TO IDENTIFY THE CRITICAL PATH METHOD IN

MERCHANDISING DEPARTMENT AND CREATE A

MANAGEMENT INFORMATION SYSTEM ACCORDINGLY

A dissertation submitted in partial Fulfillment of the

requirement for the award of Degree in

Bachelor of Fashion Technology (Apparel Production)

Submitted By

Aprajita Sagar

Under the Guidance of

Mr. Ranjan Kumar Saha
Associate Professor

Department of Fashion Technology

National Institute of Fashion Technology, Mumbai
February, 2017
 Certificate

“This is to certify that this Project Report titled “Identification of the critical path method in
merchandising department and create a management information system” is based on my
(Aprajita Sagar) original research work, conducted under the guidance of Mr. Ranjan Kumar
Saha towards partial fulfillment 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.”

Aprajita Sagar

Signature of guide:

Mr. Ranjan Kumar Saha

(Associate Professor)

ii
iii
iv
 Acknowledgments

I would like to express special thanks to Mr. Ranjan K. Saha, whose guidance and most helpful
instructions enabled me to pursue this project with the correct approach. I am grateful towards
the Department of Fashion Technology at National Institute of Fashion Technology, Mumbai for
making me capable enough to work in the industry with confidence.

I would also like to thank our course coordinator Mrs. Kavita Pathare for helping me out during
tough corners in the four years of our course. This project was carried out at ORIENT CRAFT
SWEATERS LTD. under the continuous support and guidance of Mr. Diwakar Kumar,
Industrial Engineer and Ms. Itee Sharma, Merchandiser (Marks & Spencers), without whose
assistance this project would not be completed.

I also thank the staff and employees at OCSL for their insight and expertise in their various
areas. A special thanks to my parents and friends for their support and encouragement through
the whole process.

Lastly, I thank Shashank Sachan and Abhishek kumar (students, NIFT Kangra for being such
supportive partners throughout the project.

Aprajita Sagar

v
 Abstract

The Project titled ―To identify the critical path method in merchandising department and
create a management information system accordingly‖ conducted in Orient Craft Sweaters Ltd.
which deals with the reduction of cost with high productivity in minimum time with the optimum
resources. The Project comprises of an android application which will work as a catalyst to
reduce the time and maintain the transparency. It includes the pre-production planning, lead time
management, interactive updates among the executives, visibility of plans, etc. Furthermore,
performance is linked to rewards inculcating drive for better performance, inculcating greater
motivation & developing strong & healthy competition amongst the employees while being
interdependent on each other for timely completion of their events.

The project not only would help the organization in achieving better on time deliveries but would
also lead better order execution & production planning while creating a ―Pull System‖ in the
entire supply chain.

The application provides a single point of reference to view all the information needed to make
effective planning decisions (product details, order details, free capacity, material requirements
and availability, critical path progress on one easy to use and understand planning screen).

Keywords – Pre-production planning, Performance Management, Critical Path, On time

Deliveries, Pull System, Lead Time Management

vi
 Contents
Certificate...................................................................................................................................................... ii
Acknowledgments........................................................................................................................................ iv
Abstract ........................................................................................................................................................ vi
CHAPTER 1 .................................................................................................................................................... 1
INTRODUCTION ............................................................................................................................................. 1
1 Introduction of the project .................................................................................................................... 2
1.1 Need of the project ....................................................................................................................... 2
1.2 Statement of the project............................................................................................................... 2
1.3 Objective ....................................................................................................................................... 3
1.4 Sub-objectives ............................................................................................................................... 3
CHAPTER 2 .................................................................................................................................................... 4
LITERATURE REVIEW ..................................................................................................................................... 4
2.1 According to Dr. Archana Gandhi and Dr. Sunil Sharma (2014, PP 38-39) ......................................... 5
2.2 According to GnanavinthanThavanayagam, SAD Senanayake, T Mathiventhan, and S Anusooya
(2010, PP 25-26) ........................................................................................................................................ 6
2.3 According to Srishti Garbyal (2015, PP 2-20 ...................................................................................... 6
2.4 According to Peter Stelth and Professor Guy Le Roy (2009, PP 10-25) .............................................. 7
2.5 According to T. Needleman (1993, PP 59-64) ..................................................................................... 9
CHAPTER 3 .................................................................................................................................................. 10
RESEARCH METHODOLOGY ........................................................................................................................ 10
3. Introduction ........................................................................................................................................ 11
3.1 Data collection .................................................................................................................................. 11
3.2 Identification of factors..................................................................................................................... 11
3.3 Concept Note .................................................................................................................................... 12
CHAPTER 4 .................................................................................................................................................. 13
TO IDENTIFY THE CRITICAL PATH METHOD IN MERCHANDISING DEPARTMENT AND CREATE A
MANAGEMENT INFORMATION SYSTEM ACCORDINGLY ............................................................................ 13
4.1 Designing an android application ..................................................................................................... 14
4.2 Time & Action Calendar .................................................................................................................... 16

