Internship Report

On

Varner’s Business Strategy and effectiveness of Centric PLM

(Product Life Cycle Management)

Submitted By:
Samia Nawshin
Student ID: 6194235051

Supervisor:
Dr. Mohammad Anisur Rahman
Professor

Date of Submission: September 25, 2022

Department of Management Information Systems (MIS) University of

Dhaka
 Internship Report
On

Varner’s Business Strategy and Effectiveness of Centric PLM (Product

Life Cycle Management)

Submitted By:
Samia Nawshin
Student ID: 6194235051

Supervisor:
Dr. Mohammad Anisur Rahman
Professor

This Thesis/ Project Report/ Internship Report Presented to the University of Dhaka in Partial
Fulfillment of the Requirements for the Degree of Master of Business Administration (Evening) from to
the Department of Management Information Systems (MIS)
 Letter of Transmittal

September 25
Dr. Mohammad Anisur Rahman
Professor
Department of Management Information Systems University of Dhaka

Subject: Submission of Internship Report on Varner.

With due respect I am submitting my internship report on the topic “Varner’s Business Strategy and
effectiveness of Centric PLM (Product Life Cycle Management)” as a partial fulfillment of my
MBA (Evening) program. It was undoubtedly an interesting opportunity for me to work on this
assigned topic to enhance my knowledge in the practical field. I would like to thank you for giving me
the opportunity to do the study.
Therefore, I have tried my best to follow your guidelines in every aspect of planning and preparing my
report. I sincerely hope that you will appreciate my effort & I shall be grateful if my report is accepted
for the appropriate purpose.

Yours Sincerely,
Samia Nawshin
ID: 6194235051
35th Batch MBA (Evening) Program
Department of Management Information Systems University of Dhaka

Page | iii
Certificate of the Supervisor

This is to certify that the internship report having title ‘Varner’s Business Strategy and
effectiveness of Centric PLM (Product Life Cycle Management)’ by ‘Samia Nawshin’
ID- 6194235051 has been carried out under my supervision and the student has attended required
number of research meeting with me.

I do hereby approve the formation and content of this internship report which is required for the
partial fulfillment of his Master of Business Administration (Evening) degree majoring in
Management Information Systems (MIS) from our department. She may submit the report for
defense.

(Signature of the Supervisor with Date)

Dr. Mohammad Anisur Rahman
Professor
Department of Management Information Systems (MIS), Faculty of Business Studies,
University of Dhaka.

Page | iv
Acknowledgement:

For the first of all I would like to express my gratefulness to the almighty Allah the Almighty,
without whom we would have nothing. Next, I would like to express my kindness to my beloved
parents whose continuous inspiration encourages me to make the right decisions in life.

I would like to thank my academic supervisor Dr. Mohammad Anisur Rahman, Professor,
Department of Management Information Systems (MIS), Faculty of Business Studies, University
of Dhaka for guiding me and for giving me the opportunity to initiate this report. More
specifically, I would like to thank him for his encouragement, support, understanding, imparting
his time and wisdom.

I would like to thank from the deep of my heart to all my peers at my organization, Varner and to
all the people who were involved both directly and indirectly in the preparation of this report. I
apologize to the people whose names that I have not mentioned in this report but their heartfelt
contribution will always be highly appreciated by me.

At last, but not the least, I would like to convey my warm greetings to the University of Dhaka to
its amazing faculties, personnel and beloved peers for giving me the opportunity to complete my
MBA (Evening) program and give me the scope to gather practical experience and enrich my
knowledge which will truly guide me in my career life.

May Almighty Allah bless us all, Ameen.

Samia Nawshin
ID: 6194235051
Batch No: 35th Program: MBA
MIS, Faculty of Business Studies University of Dhaka

Page | v
Executive Summary:

One of the top textile retailers in Scandinavia is Varner. This family-run company, which is
based in Oslo, Norway, has been in operation since Frank Varner established his first clothing
store there in 1962. Varner is a market leader in the Scandinavian clothing sector with 12,000
employees and 1500 outlets spread over Norway, Sweden, Finland, Denmark, Iceland, Poland,
Germany, and Austria. Varner has a "shared service" approach to organizational structure: all 10
ideas utilize a single sizable distribution facility in Vänersborg, Sweden, and share common
support infrastructures and resources, such as the IT department. Additionally, production is
shared, and Varner has a broad network of over 220 suppliers that spans 500 companies
worldwide.

Varner has chosen a new product lifecycle management (PLM) platform because of all the
difficulties to speed up the product development process and keep up with trends. Varner sought
to ease the burden on current IT systems and keep up with upcoming retail trends despite its
rapid development and innovative ideas.

To streamline product creation and make it simple to adjust to the swift retailing trends, Centric's
Product Lifecycle Management (PLM) and applies the software across the ten concepts. Varner
believes that since deploying the PLM solution, it has gained a comprehensive understanding of
all its product lines, which allows it to make decisions that will increase profits for the product
lines and cut lead times with suppliers.

This report is based on finding out the effectiveness of PLM solutions at Varner. The overall
objective to complete internship from Varner is analysis the business strategies with Centric
PLM. This must be done with a view to forecasting the firm's future prospective. At the end part
of the report, I have stated some recommendations, which will be helpful to recover all the
weaknesses.

