Apparel export Merchandising

Assignment II
“Sourcing”

Submitted to
Mr. Balu Maloth
Assistant Professor

Submitted by
Jyoti Pandey
Akshay Nath
Sarvesh Singh
Shivani NT
Jyoti Singh
Isha Jain

Fashion Management Studies

National Institute of Fashion Technology, Raebareli
September, 2022
Table of Content

Contents Page No.

1. Company Overview..............................................................................................................6
2. Product Manufacture -..........................................................................................................7
2.1 Yarns..................................................................................................................................7
2.2 Home textiles......................................................................................................................7
2.2.1 Bath Linen.......................................................................................................................8
2.2.2. Bed Linen.......................................................................................................................8
2.2.3. Paper...............................................................................................................................9
2.2.4. Chemical and power segment.......................................................................................10
3. Organisation Structure........................................................................................................11
4. Process Flow-chart Bed-Linen Business............................................................................12
5. Marketing...........................................................................................................................13
6. Merchandiser......................................................................................................................13
6.1. Major Roles and responsibilities of Merchandiser..........................................................14
7. Business Excellence...........................................................................................................14
8. Designing/ Designer...........................................................................................................15
9. Branding.............................................................................................................................15
10. New Product Development and R&D..............................................................................15
11. Production Planning & Control (PPC).............................................................................16
11.1. Objectives......................................................................................................................16
11.2. The benefits of production planning and control..........................................................17
12. Sheeting Operations.........................................................................................................17
12.1. Weaving.........................................................................................................................17
12.1.1. Roles and Responsibilities -.......................................................................................17
12.2. Processing......................................................................................................................18
12.2.1 Pre-treatment...............................................................................................................18
12.2.2. Dyeing........................................................................................................................18
12.2.3. Printing.......................................................................................................................18
13. Cutting, Sewing and Packing (CSP).................................................................................19
13.1. Roles and Responsibilities of CSP................................................................................19
14. Sourcing............................................................................................................................19
15. HR Department.................................................................................................................20
16. Quality Control.................................................................................................................21
17. Warehouse........................................................................................................................22
18. Information Technology IT..............................................................................................24
19. Finance.............................................................................................................................25

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 19.1. Providing management information..............................................................................25
19.2. Budgeting......................................................................................................................25
19.3. Garment costing............................................................................................................25
19.4. Costing Sheet.................................................................................................................26
20. Administration..................................................................................................................26
21. Maintenance.....................................................................................................................27
21.1. Objectives of Maintenance............................................................................................27
22. Dispatch and Billing of goods..........................................................................................28
22.1. Dispatch of goods..........................................................................................................28
22.2. Billing of goods.............................................................................................................28
23. SWOT Analysis of Trident Group-..................................................................................29
23.1. Strengths-.......................................................................................................................30
23.2. Weaknesses...................................................................................................................31
23.3. Opportunities -...............................................................................................................31
23.4. Threats...........................................................................................................................32
24. References........................................................................................................................33

Abstract
This study about the sourcing process, sourcing option, offshore sourcing and factors affecting
sourcing decisions with respect to Merchandise production for sensitive university students. It was
conducted through with several online research and industry expert who have the strong knowledge
about the topic. The contents for this research are general details, seriousness of roles and

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responsibilities of sourcing in Industry. Sourcing Department have the involvement of Merchandiser
in their roles and responsibilities in day-to-day activity. On the contrary, it can be experienced that
Merchandiser holds a key involvement in Order execution. The awareness of roles and responsibilities
of Sourcing person seems to look low but they hold a key responsibility in Industry. However, most of
the time Sourcing is looked as third party as he is the key link between the supplier and export house.
He is also considered as a Face value of Export House. The results of the study can be used in data
that recognize the necessary of roles and responsibility of Sourcing department of Export House with
respect of Merchandiser point of view for university students, and develop educational programs.
Keywords: Sourcing, Sourcing Process, Sourcing Option, Offshore Sourcing, Domestic Sourcing and
Case Study on Aquarelle Pvt Ltd.

