to minimize lead-time. Here in this study steps also will
be taken to focus on the lead-time management by presenting some successful and
unsuccessful operations in the lead-time management process. The main purpose is to
analyze the business process of the garment sector to find out its lead time minimization
process. The study has been concluded by the development of a new diagram of
business process with the outcome that the other management process in the supply
chain is an important factor rather than process management in the lead time
minimization Process.
(Source: Lead Time Management in the Garment Sector of Bangladesh: An
Avenues for Survival and Growth by Nuruzzaman and Ahasanul Haque ;
European Journal of Scientific Research ISSN 1450-216X Vol.33 No.4 (2009),
pp.617-629)

3.The research gives an insight of website design usability issues and explains that
unless a web site meets the needs of the intended users it will not meet the needs of th
e organization providing the web site. Web site development should be user‐
centred, evaluating the evolving design against user requirements. The first step is to de
fine the business objectives, the intended context of use and key scenarios of use. This
helps prioritise design and provides a focus for evaluation. The design should take acco
unt of established guidelines for web writing style, navigation and page design. Represe
ntative end users should evaluate the site structure and page design. Management and
maintenance is important to maintain usability.
In short, web sites provide a unique opportunity for inexperienced information providers
to create a new generation of difficult to use systems! Successful web development req
uires the combined skills of domain expertise, HTML, graphic design and web usability.
A web site will not meet the needs of the organisation providing the site unless it meets t
he needs of the intended users, and provides “quality in use”. Incomplete sites are seen
as a sign of
corporate incompetency. To implement a web site which users find effective, efficient an
d satisfying requires a user centred design process.

31
(Source: Usability issues in website design by Nigel Bevan)
4. Reuven Levary and Richard G. Mathieu wrote a research paper on Hybrid retail:
Integration of e-commerce and physical stores. As traditional retail stores implement e-
commerce strategies to compete with pure e-retail companies. Traditional wisdom that
web based retail is a threat to long established retailers. This paper analyses about
various aspects both from the retailer’s point of view as well as customer’s point of
view. After analysing the different aspects they came to a conclusion that hybrid
retailers enjoy several distinct competitive advantages in the marketplace. The
efficiencies offered by the web-based technologies combined with the effectiveness in
customer relationship management offered by physical stores suggest the emergence
of a third generation of retail. These business strategies must take into account the
customer’s satisfaction with the overall purchasing experience and should seek
methods to attract new customers and retain existing customers. Finally businesses
must build a flexible information architecture that facilitates the retailer’s marketing and
supply chain logistics, as well as the actual purchasing process. For hybrid
organisations, this requires a high degree of coordination, as the information
components of physical retail and e-retail must be integrated.

(Source: Hybrid retail: Integration of e-commerce and physical stores Industrial

Management; Sep/Oct 2000)

5. In the research paper „Information sharing in buyer-supplier relationships‟ measured

the intensity and effectiveness of information flows in buyer–supplier relationships and
thus, evaluated the performance in buyer-supplier relationships. The data was drawn
from the case study of a big Italian telecommunication firm who adopted a portal as e-
supply chain solution.
It discusses on establishing how many levels of both customer information and supplier
information the firm uses. In the second section the intensity of direct customer and
supplier demand, scheduling, inventory and capacity information used by the firm was
calculated.

32
It notes through several references that “Information and communication technology
(ICT), and in particular the Internet, have played a fundamental role in helping
companies reach the goals of supply chain integration. The Internet can change the role
and type of relationships between the various players, creating new value networks and
developing new business model. The research uses an empirical formula to devise the
information intensity index of the Italian telecommunication company and concludes that
the information and communication technology indeed could prove to be a handy tool
which could lead to a win-win situation for both buyer and supplier.
The fundamental role of Information and communication technology (ICT) in
establishing supply-chain integration was shown and the added advantages it offers in a
business environment. Portal system features, were analysed to evaluate the intensity
and the effectiveness of information flows in a supply chain.
The evaluation of intensity and effectiveness of information flows was calculated
through the Information Intensity Index.
(Source: Information Sharing In Buyer Supplier Relationships By Pierluigi Rippa )

33
5. METHODOLOGY
Web Application Concept For Production Tracking, Sample Segregation And
Vendor Performance Evaluation.

Identifying the problem

Data Collection from email threads and

excel sheets on sample rejection and
delayed delivery.