Page | vi
 Table of Contents
CHAPTER – ONE ................................................................................................................................... 1

Introduction .............................................................................................................................................. 1

1. INTRODUCTION: ............................................................................................................................ 1

1.2 Objective of the Report .................................................................................................................... 2

1.2.1 Broad Objectives:...................................................................................................................... 2

1.2.2 Specific Objectives: .................................................................................................................. 2

1.3 Methodology .................................................................................................................................... 3

1.3.1.1 Primary Sources: ......................................................................................................................... 3

1.3.1.2 Secondary Sources: ................................................................................................................ 4

1.3.2 Data Analysis ................................................................................................................................ 5

1.4 Scope of the Study ........................................................................................................................... 5

1.5 Limitations ....................................................................................................................................... 5

CHAPTER – TWO .................................................................................................................................. 6

Organizational Overview ........................................................................................................................ 6

2.1 History.............................................................................................................................................. 7

2.2 Values .............................................................................................................................................. 8

2.3 Corporate Information ..................................................................................................................... 8

2.4 Departments of Varner (BD office) ................................................................................................. 9

CHAPTER – THREE ............................................................................................................................ 12

Literature Review .................................................................................................................................. 12

3.1 Product Life Cycle Management (PLM) ....................................................................................... 13

3.2 PLM Software ................................................................................................................................ 13

Page | vii
 3.3 Stages of Product Life Cycle Management ................................................................................... 14

3.3.1 Introduction ............................................................................................................................. 14

3.3.2 Growth .................................................................................................................................... 15

3.3.3 Maturity................................................................................................................................... 16

3.3.4 Decline .................................................................................................................................... 16

3.4 Integrating PLM System with the rest of the Business .................................................................. 16

3.5 Centric PLM................................................................................................................................... 17

3.6 Business Strategy and Types ......................................................................................................... 18

3.6.1 Corporate Strategy .................................................................................................................. 18

3.6.2 Competitive Strategy .............................................................................................................. 18

3.6.3 Functional Strategy ................................................................................................................. 19

3.6.4 Operating Strategy .................................................................................................................. 19

CHAPTER – FOUR............................................................................................................................... 20

Finding and Analysis ............................................................................................................................. 20

4.1 PLM for Apparel Industry ............................................................................................................. 21

4.2 Implementation of PLM in Apparel industry................................................................................. 22

4.3 Modules of Centric PLM ............................................................................................................... 23

4.4 Sample Stages of a Product............................................................................................................ 25

4.5 Other related stages to Develop a Product ..................................................................................... 25

4.6 Demonstration of a product Development ..................................................................................... 26

4.7 Innovative Features Does Centric PLM especially for Manufacturer ........................................... 33

Page | viii
CHAPTER – FIVE ................................................................................................................................ 37

Conclusion and Recommendation ........................................................................................................ 37

5.1 Conclusion ..................................................................................................................................... 38

5.2 PLM Solution Necessary for the Manufacturing, Fashion and Retail Industries .......................... 39

5.3 Benefits of Using PLM for Apparel Industry ................................................................................ 40

5.4 Benefits that Centric PLM Bring to Varner ................................................................................... 41

5.5 Main strength of Centric PLM ....................................................................................................... 42

REFERENCES................................................................................................................................... 43

Page | ix
 List of Figure

CHAPTER TWO

Fig 3.1 Product Life Cycle Management………………………………………………………...13

Fig 3.2 Product Life Cycle Stages……………………………………………………………….15
Fig 3.3 Connection PLM System aspects of a business………………………………………....17

CHAPTER FOUR

Fig 4. 1 Main Dashboard of Centric PLM (Mystyle) ................................................................... 26

Fig 4. 2 Properties of a style ......................................................................................................... 27
Fig 4. 3 Colorway of Style ............................................................................................................ 27
Fig 4. 4 Creating a Size-Chart....................................................................................................... 28
Fig 4. 5 Size-chart of a style ......................................................................................................... 28
Fig 4. 6 Dimension Gallery of the style ........................................................................................ 29
Fig 4. 7 All Documents of the style .............................................................................................. 30
Fig 4. 8 Creating Review Comments ............................................................................................ 31
Fig 4. 9 Using template to create a review comment .................................................................... 31
Fig 4. 10 Creating a summary comment by merging all necessary information .......................... 32
Fig 4. 11 BOM of a Style .............................................................................................................. 33
Fig 4. 12 Data Pack update at Centric PLM ................................................................................. 34
Fig 4. 13 All color way demonstration of a Style ......................................................................... 35
Fig 4. 14 AI Image Update at Centric PLM (for detailing design/color/construction)................. 36

List of Table
CHAPTER THREE

Table- 2.1 Overview of Varner…………………………………………………………………..8

Page | x
CHAPTER – ONE

Introduction

Page | 1
1. INTRODUCTION:

The fashion business is more competitive and dynamic than ever. Companies are under tremendous
pressure to introduce interesting items to consumers faster than ever since doing otherwise might have a
significant negative impact on their financial line.
The lifespan of a product begins with the conception of the idea, continues through design, production,
maintenance, and service, and concludes with product disposal.
Product Lifecycle Management is referred to as PLM. It all comes down to controlling a product's complete
lifespan.

PLM for the garment sector entails controlling a fashion product's lifecycle from the time it is first
imagined until it is eventually decommissioned or disposed of. PLM makes sure that every member of the
fashion organization's team can collaborate successfully from planning to finalizing the process.
Product Lifecycle Management, or PLM, is the center that connects all of the teams involved in product
development—creative, technical, sourcing, manufacturing, sales, merchandise planning, and retail—in
order to swiftly bring the greatest goods to market.

One of the top textile firms in Scandinavia, Varner, has chosen Centric PLM (product lifecycle
management) to support its expansion plans throughout Europe.

Product Lifecycle Management (PLM) software from Centric Software is designed primarily for businesses
in the apparel, footwear, retail, outdoor, consumer goods, home furnishings, and manufacturing industries.
Centric PLM promotes cross-departmental cooperation and supply chain orchestration, which accelerates
time to market, lowers costs, boosts product innovation, boosts product quality, and makes employees
happy. Centric PLM offers a single, useful source of the truth.

Page | 1
1.1 Origin of the Report
Only theoretical knowledge cannot make a person perfect enough to apply those in real life. Therefore, the
practical part of learning process is an important issue in any learning procedure. So, this truth is applied to
the case of Varner in light with the theoretical knowledge of MBA program, it enables one to explore
interesting facts regarding its loan sanctions. However, the main objective of this study is Varner’s business
strategy with PLM.

This study is prepared as an integral part of the completion of MBA program from Department of
Management Information System, University of Dhaka and basically this study is conducted to see how
VARNER drives global business strategy with PLM (product Life cycle Management) Besides this, useful
of PLM software in Varner have been drawn in this report so as to generate an overall scenario of the
organization.

1.2 Objective of the Report

This report is prepared for taking under consideration of the Broad objective and specific objectives, these
are as follows:

1.2.1 Broad Objectives:

To identify Varner’s Business Strategy and effectiveness of Centric PLM (Product Life Cycle
Management).