Acknowledgment
Apart from our efforts, the success of this whole Assignment depended largely on the
encouragement and guidance of many others. We take this opportunity to express our gratitude
to the people who have been instrumental in the successful completion of the assignment and
whose contribution in assorted ways to the assignment deserves special mention.

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We would like to express our immense gratitude and sincere appreciation to Aquarelle Pvt Ltd
Bangalore, Karnataka for giving us an opportunity to pursue our assignment on their highly
esteemed organization.
In the first place, we would like to record our deepest sense of gratitude to our industry mentor
Ms. Anamika, Manager of Sourcing department at Aquarelle Pvt Ltd Bangalore, Karnataka,
under her supervision, advice, valuable support and guidance from the very early stage of the
course of our assignment, which enabled us to proceed in the right direction and accomplish the
mission of our assignment. We are thankful to him for taking the pain to go through the
assignment and make necessary corrections as and when needed.
Also, we would like to thank our college mentor, Mr. Balu Maloth, Assistant Professor our
course coordinator Ms. Bharghavee for always being available to address any doubts. It is
because of their guidance and constant supervision that we have been able to collect and learn
the required information regarding our Assignment.
Words are inadequate in offering thanks to our parents and the Almighty God for their
encouragement in successful completion of the assignment. It would not have been possible
without the kind support and help of many individuals in the organization. Finally, we would like
to thank everybody who was important to the successful realization of this assignment, as well as
expressing an apology that we could not mention everyone here. Thank You!

1. Sourcing

Sourcing in
procurement is defined as a
process to find, evaluate,

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and engage suppliers based on set criteria to achieve cost savings and best value for goods and
services at a price point & terms that give the required margin to positively affect the company’s
bottom line. The sourcing process is carried out using a tendering process and is applied at
tactical and strategic levels with the intent to create distinctive value by finding the most
appropriate suppliers at the lowest cost to gain a competitive advantage.
In most of the organizations, the process of sourcing products or services is the first step
in the supply chain process. Sourcing involves finding a balance between the quality of products
and raw materials required and affordability. The goal for most procurement teams is to spend
less and increase the bottom line.

2. Different types of Sourcing -

To implement successful sourcing, you must have a thorough understanding of your

entire business strategy, i.e., you need to know what resources are required to deliver that
strategy and the market forces and specific risks associated with implementing particular
approaches.

Acquiring cheap goods and services should not be the only goal of sourcing. Instead,
procurement teams should centre sourcing activities around developing mutually beneficial
relationships. Depending on your sourcing needs and the goods you are trying to acquire, you
can choose to work directly with wholesalers, manufacturers, or sources from distributors.

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 2.1

Outsourcing

The most practical and

straightforward example would be hiring a party outside
a company to perform services or
create goods that were traditionally
performed in- house. This can
also
be done
by
migrating
operations
abroad
or

partnering with a domestic

supplier. Both
back and front
office

functions
can be

outsourced.

2.2

Insourcing
This type
of sourcing
involves
you
delegating
a job to
someone
or a team

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within the company. Most company leaders prefer this option when available because it
is an excellent cost-saving strategy that allows for on-the-ground monitoring of the
quality of goods and services required.

2.3 Near-sourcing

This involves placing some of your operations close to where your end-products are sold.

2.4 Low-cost Country Sourcing (LCCS)

LCCS involves sourcing materials from countries with lower labour and
production costs. This type of sourcing focuses on cutting down the overall operating
expenses of an organization. China has become the go-to country for this sourcing
method for most global corporations.

2.5 Global Sourcing

The world is now one giant marketplace. Buying goods and services from
international markets across geopolitical boundaries has become an easy process. This
method has many benefits and exposes your organization to different markets; moreover,
you gain insight into how business is conducted worldwide.

You also can access a new range of skills and resources that may not be readily available
in your country.