vii
 4.3 Application Interface......................................................................................................................... 18
4.3.1 Admin Interface ......................................................................................................................... 18
CHAPTER 5 .................................................................................................................................................. 47
FINDINGS & SUGGESTIONS ......................................................................................................................... 47
5.1 Findings ............................................................................................................................................. 48
5.2 Suggestions ....................................................................................................................................... 48
Chapter 6..................................................................................................................................................... 50
Limitation & Scope of further research ...................................................................................................... 50
6.1 Limitation .......................................................................................................................................... 51
6.2 Further research ............................................................................................................................... 51
Chapter 7..................................................................................................................................................... 52
Conclusion ................................................................................................................................................... 52
7.1 Conclusion ......................................................................................................................................... 53
Reference & Bibliography ........................................................................................................................... 54

viii
CHAPTER 1

INTRODUCTION
1 Introduction of the project

As the manufacturing sector is growing, the need for advancement over traditional methods has
also grown. With the constant pressure of achieving minimum lead times, low costs, higher
productivity at optimum resources, it has become important to create an easy platform to
encounter the workload.

1.1 Need of the project

ERP systems play a vital role in maintaining the database of the company. However, they have
their own limitations regarding the accessibility outside the zone, limited approach, and vast
database. An MIS with the accessibility up till the supervisor level will help the manufacturing
house to tackle the problems generally left unresolved. This android application does not require
a zone and can easily be opened anywhere else alongside the company. This app is developed to
tackle the main issue of transparency and easy accessibility to the executives. The app will be
linked with the main ERP system further.

Advantages –
Management advantage

 Would Stream Line Process

 Help in Increasing on Time Performance
 Help in Achieving Greater Efficiencies & Avoiding Idle Times
 Would Help In Critical Planning Of Activities

Production advantage

 Greater visibility in terms of tasks and time available for their completion
 Streamlined Activities following Certain Priority Levels
 Increased motivation & competition for achieving higher performance
 Pro-active approach to event completion

1.2 Statement of the project

―To identify the critical path method in merchandising department and create a management
information system accordingly‖

2
1.3 Objective

The main objective of this study is to make an android application which will work as a catalyst
to reduce the time and maintain the transparency.

Key Features Include:

 Pre-Production Planning
 Proactive Supplier Schedules
 Interactive Updates by the executives
 Visibility of Plans to Merchandisers/Customer Support Staff
 Proactive Critical Path, Sorted By Order, By Person, Or By Activity
 Performance Management
 Lead Time Management

1.4 Sub-objectives

 To reduce the wastage of time that occurs unnecessarily.

 To improve the transparency of information among the employees related to an order.
 To create an android application interface that helps in reminding the executives about their
present day work.
 To create a user-friendly android app interface to access the running orders and shipped
orders status; and know the problems of delayed processes from anywhere anytime easily.
 To develop a Smartphone application interface that helps to communicate about the
requirements and changes in any particular order with all the responsible employees easily.
 To make an interface that helps the higher authority of the company to keep an eye on the
employees and their work progress.

3
CHAPTER 2

LITERATURE REVIEW

4
2.1 According to Dr. Archana Gandhi and Dr. Sunil Sharma (2014, PP 38-39)
merchandising is defined as activities which are undertaken to ensure that the right product
reaches at the right price in right quantity and at the right time to the final destination. In the
apparel business, merchandiser is the scaffold between the administration or industry and the
buyer. Merchandiser is the individual in charge of making the item as per the buyer's parameters,
endorsements, and fulfillment. Merchandisers organize different capacities like buying the raw
material (which is required to complete the item), making the apparel, completing the clothing,
documentation (overall), and final shipping.