1.2.2 Specific Objectives:

• To find the necessity of PLM solution for the Manufacturing, Fashion and Retail Industries
• To identify the opportunities of using centric PLM.
• To know the benefits, strength of centric PLM in Varner’s Business Strategy
• To know the main strength and working way of Centric PLM.

Page | 2
1.3 Methodology
The main part of this study is methodology. It is created in a way that conforms to the object of this study.
The original sources as well as the secondary sources were all used to get the data for this study.

1.3.1 Data Collection Process

Data collection is the process of obtaining and analyzing information on certain variables in a
predetermined, methodical way so that one may subsequently analyze results and respond to relevant
queries. For this study, data was gathered using two different methods.

1.3.1.1 Primary Sources:

A lot of the required information comes from primary sources. These sources are:
Face to face discussion with executives & officers of Varner.
❖ Merchandisers of Varner.
❖ Practical working experiences.

For my report, I reviewed primary materials using the following techniques:

➢ Direct observation during the internship period

Instead of asking for information, observation is the process of identifying and noting individuals, things,
and happenings. Informal observations take the bias and response effect out of the study process.

➢ Face to Face Talk

Varner's research area being constrained, it was agreed that information would be gathered through direct
face-to-face interactions. There were in-person conversations with employee as well as the country
manager and head of the merchandising department. They have all been very helpful to me in my quest to
learn more about PLM Service.

Page | 3
➢ Practical Deskwork
I have worked at many desks while employed at Varner. I gathered the information I needed to complete
the report while working for the company. Also work with PLM software. Have tried to give a
demonstration of the centric PLM how it works.

➢ Take Expert Opinion from Concerned Officials

Everyone assisted me with both desk work and my internship report during my internship. The report could
not have been finished without their support. They gave me a lot of information about their goods and
features, which was quite helpful.

➢ Informal Conversation with the Clients

To elicit my desired response, I would occasionally get inattentive during a chat with the customer. The
clients are always cordial and give me their thoughts.
In the conclusion, I can conclude that keeping a regular diary and attending training sessions during my
internship term greatly aided me in gathering primary information.

1.3.1.2 Secondary Sources:

This report was also created using secondary data. Data were gathered from published sources such as
❖ Internal Brochures
❖ Books of PLM & related documents.
❖ Internet
❖ Relevant books, Manuals and Journals.
❖ Varner’ website
To gain the necessary information, a rigorous approach to critical work was needed. In order to learn more
about the company, relevant information has been analyzed, including internal papers, books, reports, etc.
In addition to being a wealth of information, "the internet" has also played a significant role in helping
students learn how to complete the final report and the weekly diaries.

Page | 4
1.3.2 Data Analysis

Data have been analyzed into different ways-

• Descriptive analysis by using PLM software.

• Assessment from all data have gather from working there.

1.4 Scope of the Study

By this study, we can demonstrate how to implement PLM (Product Life Cycle Management) into Varner's
company strategy in a realistic and meaningful way. The report has the opportunity to do an actual study.
The purpose of the study is to identify Varner's issues so that they might perhaps take corrective action now
and in the future. Additionally, this education will be beneficial for the advancement of my future job.

1.5 Limitations
This study's primary weakness is the amount of data it gathered because many important and pertinent facts
were withheld because of confidentiality agreements. The information that was able to be revealed by the
employers to the esteemed intern was used to develop this study.

This study also has the drawback of using cross-sectional data that was gathered.

There is a time constraint during its study period.

Page | 5
 CHAPTER – TWO

Organizational Overview

Page | 6
2.1 History

One of Scandinavia's biggest fashion retailers is VARNER. They have 1,200 physical stores in Norway,
Sweden, Finland, Iceland, and Denmark, 6 online sites, and over 8,500 employees in total.
They are a privately held Norwegian business with NOK 11 billion in revenue for the previous year.

Through their cutting-edge omnichannel shopping approach, the have produced a completely seamless
experience for the consumer by fusing the best of the online and offline worlds.
When Frank Varner built his first store in 1962, he created Varner-Gruppen. He started the Dressmann
chain five years later. With the concept of Carlings, the firm entered the women's apparel market in 1985.
Following this, Cubus (1989), Bik Bok (1991), and Vivikes were purchased (1994). Varner saw an average
retail expansion of roughly 80 outlets during the end of the 2000s. Since then, Frank Varner's children
Marius Varner, Petter Varner, and Joakim Varner have taken over the business. The business is unlisted and
privately held.

Varner has expanded internationally along with the constant opening of new chains and outlets. Varner has
representation in 8 nations as of 2015. In countries other than Norway, Sweden and Finland have the
greatest markets.

a. Vision of the company:

We will strive to be at the forefront of the ever-changing business opportunities of our industry.

b. Mission of the company:

By combining the best of online and offline worlds, we are creating a truly seamless experience for the
consumer through our innovative omni channel retailing strategy.

Page | 7
2.2 Values
-Business minded
-Passion
-Make it easy
-Friendship
-Happiness
-Responsible

Wherever you work in Varner, the culture is extremely essential. At Varner, they put our customers and
shops first and work hard to make sure that everyone enjoys coming into the office every day.

2.3 Corporate Information

Name of the Company VARNER Gruppen
Type Varner is one of the largest fashion retailers in Northern Europe
Founded 1962
Founder Frank Varner
Owner Turid Varner; Marius Varner; Petter Varner; Joakim Varner
Concept Cubus, Dressmann, Dressmann XL, Bik Bok, Carlings, Volt, Junkyard
Headquarter Nesøyveien 4, Slependen, Oslo, Norway
Physical store and 1200 physical (Norway, Sweden, Finland, Iceland and Denmark )
Online store 6 Online
Production Countries Bangladesh (production volume 49%), Canada, Vietnam, China, Turkey,
India, Pakistan, Italy, Portugal, Serbia, Poland, and Sweden.
No. of employee 8978
Sales Turnover NOK 9.4B (2021)
Email www.varner.com

Table- 2.1 Overview of Varner

Page | 8
2.4 Departments of Varner (BD office)

1. HR/Admin
2. CSR
3. QA (Quality Assurance)
4. QC (Quality Control)
5. GT (Garment Technician)
6. Business Team/ Merchandising Team
- Knit Team
- Woven Team
7. IT

☐ HR/ Admin
The HR & Administrative Officer department oversees handling employee data processing, revising
corporate rules with employment. Maintain personnel records, add new information, and change
information about former employees in internal HR systems. Update, review, and amend the company's
policies.