2.6 Prime/Subcontracting Arrangements

This arrangement involves a contract between a contractor and a subcontractor to

perform a portion of work that is part of a larger project. All contracts are dealt under
offshore law because the agreement is between two offshore entities. Procurement teams
can reduce the burden of dealing with import or export restrictions.

2.7 Captive Service Operations

Some organizations go as far as establishing and operating some form of a partly/
wholly-owned entity overseas. This method makes room for greater control and allows
you to control confidentiality and security issues. However, your economies of scale will
be negatively affected.

2.8 Professional Service

You can recruit the professional services of occupations in the service sector
requiring special training.

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2.9 Manufacturing-

The creation of new products either from raw materials or components.

2.10 Vertical Integration

Involves the merging of companies at different production and/or distribution
stages in the same industry. So, when a company acquires its input supplier, it is called
backward integration; it is called forward integration when it acquires companies in its
distribution chain.

2.11 Few or many Suppliers

A multi-supplier strategy is commonly used for commodity products, and
purchasing is typically based on price. On the other hand, single-source purchasing refers
to purchases from one selected supplier, even though other suppliers provide similar
products. Sole-source procurement refers to purchases with only one supplier.

2.12 Joint Ventures

This is a business entity created by two or more parties. It is generally

characterized by shared ownership, returns and risks, and governance.

2.13 Virtual Enterprise

This is when a network of independent companies (i.e., suppliers, customers,

competitors) are linked by information technology to share skills, costs, and access to one
another’s markets.

As you can see, there are many types of sourcing. The various options mean that the
management of these relationships differs significantly.

3. Sourcing Process

Globalization has
magnified the level of
competition in the business
arenas. Therefore, it has
become paramount for
organizations to leverage the

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Sourcing
Process
 power of globalization and improve performance. Therefore, the role of effectively
sourcing
goods and services from suppliers have become unavoidable.
The need for an effective and strategic sourcing process that enhances an
organization’s performance and efficiency has increased due to the volatility of the
global market.
So, in essence, strategic sourcing refers to the process of identifying your spend
profile and supplier base to ensure that your business requirements are aligned with
the suppliers. This is a proactive, holistic, and continuous evaluation and re-
evaluation of the sourcing activities in your organization.
Strategic sourcing aims to decrease supply chain risk, forcing procurement teams
to develop strong and positive relationships with their sourcing partners. The supplier
is viewed as a crucial value partner that collaborates with the organization.
Lastly, with strategic sourcing, there is more intensive monitoring of the
customer-supplier loop at every stage of its lifecycle. This means there needs to be:

 Spend analysis
 Supplier evaluation
 Supplier relationship management
 Detailed market research

This means that strategic sourcing is a long-term process and needs skilled
personnel and relevant technology platforms and tools to become successful.

4. Factors affecting Sourcing decisions

5. Case Study: Aquarelle India Private Limited

Aquarelle India Private Limited is a Bangalore based Private company incorporated on

11 January 2007. The Company is into “Casual Men's Shirts Manufacturing” with an annual
production capacity of 6 Million pcs with 4 production facilities.
Aquarelle India Pvt Ltd
cater to Mid & Upmarket Global
Retailers & Brands supplying to
the US, Europe, Asia, Australia,
and Gulf markets. They offer
products in 100% Cotton, Pure

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Linens and Blends, and Viscose blends along with Recycled, Organic, BCI products on
Sustainability lines along with Traceability details as to their Raw-Materials source.
The material which Aquarelle India Pvt Ltd source are as follows –
Fabric
Thread
Button
Main Label (Brand)
Size label
Wash Care label
Needle
Bobbin
Bobbin case
Machine Part
Folders and Attachments
SNLS Machine
Over-Lock Machine
Jumbo Machine
Human Resources
Furniture