Survey at the store on sales of Rocky

star

Web application concept for tracking of the

production,sample segregation and vendor
evaluation.

Designing of the user interface for the

application

Selection of the development platform

Generating and linking database to the

web pages

Dveleopment of the application

Testing of the application and

implementing

34
5.1Gathering data from shoppers stop

 Data was gathered from the shoppers stop database like: product images,
product description, brands, categories, vendor’s lists.
 Data was gathered from excel sheets regarding re-delivery authorizations taken.
 Calendar was studied to know the lead time and various date wise of process pre-
production and post-production.
 Sample rejection rates were studied that came to be 26%.
 Delayed delivery rates were calculated based on data gathered which was 12%
 Data was gathered from shoppers stop store regarding the sales of products to
know the reasons of low sale.

5.2 Designing the layout of different pages of the application

 Layout was designed according to the required features which has to be present
in the application.
 Width and margins of the designs were decided according to the screen resolution.
 Product images were optimized according to the display so that there should be
no stretching or shrinking of the image in the final interface.
 Proper color and design elements were selected to showcase the progress or
status.

5.3 Selection of the development platform

 After designing the layouts for every page, platform was decided for the
development.
 The current w e b developed can be accessed on any online search engines that
is chrome, internet explorer and mobile device.
 Back end: Backend is developed using Strong loop a node JS framework.
 Front end: Angular 4, bootstrap 3
 Database: MongoDb
 Cloud Deployment: Bluemix

35
 5.4 Generating the database and interlinking the web pages

 Once the layout is designed the linking of various pages is done by connecting
various forms and application program interfaces.
 For feeding different data and formats like product description and product
images excel sheet is used.
 Images are hosted on the cloud server (cloudinary.com)
 Once the application is opened, it fetches data from the server and the end-user
can view it at the front end.

5.5 Developing and testing:

 After the web application was developed testing of the application was done both
in computer and mobile to check the resolution, interface and functioning.
 The bugs were found and resolved many times. After successful testing of the
application it was finally implemented.

36
6. BENEFITS OF TRACKPRO

6.1 Advantages Of Web App Over Current System

 Improved workflow and expediting the sample approval process.

 Handy, easily accessible and more effective
 Clarity in comments for vendors or buyers, no sending of mails again and again.
 More accurate data capturing and centralized data can help in vendor evaluation
 Good for no-desk job work. Need not to go to the desk for mailing and other work.
 Can be used by anyone from anywhere anytime to update or view the data.
 Easy management of documents and other information. Eg: One need not to look at
various sources for information related to product, which becomes difficult to locate
at times.
 Faster decision making and clarity of thought. Eg : As soon as vendor receives the
confirmation for sample approval, it can proceed for production operations.

6.2 Benefit due to Vendor performance evaluation

 Vendor with less efficiency, poor quality and poor commitment may lead to huge
loss.
 This would help a buyer to evaluate vendor and compare based on their
performance of sample rejection and delivery analytics. If sample rejection is too
high measures could be taken to control with the help of data stored on defect type
and category.
 Sample rejection rate which is 20% currently if it could even be reduced by 5% then
would definitely save time and money not only to buyer but vendor too.

6.3 Benefit due to production tracking

 Time and quality are the two most important factors in garment industry. It is very
important to deliver on time.
 Consequence of late delivery:

37
 Late production and poor coordination might lead to poor maintenance of lead time
which leads to late delivery of products into the store. Therefor the products get less
time to be sold off as compared to on time delivery which gives less profit.
 Ultimately the time of end of season sale arrives and the current season stocks are
also sometimes kept under sale i.e. under discounts leading to less profit margins.
 So if the lead time failure rate does get reduced even by 3% that is from 12% down
to 9% it would be of great benefit.

6.4 Benefit due to voting:

 Voting will make segregation of the approved sample more efficient because
instead of being selected by just 2 or 3 persons it would involve more persons.
 The extra segregation effort if could be able to remove even 5% samples at early
stage it would benefit a lot in the retail store where products has to face low sale
because they are unable to create an appeal to the customers.
 Therefore creating profit by reducing such kind of products from reaching the store
and giving low sale.
 Gives an option of approving the sample outside the range room also if required
which would help early approval of sample providing more time for production

38
 7. FUNCTIONS AND PROCESSES IN TRACKPRO

The web app is designed particularly for production tracking and voting
samples. It is designed for 2 types of users:

 Buyers
 Vendors

Home Page

1. Home page: This page includes the images of the sample which is still awaited to
be accepted or rejected by the buyer as a sample. This pages is open for all and
doesn’t require any login. The user can vote down for the samples based on their
choice. Each image consist option of i) like ii) dislike and iii) loved.