Create a variety of HR documents, such as new hire manuals, employment agreements, pay scale listings,
and more. Establish communication between the departments and headquarters to coordinate any trip
arrangements and handle expenditure reports. By giving the payroll department up-to-date information on
every employee, including sick days, leaves of absence, overtime hours, work schedules, and more, you
may assist them. liable for the smooth execution of all HR procedures.

☐ CSR
CSR aims to integrate economically beneficial services and activities into an organization's business
strategy and culture. It unambiguously means that community-based businesses must promote social,
economic, and environmental progress that benefits society.

Page | 9
The government closely monitors the CSR component of businesses since it necessitates the involvement of
the private sector in order to benefit the poorer section of society and safeguard the environment.

Evaluation of suppliers, internal and external audits, supplier selection, and maintaining communication
with Bangladeshi stakeholders who need to be informed. Update on local events (law adjustment and
changes, industry happenings, and any movement relevant to supply chain and CSR field). Additionally
accountable for supplier growth, training, and sourcing.

☐ QA
Quality Assurance (QA) is the systematic monitoring and evaluation of the numerous parts of a project,
service, or facility to increase the likelihood that the production process is meeting standards of quality. The
creation of high-quality products cannot be assured with full certainty by quality assurance.

Make sure the items adhere to the standards and regulations established by the business. Work closely with
the team to monitor and manage eco-label certifications, guarantee thorough product testing, and establish
and execute a strategy to increase quality standards inside the organization. Participate in and assume
responsibility for the business' environment work as well.
Risk analysis whenever a crucial order is issued. Help QC, the merchandising team, and HQ with the claim
issue. assistance with testing-related third-party tasks.

☐ QC
With the help of the business team, frequent product quality inspection, the application of quality
procedures, and train suppliers, give a proper solution while issues arise regarding quality, bulk production
quality will be maintained and ensured. Evaluation of the supplier, annual inspection reports, upkeep of
formats, documentation, and supplier guidance.

☐ GT
Responsible for communicating with HQ about product style, fit, pattern, and CAD work. Develop a great
fit style by assisting the merchant team and training the supplier.

Page | 10
Selecting fabrics and designs for garments, modifying designs with computer software, or working with
designers to achieve this, asking pattern makers to update patterns, and all with approval from headquarters.

☐ Business Team/ Merchandising Team:

Buyers and manufacturers are connected through a business team, or merchant team. Foreign customers are
no longer very interested in speaking with clothing manufacturers directly. Contact a factory-nominated
agency as a liaison office because this process is convoluted and drawn out.
The business team is in charge of boosting sales, increasing orders, and keeping track of everything from
product creation to shipping.

In a word, buying house is a marketing agent. They have to do bunch of works to chase buyers command to
get order. Main task of buying team is to get order with good quality and standard price, collection by
presenting several kinds of lucrative samples, look after sample development by following buyers
command and send for sample approvals. Besides this, they have to search local garment manufacturers,
look after product quality according to buyer’s guideline, coordinate with buyers required delivery date and
race to keep garment manufacturers production schedule etc.

☐ IT
An essential function for the business is played by the IT department. In other instances, a corporation
might just have one IT specialist. The IT department is in charge of administration, setting up new software
or hardware, and looking for and buying IT supplies. Participate in the administration of IT inventory
assets, help with digital asset backup and recovery, troubleshoot network issues, create work logs, process
paperwork, configure phone systems, and construct corporate websites, among other things.

Page | 11
CHAPTER – THREE

Literature Review

Page | 12
3.1 Product Life Cycle Management (PLM)
Product lifecycle management is the process of managing the entire lifecycle of a product from its
conception, through design and manufacture, to service, and disposal. PLM integrates people, data,
processes, and business systems and provides a product information backbone for companies and their
extended enterprise. It can be represented as shown below. (Javvadi, 2015)

Fig 3. 1 Product Life Cycle Management

3.2 PLM Software

PLM software is a solution that manages all of the information and processes at every step of a product or
service lifecycle across globalized supply chains. This includes the data from items, parts, products,
documents, requirements, engineering change orders, and quality workflows.
Today, supply chains have become more global and businesses are shifting their operating models. For
example, many companies are using embedded software services, such as product-as-a-service (PaaS) to

Page | 13
 sell new products or services. As a result, these organizations are discovering that they need a cloud-based
PLM software that is ready to help them be adaptable and responsive. (What is PLM?, n.d.)

3.3 Stages of Product Life Cycle Management

The product life cycle is a pattern of sales and profits over time for a product (Ivory dishwashing liquid) or
a product category (liquid detergents). As the product moves through the stages of the life cycle, the firm
must keep revising the marketing mix to stay competitive and meet the needs of target customers. (Gitman,
McDaniel, & Shah, 2018)

The product life cycle consists of 4 stages:

• Introduction
• Growth
• Maturity
• Decline

3.3.1 Introduction
When a product enters the life cycle, it faces many obstacles. Although competition may be light,
the introductory stage usually features frequent product modifications, limited distribution, and heavy
promotion. The failure rate is high. Production and marketing costs are also high, and sales volume is low.
Hence, profits are usually small or negative. (Gitman, McDaniel, & Shah, 2018)

Page | 14
 Fig 3. 2 Product Life Cycle Stages

3.3.2 Growth
If a product survives the introductory stage, it advances to the growth stage of the life cycle. In this stage,
sales grow at an increasing rate, profits are healthy, and many competitors enter the market. Large
companies may start to acquire small pioneering firms that have reached this stage. Emphasis switches
from primary demand promotion to aggressive brand advertising and communicating the differences
between brands. For example, the goal changes from convincing people to buy flat-screen TVs to
convincing them to buy Sony versus Panasonic or Sharp. (Gitman, McDaniel, & Shah, 2018)