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14. Sourcing

To meet the target cost, it is crucial to handle fabric souring properly in the garment
export house. Export houses established a section for fabric sourcing to coordinate fabric
creation, procurement, and inventory management. Depending on the product type and company
profile fabric sourcing department roles and responsibilities vary.
For an export house fabric and trims are the raw material which needs to be outsourced.
Sourcing is basically determining the most cost-efficient vendor of materials, production, or
finished goods at the specified quality and service level. It is closely associated and an important
part of apparel merchandiser’s responsibility. Materials basically include piece goods that will be
cut and converted into the garments.
They are responsible for finding vendors, getting samples, and coordinating with
suppliers and the export house. The person who sources the raw materials assists buyers in
creating the product specifications for export house orders in the seller position. They Create
samples and presentation portfolios for use in attracting potential customers might be part of an
export house's obligations.
A sourcing manager must have knowledge about all varieties of fabrics and trims in order
to execute their functions effectively. They may also coordination at each stage of the production
operations which includes the regular movement of labour and supplies inside and between
departments. Should take part in setting up production and shipment goals and timelines. They
could arrange meetings with the sales teams, designers, and department managers to track the
development and deadlines for projects.
To estimate quality and productivity, they may examine previous purchasing patterns,
sales data, pricing, and product quality. Additional responsibilities can include organising
transportation to export markets, as well as supervising the assembly, labelling, and branding.
Additionally, authorities may ask them to make sure that export items meet the quality control
and export specification standards.
The method of sourcing fabric seems to be quite dynamic; it changes depending on the
type of fabric, the price offered by the fabric supplier, the production time, and the buyer's
requirements.

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 In the sourcing process, materials and information move from the buyer to either the
buying house or the textile manufacturer. From there, the buying house or the textile
manufacturer gives the fabric and trim vendor this information and they provide the materials.
Sometimes the buyer has direct connection with the supplier for fabrics and trims; as a result, the
buyer shares all the information with that supplier directly and requests that the sourcing team
obtain the fabrics and trims in accordance with the order's requirements. In this instance, the
buyer is completely responsible for bearing all associated fabric and trim risks, including delay,
variation, and quality checks.

15. HR Department

Managers are aware that the success of the organisation depends on the Human resource
function. It actively contributes to determining the strategic path that a business must follow in
order to stay profitable, effective, and competitive. People are its main focus because they are the
organization's heart and soul. The focus on people in the workplace and the concerns for the
comfort and well-being of the human resources inside a business give Hr its identity. The
HR management is now considerably more actively involved and connected. To reach the level
of organisation, HR and all other functions must cooperate.
Friction between departments or between employees and management is a very common
problem that always exists in textile-oriented businesses, thus here comes the role of HR, they
act as a solution to quickly resolve this issue. HR department improves communication,
teamwork, and engagement to reduce the risk of misunderstanding. Due to lack of cooperation,
even in organisations with knowledgeable and experienced people, the department is unable to
perform its duties. Skill is in very important both domestic and global competition so they
motivate workers to work hard and with commitment.
Since sensitive individuals will encounter numerous issues if they are placed in spinning
production, textile HR should hire skilled employees at the proper, appropriate, and correct
location where HR may display his capabilities. In the textile industry, it is required that the
employer regard each employee as a company asset. A straightforward person can be turned into
a resource by being placed in the ideal situation, receiving the necessary training, and being
given the chance to advance their career. In the textile industry, one of the biggest problems is
how salaries and pay change over time (promotions). HR has addressed this issue and created
structures that satisfy both management and workers. HR acts as a channel between management
and employees; some have referred to this role as an important job.
 Identifying the number of workers needed, including why and how many. In the case
of textiles, each step calls for a distinct contingent of laborers—for example, the
spinning section needs a lot more than the garment manufacturing process.
 Following this, HRM determines where they are available, whether internally or
externally for organisations like educational institutions, rivals, etc.