Responsibilities of the Merchandiser:

 Vendor management-Vendor relationship building and maintenance are viewed as a

standout amongst the most vital firm exercises since vendors or suppliers are a basic
component of an association's profitability.

 Product development – The knowledge of product improvement and its part in global
sourcing appeared to be vital for merchandisers. The obligation could be as small as
getting materials for product development, stretching out to dynamic work connections
with product designers. Merchandisers must comprehend the product development
process and global sourcing. Additionally, a t&a, to convey the centrality of auspicious
subsequent meet-ups in sourcing are an essential.

 Production management- The review information showed that merchandisers are in

charge of overseeing whole production or manufacturing forms. In supervising
production, merchandisers are in charge of three noteworthy production variables – cost,
on-time conveyance, and quality. To accomplish the destinations of cost, conveyance,
and quality, merchandisers are in charge of settling production issues and issues with
suppliers. They should know distinctive goals of costing and quality affirmation.
Different obligations, for example, planning, merchant execution following, and quality
assessment may help accomplish cost, conveyance, and quality destinations.

 Internal collaboration- Joint effort encourages interior associations with partners with
whom people can counsel about business related matters that inner communications
among the various voting public to arrange and resolve different clashes may happen
amid arranging, overseeing, and executing forms.

Apparel firm employees look for merchandisers to arrange gatherings, interface amongst
departments, and assume a contact part inside all levels of the firm. Merchandisers work
intimately with the quality affirmation, bringing in, coordination’s and lawful offices, proposing
an extensive variety of obligations straightforwardly identified with different offices.

The skills required in a merchandiser are:

 Understanding of various production activities as the merchandiser is interface between

the buyer and the company

5
  Soft skills like negotiation and communication skills. These skills assume more
significance for export oriented units.
 Ability to handle multiple accounts/customers.
 Thorough understanding of costing.
 Understanding of buyer requirements of design and quality.
 Reviewing materials used for garment manufacturing
 Understanding of various production activities
 Ability to work closely with other functions like design, production etc.
 Time management skills to handle multiple orders at the same time.

2.2 According to GnanavinthanThavanayagam, SAD Senanayake, T

Mathiventhan, and S Anusooya (2010, PP 25-26) the principle significant issues being
confronted by Sri Lankan apparel store network are longer lead-time, distance from the raw
material providers and clients, littler request amount and inevitably, disappointment in
accomplishing the arranged startup date, all of which now drive to enhance the production
network effectiveness with a specific end goal to be aggressive in the worldwide market. They
examine promoting exercises in Sri Lankan clothing inventory network with the utilization of
Basic Way Strategy (CPM) and discover the basic way of marketing procedures, which impacts
the creation startup time essentially; in this way, pulverizing the merchandising activities to limit
the lead-time taken from request affirmation to arranged begin date.

The outcomes demonstrate that however each of the three procedures, for example, fabric
sourcing, trim sourcing, and sample approval process extensively impact the aggregate lead-time
between request compliance and production startup date, the most basic marketing process
impacts the production startup date was, sample approval handle. Subsequently, this lead-time
had been smashed from 80 days to 58 days by utilizing the time/cost exchange off the
investigation. Consequently, gives snappy turnaround time to clients and lessen the cost of
production, in this manner empowers the association to be aggressive in the global market.

2.3 According to Srishti Garbyal (2015, PP 2-20 ) in the garment industry, the
objective is not exclusively to convey the item at low cost however in particular in a shorter time
which can be accomplished by guaranteeing legitimate coordination among various exercises.
Whole pre-production, production and postproduction exercises should be overseen
appropriately.

Time and action (T&A) plan is an inevitable part of CPC. Time and action calendar is a planned
calendar which includes:
 Major key activities
 Planned dates for executing each activities
 Actual date of each activity being executed
 Remarks

6
There is a standard configuration kept up for T&A using a spreadsheet. Once when a request is
set then the merchandiser will forward the tech pack to the CPC and on that premise the T&A is
set up by the CPC and a similar will be sent back to the merchandise, which incorporates on
which date the specific movement ought to be begun and finished in order to make the products
prepared for shipment on ex-manufacturing plant date.
More often than not there happen many revamping and transactions done on T&A between the
CPC and merchandisers because of many deferrals and indeterminate things occurring in the
method for execution of requests.