Distribution becomes a major key to success during the growth stage, as well as in later stages.
Manufacturers scramble to acquire dealers and distributors and to build long-term relationships. Without
adequate distribution, it is impossible to establish a strong market position. (Gitman, McDaniel, & Shah,
2018)

Toward the end of the growth phase, prices normally begin falling, and profits peak. Price reductions result
from increased competition and from cost reductions from producing larger quantities of items (economies
of scale). Also, most firms have recovered their development costs by now, and their priority is in
increasing or retaining market share and enhancing profits. (Gitman, McDaniel, & Shah, 2018)

Page | 15
3.3.3 Maturity
After the growth stage, sales continue to mount—but at a decreasing rate. This is the maturity stage. Most
products that have been on the market for a long time are in this stage. Thus, most marketing strategies are
designed for mature products. One such strategy is to bring out several variations of a basic product (line
extension). Kool-Aid, for instance, was originally offered in six flavors. Today there are more than 50, as
well as sweetened and unsweetened varieties. (Gitman, McDaniel, & Shah, 2018)

3.3.4 Decline
When sales and profits fall, the product has reached the decline stage. The rate of decline is governed by
two factors: the rate of change in consumer tastes and the rate at which new products enter the
market. Sony VCRs are an example of a product in the decline stage. The demand for VCRs has now been
surpassed by the demand for DVDs and online streaming of content. Sometimes companies can improve a
product by implementing changes to the product, such as new ingredients or new services. If the changes
are accepted by customers, it can lead to a product moving out of the decline stage and back into the
introduction stage. (Gitman, McDaniel, & Shah, 2018)
Decline because of due reason-
• Technology advancement
• Product innovation from around the world
• Shifts in consumer behavior and views among younger generations
• Planned obsolescence to encourage customers to purchase newer models as replacements. The
morality of this strategy and its effects on the environment are hotly contested
(Gitman, McDaniel, & Shah, 2018)

3.4 Integrating PLM System with the rest of the Business

“Integrating PLM System with the rest of the Business the PLM system plays a central part in the IT
infrastructure of an industrial enterprise. When the first PLM system is brought into use in a company, it
does not usually replace any specific old system but brings new surplus value to the infrastructure. This
value is increased by the new properties and possibilities brought by PLM, which allows many old manual
processes to be converted into electronic processes. (Saaksvuori & Immonen, 2004)

Page | 16
A reasonable objective is that information should always be updated in one place. Other systems can read
information directly from the PLM databases, and if necessary, the required information can be replicated
on the databases of other systems. PLM and other systems, the following different systems - among other
things- must be taken into consideration. (Saaksvuori & Immonen, 2004)

Overall, the product life-cycle was better managed and many core business processes were improved after
the implementation of PLM systems. (Brandao & Wynn, 2008)

Fig 3. 3 Connection PLM System aspects of a business

3.5 Centric PLM

Centric Manufacturing PLM provides design, marketing and sourcing teams who are involved in a
product’s lifecycle with access to a single source of truth about the product. This means better
communication with customers, reduced errors and faster production timelines, while creating a centralized
hub for collaboration and idea sharing. (What is Centric PLM, n.d.)

Centric Manufacturing PLM thus drives long-term strategic advantages such as faster time to market and
greater business agility. Manufacturers who choose Centric Manufacturing PLM are now better positioned
to react swiftly and nimbly to market shifts while managing every aspect of a product’s R&D, costing and
sampling processes at their fingertips. (What is Centric PLM, n.d.)

Page | 17
3.6 Business Strategy and Types
Business strategy is a clear set of plans, actions and goals that outlines how a business will compete in a
particular market, or markets, with a product or number of products or services. (What is Business Strategy,
2021)

A company's structure, strengths, and limitations, as well as the market, competitors, and business climate,
must all be considered while developing a business strategy. Additionally, it must be adaptable to change.
Therefore, developing a corporate strategy demands excellent strategic planning and business analytical
abilities, as well as an in-depth knowledge of key departments like marketing, sales, and distribution.
There are four types of business strategy. (Gordon, 2022)

3.6.1 Corporate Strategy

A corporate-level strategy, often referred to an organizational-level strategy, focuses on vision, mission,
values, or purpose of the organization.
It often relates to the company’s core value proposition and objectives that it hopes to achieve in doing so.
It may also regard what the company stands for and how it will be perceived by stakeholders and third
parties. (Gordon, 2022)

3.6.2 Competitive Strategy

A competitive strategy, often referred to as a business-level strategy, focuses on how a business unit will
compete against competitors within the market.
Implementing a business unit’s competitive strategy should further the organization-level strategy.
The primary understanding of competitive strategies comes from Michael Porter’s Generic Strategies,
which include:
- Cost-Based Strategy,
- Differentiation Strategy, and
- Focus (Niche) Strategy.
The objective of competitive strategy is to create a sustainable competitive advantage. (Gordon, 2022)

Page | 18
3.6.3 Functional Strategy
A functional strategy concerns how a functional division of a company will achieve its objectives. Carrying
out a functional strategy is in support of a business unit’s competitive strategy through maximizing resource
productivity. It focuses on developing competence in pursuit of a competitive advantage. Major functional
areas include marketing, accounting, finance, operations), Research and Development, and Human
Resources. (Gordon, 2022)

Three factors characterize the formulation of functional-level strategies:

- Short-term nature of the objectives,
- How specific are the objectives, and
- Extent of involvement of managers.
The functional strategy will revolve around key individuals in the functional area and focus on key
operational aspects in the value chain, such as productivity, pricing, logistics, cost-effectiveness, efficiency,
product design, product branding and image, product-life cycle, etc. (Gordon, 2022)

3.6.4 Operating Strategy

While often included within a functional strategy, an operating strategy is concerned with how the
component parts (operating divisions) of an organization deliver effectively the corporate, business and
functional -level strategies in terms of resources, processes and people. They are at departmental level and
set periodic short-term targets for accomplishment. (Gordon, 2022)

Page | 19
CHAPTER – FOUR

Finding and Analysis

Page | 20
4.1 PLM for Apparel Industry
By implement PLM in the garment sector; the complete team in charge of overseeing the product's
development would collaborate on every aspect of the project.