39
This page is also enabled with search option to filter the images based on their product
code.

Search 1: AW17WTD Search 2: AW17WTD02

The images get added in this page automatically when any buyer adds a sample with
its details. As soon as any sample gets accepted or rejected the images from this page
gets removed automatically. Clicking on the product code leads to new page where
he details of the sample could be viewed. Comment option is also enabled for any
suggestion. For example see below.

40
 Login Page Registration page

2. Log-in page: This page provides with option for logging in to one’s registered
account with their username and password. User can either select buyer or vendor
based on their user type.

3. Registration page: This page provides with the option for registering any user by
providing in the information such as (i) company name, (ii) email id,(iii)required
password, (iv)name and (v)contact number.

4. Once a user has logged-in the following options

are enabled:

Home
Track Sampling
Track Production
Vendor Evaluation
LogOut

41
Vendors track sampling page

5. Track sampling: This page can be viewed and updated by the vendor. This page
shows the details of the sample with its image.

Sample pipeline is also enabled to track down the sample production and their
approval can be made by the buyer. This will help in generating a report of the
vendor’s rejection rate.

How it works:

As soon as any sample is made it can be updated by the vendor with the date of
completion. By clicking on the track tab on the right top corner a new page pops up
which provides the facility of updating.

42
 The pop up page for updating sampling status

6.Update sampling: The page consist of three columns one denotes the name of the
sample type which is non editable.

Second column provides a drop down menu for updating status. It consist of four
option

i) Not Started ii) Done iii) Progress iv) Not Applicable

The third column gets enabled if done or progress option gets selected. If option
done is selected the column gets in filled with the current date automatically.

Not applicable is selected if that particular sample is not being produced. If this gets
selected the particular sample gets deleted from the sampling pipeline automatically.
At the right-bottom of the page are the cancel and save button to save the changes or
cancel it.

Track sampling page: If the sample status is still awaited the sampling progress
tracker and production status is disabled. As soon as it gets accepted the trackers are
enabled.

43
 Track sample page for awaited samples

7. Clicking on the product code leads to sample details page and comment section
where any suggestions or confirmation etc. could be asked by the vendor from buyer
instead of mailing to the person.

Type in the comments and click add to submit the comment.

44
Vendors Track production page below.

Vendors Track production page.

8.Track production: This page enables vendor to update the current status of the
product.

The completed operation is presented in green color with the date of completion on
top of that particular operation.

The operation in progress is indicated by blue color with the amount of progression
which is calculated by the completed number of pieces to the order quantity and is
presented in the form of percentage.

The operation which has not started yet is denoted by grey color.

The link ‘product code’ on the left top leads to product details and comment section
page. The link on right top corner ‘Track’ leads to status updating page.

45
9.Beside track button delivery days can be viewed which is nothing but the lead
time. This is fed in by the buyer as in how many days it would take for the delivery.

Production status updating pop up page

The page consist of three columns one denotes the name of the operation which
is non- editable.

Second provides a drop down menu for updating status. It consist of four option

i) Not Started ii) Done iii) Progress iv) Not Applicable

The third column gets enabled if ii) done or iii) progress option gets selected. If
option done is selected the third column gets in filled with the current date
automatically.

If Progress is selected then the third column will ask for no. of pieces completed to
show the progression. Not applicable is selected if that particular operation is not
being conducted. If this gets selected the particular operation gets deleted from the
Operation pipeline automatically. At the right-bottom of the page are the cancel and
save button to save the changes or cancel it.

46
10.Buyer Track Samples Page:

Track samples Page

This is the track sampling page for buyer with details of the sample and an option to add
sample.

Add new sample Page

47
11. The buyer can add new samples by filling in the following options.

i) Product code
ii) Season
iii) Category
iv) Brand
v) Order quantity
vi) Expected delivery days
vii) Vendor name
viii)Uploading image: Multiple images could be uploaded.

All the fields are mandatory and on filling all the options save button could be used to
save. Initially the status would be awaited and the images will be made available in the
voting section automatically.