The fashion industry procedures, without a doubt any multi-step process, can be separated this
way and re-incorporated with a time and action calendar, that reveals to you to what extent your
procedure is relied upon to take, and when you ought to finish each progression so you finish the
whole procedure in time. In straightforward terms, a "time and action calendar" is something that
catches a few work steps, the due dates for finishing those work steps and furthermore catches,
as much as plausible, the time when the work-steps have really been finished.
Regularly, for simple reference, the means would have been specified in the arrangement that
they should begin, or in the succession in which they are relied upon to be finished.

2.4 According to Peter Stelth and Professor Guy Le Roy (2009, PP 10-25), CPM
is a method for examining ventures by deciding the longest arrangement of assignments through
a venture organize. Associations today are additionally progressively utilizing virtual venture
administration groups. They are acquiring ability and materials from all sides of the world. In
this way, CPM process is much more entangled than previously. These conditions additionally
make their own particular issues and bottleneck that must be likewise considered when
examining and process or circumstance. The need to expand benefits and incomes has
constrained numerous foundations to attempt to enhance their assets. Each association is made to
serve and create particular capacities, methodology, and duties. In the event that these objectives
are accomplished legitimately, the long haul steadiness of the association is refined; and, much
of the time ensured. Expanding effectiveness and profitability have dependably been entering
figures actualizing any change. Managing and running organizations is an evolutionary process
over the ages. Such processes have been undergoing many structural changes. Organizations
have shifted from functional managed structures to project based organizational structures.
Consequently, project management in organizations is becoming increasingly important. Indeed,
it is critical for the success of the company. Most of the above mentioned process changes have
occurred in the last three decades. Irrespective of the type of industry or the domain, the need for
managerial and structural change is being observed.

CPM as an administration procedure has been utilized from the mid-50s. The fundamental goal
of the CPM usage was to decide how best to lessen the time required to perform normal and
dreary assignments that are expected to bolster an association. At first, this approach was
recognized to lead routine assignments, for example, plant update, support, and development.
Basic way investigation is an expansion of the bar outline. The CPM utilizes a work breakdown
structure where all undertakings are partitioned into individual assignments or exercises.
For any project, there is a grouping of occasions that must be attempted. A few assignments may
be reliant on the fulfillment of the past errands while other may be free of the undertakings ahead

7
and can be attempted at any given time. Work lengths and consummation times likewise contrast
essentially. Basic Way examination helps chiefs and project execution individuals to distinguish
the best gauges (in view of exact data) of the time that is expected to finish the venture.

The CPM is likewise an accommodating method for distinguishing if there are interchange ways
or arrangements that can be attempted to decrease the intrusion and obstacles that can emerge
amid the execution of any undertaking. CPM comprises of three stages—Arranging,
Investigation, and Planning and Controlling. Every one of the three exercises is associated. Be
that as it may, they require singular consideration at all extraordinary phases of the project. At
the point when the imperatives in the project are of a simply specialized nature the "basic
assignments from away (errands connected by mechanical limitations) stretching out from the
venture begin to the venture finishing, named basic way."

While CPM methods are ideal to identify the nature of the tasks and the time and money that is
involved at every stage of the process, it should be customized to suit the needs and goals of the
organization and the project. Communication and information transfer issues are critical for
successful completion of any project. By defining and creating standard operating procedures
(SOP) for similar tasks performed at more frequent interval any organization can evaluate the
progress and/or success of a project team with reference to these metrics. SOPs are not static
entities; but rather, change and evolve based on the environment, the culture and norms and the
type of product marketed in the region. It is important when using CPM that the project team has
some historical information of the processes and the task and are able to reference this
information during the planning and decision making process.
Control mechanisms in projects with respect to the alignment of the project outcomes with the
plan initially proposed is important. As the person at the helm of a project, the project manager is
responsible for the success or failure of the project as a whole. It is the responsibility of the
project manager to look into the root cause of a problem if one exists and to identify the potential
solutions that can be implemented. If the project manager himself or herself is the cause of the
problem however, then arriving at an honest and appropriate solution might be impossible.