All team members can access it simultaneously because it is made utilizing software. Additionally, it is
accessible from anywhere.
The team's members can be spread out throughout the country and still collaborate on the same project. The
software makes it simple to combine all of their efforts. The major benefit of PLM in the garment sector is
this.

For instance, a fashion manufacturer may be developing a brand-new gown design. The program would be
used by every team member engaged in this project.
All of them would have access to the program and could log in to get to work. They will be able to do a lot
using the PLM tool. This comprises:

• Creation of a style by the PLM tool. All members would have access to the plan for that style
and so that all related activities to be done.

• All members will be able to view the files they work on since they will be checked into the PLM
tool. The access privileges may be managed such that the majority of users can only view it and
that only those with permission can make changes.

• The design process may be carried out using PLM-integrated software. The PLM tool will be
used to store the designs.

• Team members from different departments are welcome to offer their opinions on the design.
This will facilitate gathering thorough input on the design.

• The designers are free to make as many modifications as they like to the design, and everything
will be updated for everyone to view.

Page | 21
 • The client representative has access to the PLM when projects are completed for a specific client
and is able to comment on the design.

• When a tool is utilized for the PLM, making changes and going back to previous versions would
be simple.

• All team members would be informed whenever the designs were completed, and they would
then be allowed to work on the most recent concepts.

• The manufacturing team may immediately use the designs from the tool and go to work.

• Modifications to designs, specifications, and plans may be made at any time with ease, and since
everyone will have access to the most recent files, there won't be any confusion.

• PLM would handle problems post-production and distribution, as well as the complete post-
manufacture process. This would continue up until the project's conclusion, at which point the
product would be finally retired and disposed of.

4.2 Implementation of PLM in Apparel industry

The first step in implementing PLM for an apparel firm is choosing a software platform that can assist in
managing the whole product life cycle.

A vendor must be chosen before a software tool may be implemented. It's crucial to choose the provider
that will offer the PLM software. When choosing a vendor, it is important to make sure that they have a
solid reputation in the industry and offer user training.

PLM for the garment sector is advantageous for the fashion business. They experience a shorter lifespan,
lower expenses, and higher sales. Better procedures also enable businesses to earn a profit.
And lastly, but most critically, the largest advantage would be an increase in consumer satisfaction.

Page | 22
4.3 Modules of Centric PLM
The administration of the full product lifecycle, from planning to sales, is covered by the Centric PLM
platform. Its eight business modules promote information exchange, teamwork, and process improvement
while satisfying the fundamental management requirements of accuracy and speed that characterize the
fashion and retail sectors.

PLM Suite
The integrated modules of Centric PLM are the digital building blocks that promote efficiency and manage
complexity to shorten lead times, save costs, and improve communications so you can maintain and
increase your competitiveness.

Product Specification:
Import tech pack data without any difficulties like pricing, BOMs, pattern files, marker files, and entering
technical elements like construction, packing, and labeling.

Materials Management:
Track the use of materials across product lines, collections, and seasons by centralizing the material
libraries. To ensure quality, delivery, and margins, BOMs may be easily updated.

Calendar Management:
Utilize calendars for forward or backward planning to define and monitor activities throughout the pre-
production phase. Managers may monitor job execution, address bottlenecks, assure deadline awareness,
and achieve all production deadlines.
Quality Management:
Establish uniform test guidelines to speed up quality control and enable tracking of safety and compliance.

Materials Sourcing:
Allowing team members to assess providers, manage hundreds of supplier offers, and monitor performance,
status, and issues can simplify difficult sourcing.

Page | 23
Merchandise Planning:
Use financial planning tools to project and "sandbox" goal margins and actual margins in reaction to
decisions to align product plans with reality. To plan production resources, gain visibility into high-level
capacity planning based on Standard Minute Value (SMV)/Standard Hour Value (SMH).

Process Management:
By designing a process, associating that process to an item using Centric PLM, and having users or the
system automatically alert the proper team members to progress through various development processes,
you can manage workload and enhance productivity, responsiveness, and transparency.

Collection Management:
Create collection books and catalogues that can be dynamically updated and include goods that are
currently in production.

Final Inspection:
As quality assessment criteria are connected to original product specifications, maintain product quality by
satisfying approved quality standards and evaluation points for consumers on a per-product basis.

Page | 24
4.4 Sample Stages of a Product
In Garment sector; from develop to shipment there are several stages. The following sample stages of a
product are:

Development/Inspiration Sample

Fit Sample

Size-set Sample

PP Sample

Shipment Sample

4.5 Other related stages to Develop a Product

There are some other subsidiary stages to Develop a product. All leads to develop a product during
development stage

Fabric Quality Lab Dip Trims/ Print/ Bulk Dye Lot

Selection (For choose color) Embellishment

After getting all above approval a sample is

ready for bulk production

Page | 25
4.6 Demonstration of a product Development
To develop a product all departments buyer, designer, merchandiser, GT, QA, QC, CSR all do their
relevant work from the starting to develop a product to shipment.

When buyer and designer want to develop a product they create a style by giving them a name. This is the
main dashboard of the centric PLM. By searching by that specific style name, we can see how a product
developed and keep record in PLM.

Fig 4. 1 Main Dashboard of Centric PLM (Mystyle)

Search by a style name we can go to that specific styling. Here, I have search for ch Erik Tee SB SS-23. By
searching this it takes to me that specific style.

Page | 26
This page is showing the main properties of the style. Buyer and designer create this by giving all
information like style number, PO number, order date, product category, group, supplier name, etc.

Fig 4. 2 Properties of a style

Under “Style” module in “Colorway” category here can see the all colorway of the style. Each colorway
has specific name and color code.

Fig 4. 3 Colorway of Style

Page | 27
Under Specification module in Size chart designer create a spec sheet or size chart along with adding
dimension gallery or how to measure with description by grading rule.

Fig 4. 4 Creating a Size-Chart

Fig 4. 5 Size-chart of a style

Page | 28
 Fig 4. 6 Dimension Gallery of the style

On “Style”_ “Documents”; all concern people related to that style upload documentation like Artwork file,
style sketch, FTD, print grading, price info, PO sheet, packing instruction etc.