12.Buyer can click on the product code on the left to approve or reject that is to
change the status and also enable the comment section in order to communicate for
any changes or suggestions etc.

Sample status updating and comments page

48
 The buyer is provided with three dropdown choice i) Awaited ii) Accepted iii) Rejected

If the selection is accepted the sampling and production tracking pipeline gets
enabled and the images are removed from voting section.

If the selection for status is Rejected then the order quantity is set to zero and images
from voting gets removed with all other tracking getting disabled.

13.Sample approval or rejection by buyer below:

49
The sample page above is generated when vendor updates the sample progress by
inserting the completion date. This page lets buyer decide whether to accept or reject
the sample.

If accepted the progress tracker for that particular sample will remain green and if
rejected it will turn back to grey which would mean that vendor will have to again make
that sample and send for approval. This process goes on until approval.

14.If rejected than a pop-up will come for selecting the reason of rejection based on
defect type.

From this rejection and acceptance criteria report in the vendor evaluation page will be
generated which would contain frequency of sample acceptance and rejection rate of
various samples.

Sample acceptance rejection Rate

25
20
15 9
10 9 4 7 6 4
3
5 9 7 11 8 7 3
5 6 4
0

Accept Rejected

50
Based on defect also rejection rate is generated:

Defect-wise rejection rate

12

10

0
Fabric Garment Accessories and Appearance Measurement Other
formation trims

Category wise rejection rate

Category wise rejection rate

12

10

0
Jeans T-shirt Trousers Shirts jackets Dresses

51
15.Track Production - Buyer

Track production: This page enables vendor to update the current status of the product.

The completed operation is presented in green color with the date of completion on
top of that particular operation.

The operation in progress is indicated by blue color with the amount of progression
which is calculated by the completed number of pieces to the order quantity and is
presented in the form of percentage.

The operation which has not started yet is denoted by grey color.

The link ‘product code’ on the left top leads to product details and comment section
page.

52
16.Vendor Evaluation Page

This page can be viewed by the buyer which is used to generate report based on the
vendor’s performance.

This shows the acceptance and rejection rate of the prototype sample.

53
Rejection rate of various samples and category and defect-wise rejection rate page:

Delivery Analytic Report

54
8.Future Scope:

Forgot password option in the login page

Filter and search options with respect to order no, season, brand and category in the
voting page, sampling page, track production page and vendor evaluation page.

Connecting the database with the merchandise management system (MMS) which is
currently being used by the company.

Uploading of Tec pack and spec sheet by the buyer to be viewed by vendor.

Including Buyer’s manual in the application for referring to everyone when necessary.

9.Cost To Company For Web Development and Maintenance

S.NO. Expense Cost/year (inr)

1 Domain name registration
s 200
2 Web hosting (INR)
7200
3 Web development plus maintenance (1
year) 25000
4 Miscellaneous Charges(2) 4000
Total Estimated Expenses for first year 36400
36400

55
10. Conclusion

• This project will be beneficial to both the company and vendor by maintaining the
lead time with proper coordination and effective skill management.

• Lead time management being a major problem would be reduced to great extent
with this project implemented.

• This project gives the insight to buyer about the status of entire order and with
the help of this buyer can come to conclusion whether shipment will happen on
time or not with respect to which further steps could be taken.

• Enhanced vendor evaluation based on their performance will help in the future
productions.

• Reduced sample rejection will help benefit in terms of overall overhead costs and
improved quality will enhance the brand image.

56
11.Bibliography

http://www.fibre2fashion.com/industry-article/2234/buyer-vendor-relationship-in-apparel-industry

http://www.textiletoday.com.bd/coordination-and-its-importance-for-smoother-order-processing/

http://www.bioelectronix.com/what_is_biometrics.html

https://www.researchgate.net/publication/221057401_MySQL_Database_for_Storage_of_Finge
rprint_Data

http://textilemerchandising.com/how-to-maintain-time-action-tna-plan/

https://en.wikipedia.org/wiki/Shoppers_Stop

https://loopback.io/

http://webuser.bus.umich.edu/whopp/reprints/Practical%20Strategies%20for%20Lead%20Time
%20Reduction.pdf

http://irep.iium.edu.my/11109/1/ahasanul_2.pdf

https://pdfs.semanticscholar.org/5146/8e869d9be0ee40627dafc2648de17103914d.pdf

57