There are two methods by which the Critical Path can be identified. They are:

 The forward pass. Here, CPM calculates the earliest time within which a project can be
completed. ―The date each activity is scheduled to begin is known as the ―early start,‖
and the date that each activity is scheduled to end is called ―early finish.‖ In this method
of critical path determination, the earliest possible date for starting of the project is
identified and then the activities are lined up to identify the completion date.
 The backward pass. Here, selecting the date when the organization wishes to complete
the project or the last activity identifies Critical Path. Time requirements are based on
working backward from the final date desired for the last activity to the initial first
activity. The dates identified in this method of CPM are called late start dates starting of
and the late finish dates.

8
Important for the CPM using either the forward pass or the backward pass is that the total time
needed for completion of the project does not change but the dates when the project can be
started might differ based on the approach used in the two methods. The selection of either the
forward or the backward pass depends on the final desired results and the available documents
and accurate data needed to determine the time for every activity on the network diagram. Slack
or float is defined as the time between the earliest starting time (using the forward pass method)
and the latest starting time (using the backward pass method) used for identifying the critical
path. ―Total float is the amount of time an activity can be delayed without delaying the overall
project completion time.‖

It is important to note that every activity time identified in determining the critical path are done
using a work calendar that is appropriate and relevant for the task at hand. In addition, with many
projects the supply chain that spans the activities can lie on more than one continent
complicating the task of identifying accurate start and finish dates that are appropriate for all the
activities. The constraints in the system can also impact the float that is identified in the process.
Resource constraints are often the most difficult to identify and evaluate especially if the same
resource is required for more than one project. Projects are often managed very cost consciously
during the initial stages of the project. As the project progresses, and if delays occur at various
stages of the project, the cost of the project might be compromised to satisfy the time of
completion of the project.

2.5 According to T. Needleman (1993, PP 59-64) a few fundamental suppositions are

made in the CPM approach. The significant ones are that a project can be separated into a
progression of identifiable assignments, each of which may likewise be additionally separated
into subtasks. When this breakdown has been an expert, the errands are then put in the request
against a timetable. Each undertaking is appointed a begin date, length, and end date, and may
likewise have different assets connected to it. These assets can incorporate particular workforce,
a financial plan, gear, and offices, bolster administrations, and whatever else that is fitting.

9
CHAPTER 3

RESEARCH METHODOLOGY

10
3. Introduction

The MIS will provide Planning, Sourcing and Critical Path Management solutions specifically
developed for the industry. The application can help the business in the following ways:

 Reduced late delivery charges

 Reduced air freight and reprocessing costs.
 Reduced inventory levels
 Improved productivity
 Improved order fulfillment

3.1 Data collection

Primary data is collected through observation and interview method. It was done by studying
different departments, direct interaction with the merchandisers and other team members.

Secondary data is collected by understanding the process and information flows, time and action
calendar, past records and departmental reports of orders executed by the company and vendor
profiles in detail of the company.

3.2 Identification of factors

Research was being initiated and frame worked after going through various research papers,
journals, company news and knowledge bases across internet.

In brief, the research process consists of following steps:

 Verbal Survey of employees

 Identification of factors affecting TNA
Area of focus – Merchandising department
 Identification of problems that can be solved using android app
 Design admin interface
 Design android app interface
 Feedback of employees

11
3.3 Concept Note

Based on status of particular event & Retained target Date, Each event is classified into one of
four sub categories:

 Completed On Time (A) - Events completed on or before retained target dates

 Completed Late (B) - Events completed later than retained target dates
 Outstanding On Time (C) - Incomplete events for which retained target dates haven't
passed
 Outstanding Late (D) - Incomplete Events for which retained dates have passed

12
CHAPTER 4

TO IDENTIFY THE CRITICAL PATH

METHOD IN MERCHANDISING
DEPARTMENT AND CREATE A
MANAGEMENT INFORMATION SYSTEM
ACCORDINGLY

13
4.1 Designing an android application

To design an application, it is necessary to decide which all parameters are there to be

incorporated. How the working is affected by the traditional system and mapping to be done that
to be determined to get a planned way to segregate the work as well as to maintain the
transparency among the officials. Here all the description of the orders, buyers, lead times,
merchants’ suggestions, etc.