Here we can get all documents related to a style. Anyone can access it and get all necessary information or
updated files from here.

Page | 29
 Fig 4. 7 All Documents of the style

For all the review comments can be create in on stop solution by using template. Lab dip comments, Trims
comments, Development, fit, size-set, pre-production (PP), shipment comments can be add here. By adding
picture and drawing tools. Comments can create with more specifically for easy understand by everyone.

Page | 30
For giving approval for each stage; have to go on “Specification”_“Reviews”. There by creating a style
review by choosing template have can be create any stage review comment.

Fig 4. 8 Creating Review Comments

Fig 4. 9 Using template to create a review comment

Page | 31
In “Specification” _“summary” by merging spec sheet, review, picture can create an overall comments for
each stage.

Fig 4. 10 Creating a summary comment by merging all necessary information

After creating an overall comment pdf file have generate and from PLM that comments are shared directly
to supplier. Supplier gets directly mail from PLM.

Page | 32
4.7 Innovative Features Does Centric PLM especially for Manufacturer
BOM (Bill of Material): A Bill of Materials (BOM) is a list of raw materials that are required to produce
and manufacture a product stored in a centralized source of truth. Multiple teams are required during
product development; therefore, the bill of materials bridges the gap between design, product development
manufacturing and distribution to cohesively collaborate. The BOM not only contains a detailed list of
items, it also includes instructions on how to procure and use the items.

Fig 4. 11 BOM of a Style

Essentially a bill of materials is the blueprint for manufacturing a product correctly by pulling together all
product information from concept to the deployment accurately, with up-to-date product data, enhancing
visibility across the production process and effectively managing costs.

Page | 33
Once a product has been designed and developed, companies send the latest corresponding BOM to their
manufacturing partners to have their products made. BOMs are used by brands to ensure their products are
manufactured consistently, prevent errors and manage supply chains effectively and efficiently.

Fig 4. 12 Data Pack update at Centric PLM

Mobile Apps
Centric’s wide range of 15 mobile apps allows PLM to be used outside the office, helping users to capture
information outside the scope of traditional systems and enabling users to work conveniently on the move.
Centric’s apps include Capture It (for collecting image inspiration), Product Notes, Sample Review, 3D
Sample Review, Collection Book, Fit Review, Retail Review and more.

Adobe® Connect
Helps designers and product developers to use Adobe® Illustrator for design work within the Centric PLM
environment.

3D Connect
This system interfaces Centric PLM with popular 3D design software (such as Browzwear, EFI Optitex and
CLO) to enable rapid sample prototyping and digital fit reviews.

Page | 34
AI Image Search

Centric PLM’s AI Image Search enables the high-speed visually search material, trim, colour and style
libraries. Searching for fabric and cutting databases, saving many hours of labor and facilitating better
design and development decisions.

Creative teams in fashion and retail collect enormous amounts – sometimes millions of dollars’ worth – of
digital and physical samples of materials, trims, colors and styles that serve both as inspiration for the
future and as a record of the past.

Fig 4. 13 All color way demonstration of a Style

Page | 35
 Fig 4. 14 AI Image Update at Centric PLM (for detailing design/color/construction)

For more detailing about color, design, construction AI image have updated in Centric PLM. AOP (all over
print), placement print, Embroidery, lace work, patch/sequin work every detail of the AW can be update
here for better understanding.

By this way step by step each product is developed. Here anyone can get all update of a style. Buyer,
designer, merchandiser, GT, QA, QC, CSR all contributions help to develop a product.

Page | 36
 CHAPTER – FIVE

Conclusion and Recommendation

Page | 37
5.1 Conclusion
In conclusion, this case studies lend credence to the idea that Varner's company operations are generally
improved by the installation of PLM systems. The processes employed by the departments and functions
that directly utilized the new systems showed the most improvement.
The use of PLM systems appears to have a good effect on company operations within the fashion industry,
according to the results.
Before installing a PLM system, business processes required to be analyzed. The study's findings revealed
that none of the examined organizations conducted any meaningful business process analyses prior to
putting the PLM system in place.

But simply implementing the technology resulted in some process improvement, contradicting the
recommendation made in the citation. However, because PLM functions were still limited ten years ago,
their analysis was undertaken at a time when PLM systems' market influence was less significant.

The study's primary data sources—a working procedure, interview and observations—confirmed that the
application of PLM in a variety of tasks led to improvements in the three case studies, including the
following:

• Increased transparency and improved information flow

• Shorter cycle times
• Increased organizational flexibility
• Increased customer satisfaction
• Shorter implementation time
• Stronger innovation skills

After the adoption of PLM systems, the product life-cycle was generally better managed, and many key
business processes were enhanced.
In answer to the study questions, the following statements have been created.
1. The use of PLM systems has a significant positive effect on company operations in industry
2. Although PLM adoption primarily affects New Product Development and updates to existing products, it

Page | 38
may also have an impact on other activities across the product lifecycle.
3. Enhanced performance and effectiveness
4. Quick and enthusiastic user uptake
5. Improved concept-to-concept cooperation
6. Enhanced capacity for planning and making decisions

Overall, a better understanding of the role of PLM systems in industry was achieved showing that these
systems will allow an engineering-based company to be more competitive in today’s market. The
deployment of PLM is one way to achieve process improvement and accelerates time to market, reduces the
risk associated with human error thereby improving product quality.

5.2 PLM Solution Necessary for the Manufacturing, Fashion and Retail Industries
The fashion and retail sectors are unusual in that they have to adapt swiftly to changing consumer needs
and rising fashion trends. Complex SKUs (portfolio by size/color), time-consuming buying methods, and
conflicting development schedules are frequently key pinpoints during the product development process.
Businesses cannot successfully use systems like Enterprise Resource Planning (ERP) and conventional
Product Data Management (PDM) to improve this product development process.

Enterprises require robust and user-friendly digital solutions to stay ahead of the competition. As a result,
PLM systems for the fashion and retail sectors must be quick to deploy, versatile, and easy to use, and
support telecommuting. PLM service providers must, on the other hand, possess in-depth knowledge of
their field, a wealth of practical expertise, a constant focus on the market, and the capacity to offer ongoing
assistance and guidance.

PLM implementations have developed from IT initiatives into a significant and the all source of business
transformation as more and more businesses now advocate PLM-based digital transformation. Industry-
specific PLM solutions can provide extensive benefits in the fields of fashion and footwear, textile
production, sports and outdoor goods, home furnishings, retail, or other quickly evolving consumer goods
industries.

Page | 39
5.3 Benefits of Using PLM for Apparel Industry
There are numerous advantages for a clothing firm that uses product life cycle management to manage its
items. For a business, adhering to PLM is worthwhile due to the many advantages. The advantages
comprise:

• Planning for creating a new product has becomes easier when PLM is used in the form of a tool.

• All team members are capable of effective collaboration and cooperation. This will make it
simpler for team members from different places to work together on the project.

• Version management is made simple, and everyone is informed of the most recent iterations of
the papers and designs. This makes sure that everyone can use the most recent design. Many
times, the manufacturing team would be working on one version of the design while the
marketing department would be promoting another. A PLM will guarantee that this issue doesn't
arise.

• Since everything is available on the tool, everyone can work simultaneously. To save time and
meet deadlines on time.

• When work is done manually, it takes a lot of time. Documents need to be exchanged among
team members, meetings have to be held and then changes made in the documents and once
again the process continues. By centric PLM tool make this very easy and have fasten the
process.

• Using a PLM reduces costs in addition to saving time. PLM can shorten the entire product
development lifecycle. In fact, according to research, the time would be cut in half. This results
in immediate cost reductions. Studies have also indicated that PLM implementation in the
apparel business can increase revenue by 13.4%, profit by 13.2%, and revenue from new goods
by 15.8%.

• Anyone with access to the PLM tool would have access to all of the product's data. Files
containing the plan, drawings, bill of materials, and other information would be available.

Page | 40
 • A PLM can help you save on labour costs. Administrative workers would often be needed in a
design team for documentation, change control, etc. When a PLM tool is utilized, this can be
prevented. Administrative staff is not as necessary now that everything is online. As a result,
expenses are decreased, and personnel is saved.

5.4 Benefits that Centric PLM Bring to Varner

1. Shorter time to market: A 15% to 50% reduction in time to market thanks to Centric PLM
Enterprises may launch items more quickly by streamlining company procedures, enhancing supply chain
communication, enhancing business teams' decision-making skills, and using cutting-edge apps like 3D
proofing and review procedures.

2. Higher sales revenue: 5% to 10% more money made from the product. Using visual sales planning
views, such as product series portfolios, supplier performance, target sales, and actual sales, design, product
development, buying, and buyer teams may evaluate key performance indicators in real time. As a result,
they may modify their plans in a timely manner, increase the likelihood that new products will succeed, and
keep raising sales performance.

3. Higher profit margins: 5% to 15% decrease in selling costs According to predetermined sales targets,
Centric PLM can rapidly and precisely compute the correlations between changes in cost, profit, and
pricing. In order to handle global procurement in a unified manner and decide the optimum procurement
strategy, suppliers can be joined to the supply chain cooperation process in advance, increasing the
profitability of the final product.

4. Higher development efficiency: Centric PLM boosts these metrics by 10% to 50%. A company's need
for meetings, phone calls, and emails is decreased thanks to Centric PLM, as is the amount of time spent
looking for or updating information. Maintaining a solitary source of factual data in real-time may improve
productivity and free up company teams to concentrate on essential business decisions and activities that
provide value.

Page | 41
5.5 Main strength of Centric PLM

1. Plan and Execute Faster

Align strategy and execution by integrating financial and merchandising goals with product development.
With the use of artificial intelligence and machine learning techniques, transform data into insights.

2. Boost Market Efficiency

Reduce time and connect all to a single source of truth, improving collaboration and decision-making to
develop a product to the end of that product by shipping.

3. Optimize Complex Product Portfolios

Collect real-time data from various systems to improve omnichannel selling, provide product portfolios
exceptional visibility, and enable more precise range planning.

4. Improve Supply Chain

Streamline sourcing requests, work together, and create products together with suppliers, see early profit
margins, and use buying power to reduce prices.

5. Manage Quality and Compliance

With built-in quality control tools, track compliance at each stage of product creation and guarantee quality
standards to protect and uphold brand reputation.

6. Strengthen Sustainability
Follow sustainability activities, assess the environmental effects at each stage of the supply chain, and
encourage teams to plan and source more carefully.

Page | 42
 REFERENCES

[1] About Us. (n.d.). Retrieved from Varner: https://varner.com/en/about-us/

[2] Brandao, R., & Wynn, M. (2008). Product Lifecycle Management Systems and Business Process
Improvement. Global Information Technology, 113-118.
[3] Gitman, L. J., McDaniel, C., & Shah, A. (2018). Introduction to Business. Houston, Texas: OpenStax
Rice University.
[4] Gordon, J. (2022, April 7). Types of Business Strategy - Explained. Retrieved from The Business
Professor: https://thebusinessprofessor.com/en_US/business-management-amp-operations-strategy-
entrepreneurship-amp-innovation/types-of-business-strategy
[5] Javvadi, L. (2015). Introduction to Product Lifecycle Management. MphasiS (pp. 4-14). ResearchGate.
[6] Saaksvuori, A., & Immonen, A. (2004). Product Lifecycle Management. Berlin Heidelberg: Springer-
Verlag. doi:https://doi.org/10.1007/978-3-540-24799-9_5
[7] (2021). Varner Annual Report. Oslo, Norway: Varner.
[8] (n.d.). Varner Production Guideline. Oslo, Norway: Varner.
[9] (n.d.). Varner User Guideline. Oslo, Norway: Varner.
[10] What is Business Strategy. (2021). Retrieved from International Institute for Management
Development: https://www.imd.org/imd-reflections/reflection-page/business-strategy/
[11] What is Centric PLM. (n.d.). Retrieved from Centric PLM: https://www.centricsoftware.com/what-is-
centric-plm/
[12] What is PLM? (n.d.). Retrieved from ORACLE: https://www.oracle.com/scm/product-lifecycle-
management/what-is-plm/

Page | 43