Working experience in OCSL

Chart 1(reference-OCSL)

Job description of employees working in merchandising department

Production Merchandiser 54.54%

Marketing Merchandiser 27.27%

Designer 45.46%

Chart 2 (reference-OCSL)

14
Buyers for which merchandisers are working

Others 18.18

Next 63.64

Sainsbury 63.64

M&S 36.36

Chart 3 (reference-OCSL)

Average lead time followed by merchandisers

120-150 days 45.45%

75-90 days 63.64%

45-60 days 18.18%

Chart 4 (reference-OCSL)

15
4.2 Time & Action Calendar

For better monitoring of Order, entire sequence from the Enquiry for an order to Dispatch is
divided into a set of events which help in better order processing and closely following up with
orders. This event calendar is referred to as Time and Action Calendar or Key Events Calendar
or Critical Path Calendar.
The entire process of placing an order is basically divided into two stages:

Inquiry to Order (ITO)

 Consists of Merchandising Activities (Order Projection to Bulk File Handover)

Order to Dispatch (OTD)

 Consists of Production Activities (Size Set To Order Dispatch & Closure Report)

“It is the clock that drives merchandising product development schedules, manufacturing
planning and shipment schedules, basically designed to control the key events needed to get the
right apparel products, in the right mix, at the right price to the right customer at the right time”
(Harvard University Press, Boston, MA, 1965.)

16
 PERT Chart of OCLS merchandising department

Chart 4

i. Order Confirmation
ii. Order confirmation mail is sent to concerned departments
iii. Items approved for purchasing fabric and trims
iv. Fit Sample Development
v. Approval by internal QA
vi. Fit sent to buyer
vii. Approval of buyer
viii. Indent issued to sampling for Size set sample
ix. Size set sample development
x. Approval by internal QA
xi. Size set sent to buyer
xii. Approval of buyer
xiii. Release of production file.
xiv. Pre-production meeting (PPM)
xv. Yarn bulk approval
xvi. Production monitoring
xvii. Size set sent to floor
xviii. Size set closure from floor

17
4.3 Application Interface

4.3.1 Admin Interface

Log In Page

Figure 1

Forget Password

Figure 2

18
 Figure 3

Home Page

Figure 4

19
Profile

Figure 5

Apply For Leave

Figure 6

20
Change Password

Figure 7

Executive Diary

Figure 8

21
If work is delayed,

Select the expected date

Figure 9

Submit the reason

Figure
22 10
If work is completed on time

Figure 11

Figure 12

23
Meeting or Discussion

Figure 13

Admin Executive Diary

Figure 14

24
 Figure 15

Add New Order

Figure 16

25
Add new buyer

Figure 17

Figure 18

26
 Figure 19

Add process

Figure 20

27
Select pre-existing process

Figure 21

Figure 22

28
Order Status

Figure 23

Figure 24

29
Calendar

Figure 25

Factory/ Production Calendar

Figure 26

30
Enter Holiday:

Click on date

Figure 27

Buyer’s Calendar

Figure 28

31
Executive Profiles & Authority

Figure 29

Add New Profile

Figure 30

32
Continue

Figure 31

Figure 32

33
View Profile

Figure 33

Edit Profile

Figure 34

34
Send Message

Figure 35

Authority

Figure 36

35
Performance Report

Figure 37

Birthday List

Figure 38

36
Messages

Figure 39

New Message

Figure 40

37
Android App Interface

Figure 41

Log In Page

Figure 42

38
Home Page

Figure 43

Profile

Figure 44

39
Apply for Leave

Figure 45

Change Password

Figure 46

40
Executive Diary

Figure 47

Order Status

Figure 48

41
Minutes of Meeting

Figure 49

Calendar

Figure 50

42
Executive Profiles

Figure 51

Figure 52

43
View Profile

Figure 53

Send Message

Figure 54

44
Birthday List

Figure 55

Messages

Figure 56

45
New Message

Figure 57

46
CHAPTER 5

FINDINGS & SUGGESTIONS

47
5.1 Findings

The company is using ERP only for loading the order details and TNA, which has many
limitations. It can only be accessed in local area network. If any information needs to be updated
at the odd time, there is no access to the management information system. Excel files can be
deleted, changed, etc. which can create problems regarding the date changes. There is no good
management of time and transparency at all. In a case of any executives’ absence, it becomes
difficult for other employees to carry forward the work.

It affects the production in many ways and cost as the loss to the company. Such as, no other
order can be started if any approval is stuck because of planning, absenteeism, etc. issues. Losses
incurred in the form of delays are not been able to identify by the officials. This leads to ER’s. If
there’s a day’s loss because of some uncertainty, shipment will be delayed for a day. The
shipment dates are on the basis of mother vessels availability for any particular country. So if the
shipment is delayed, it can be delayed for 3 to 4 days because of the next availability of the
mother vessels. Hence the ERs are raised. If there is air shipment, the FOB is on manufacturing
unit.

5.2 Suggestions

Using android app software along with the ERP will be very beneficial to the company. Because
it is not affordable for the company to provide a laptop or a desktop to each of its employees, but
everyone has a Smartphone these days. Thus, it will not cost the company extra investment on
providing systems to its employee. In terms of costing, it will need only one system for the
admin’s use only therefore onetime cost of 3 systems + the software= 30,000 + 1,00,000=
1,30,000 and maintenance for 1 year will cost around 5 thousand while online cloud data storage
for 1 year will cost around 5 thousand.

Profit of the company (based approximately on a basic style)

$5 per piece (basic style); 2 lakh pieces produced per month; 24 lakhs per year

Approximately 100 styles run in the factory. If 2 lakhs are taken out for the instalment (one time
investment), and 10,000 for timely maintenance, it’s not a very big amount. Also extra
manpower such as record keepers can be reduced.

The main issue of planning will be sorted. Once sorted, it won’t get deviated. For example; if the
CS of any style is not approved, the work cannot move further. So this makes it cost effective.
Time loss in gaining the information will be reduced. Last minute surprises will also be reduced.
This management information system will work on pull system, i.e., target dates will be available
so there’s no need to wait for other person’s wait to be reduced and independent processes can be

48
started. This is the principle of lean manufacturing. There won’t be unnecessary pendency,
information flow will be smooth, transparency among the work, sustainable, less paperwork, and
historical data will be maintained. Data will be saved online, featured by firewall, so the data
won’t get corrupted. There will be pre-existing templates for similar orders and lead time
management templates for TNA’s.

49
CHAPTER 6

LIMITATION & SCOPE OF FURTHER

RESEARCH

50
6.1 Limitation

There are some limitations too in this project as this will enhance the transparency thus chances
of leaking of information will also increase. There are chances of hacking if proper attention is
not given on the security of the app. It may also cause compliance issue if auditors get to know
about it.

6.2 Further research

Since this is an android app idea and yet to come into existence, thus further research can be
done on update of this app after it comes into use by seeing the difficulties it may face. By doing
some more deep study about the problems of the company which can be resolved with the help
of a Smartphone many more improvisation can be done. Later on adding of order can directly be
linked to the ERP which will reduce the headache from the responsible employee as it is the
lengthiest process in this software.

51
CHAPTER 7

CONCLUSION

52
7.1 Conclusion

Android app for TNA will definitely bring benefits to the organization. This research revealed
that most of the problems occur due to careless attitude of employees. This app will help them in
keeping them update about their daily work as well as if same type of order comes again in
future then they can easily know about the difficulty they may face and be prepared for that. It
will also help in maintaining the transparency of work. It will be easily accessible from anywhere
anytime.

Merchants will be updated about the buyer’s calendar as well as production and factory calendar
which will help them in planning. The higher authorities can easily keep track on the work status
of their employees as well as their performance report which can help them in encouraging the
employees by giving some incentives to the best employee which will create an environment of
motivation in employees. Anyone can easily communicate about anything important about any
order to all the responsible employees of that order which will create a transparency of work
among its employees.

53
Reference & Bibliography

Dr. Archana Gandhi, Dr. Sunil Sharma, 2014, Merchandisers’ Performance and
Supply Chain Competitiveness in Apparel Export Units, IOSR Journal of Business
and Management

Peter Stelth and Professor Guy Le Roy, 2009, Projects’ Analysis through
CPM,School of Doctoral Studies (European Union) Journal

GnanavinthanThavanayagam, SAD Senanayake, T Mathiventhan, and S

Anusooya, 2010, a study of merchandising activities in supply chain management
in the apparel sector, The University of Waikato

T. Needleman, 1993, It’s not just for big firms Accounting Technology Accounting
Technology

Srishti Garbyal, 2015, Improvement in Merchandising Process

54