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  The next step is training, and textile training is crucial since the whole process
depends on it. If the training is not done properly the time, money, and effort will
not produce the desired results. Focusing on training is important in textile.
Internship, corrective, refresher, and promotion training are the four different forms
of training included in industry. On-the-job and off-the-job training are provided by
HR. Training is required to be in accordance with organization
 Compensation and benefits must be individually planned out based on the employee's
abilities and the timeline for its fulfilment. For skilled professionals, the organisation
needs group awards programmes.

16. Quality Control

In an export-oriented house, they specifically handle export orders. It is possible to create

mistakes when turning raw materials into products, such as producing defective product and
textile components. The expense of producing defective product is covered by the company.
Therefore, the export house establishes a Quality Control Department to ensure that
merchandise is created in accordance with customer requirements and that any raw materials
sourced must meet factory standards.
To improve sales and build a better reputation among customers and other businesses, it
is crucial to maintain a certain standard of quality in every sector of business. To ensure
improved company operations worldwide, firms engaged in exporting must maintain a high
standard of quality. As this business also represents the image of the nation. High quality control
criteria are usually set for export. Export businesses generate foreign currency for the nation,
making strict quality control of their output mandatory. Quality control is used in the home
textiles from the early step of acquiring raw materials to the stage of the final product. Product
quality is important for the textile industries. The performance, stability, endurance, overall
appearance, feel of the fabric and its fall, Physical properties, Products colorfastness and quality
of the garment are only a few examples of the aspects that contribute to the quality efficiency of
an export house.
Customer happiness is the key factor in quality. Good quality raises the worth of a good
or service, creates a brand name, and produces a good reputation for the exporter of textiles, all
of which lead to satisfied customers, strong sales, and foreign exchange for the nation. A lot of
factors contribute to a garment's perceived quality, which when taken as a whole helps the
consumer reach the desired degree of satisfaction. Therefore, for any exporter of goods, quality
control in terms of the fabric, pre-sales service, posts-sales service, shipping, price, etc.
Visual inspection and measurement checking is done prior to sending sample to
respective buyers. The quality control division also looks at the cutting room's output. For
instance, laying textiles on the cutting table, checking the cut layers and components, inspecting
the bundles, etc.

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 They need good communication skills to make the workers understand the need and they
also might need to write protocols to the relevant department. Good organization skill is must for
a quality controller
Inspectors for quality control must be able to stand for extended periods of time. They
should be having good physical strength to lift big and various types of machinery. The quality
control inspectors should be well-versed in the kind of tools and computer programs being used
while abiding by the organization's safety regulations. To ensure that items satisfy quality
requirements, they also need to be familiar with technical documentation, manuals, and designs.

17. Warehouse

A warehouse can be considered as a space dedicated to storing goods and materials

efficiently. Warehouses are used by nearly all kinds of persons and entities engaged in business,
like manufacturers, wholesalers, exporters, importers, etc. Numerous types of businesses require
warehouses, including transport and customs, among others.
So, in the most straightforward words, a warehouse is a building for storing goods. But in
practice, it is much more than that.
17.1. Roles and responsibilities:

 Storage: The primary function of a warehouse is to provide storage space for equipment,
inventory or other items. It offers appropriate facilities to the enterprises for storing their
goods when they aren’t called for a
sale. This helps prevent wastage of
stock and ensure its protection and
safety. Such goods may be held
from the time of their production or
purchase till their use or
consumption. The storage may be
of two types-
o Planned Storage
o Extended Storage
 Safeguarding of Goods: A warehouse offers protection to goods from loss, theft, or
damage due to unfavourable weather conditions like heat, wind, dust and moisture, etc.
For example, it can hire security staff to prevent theft, arrange cold storage facility for
perishable goods, use insecticides for preservation, install fire-fighting apparatus to avoid
any fire accidents.
 Movement of Goods: It consists of the following-
o Inbound activity– It means unloading of goods received by the warehouse.
o Transfer to storage– It refers to transferring the goods from the inbound area to
the storage area.

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 o Order selecting–It means choosing the item in the storage corresponding to the
order to be shipped and moving it to the shipment area.
o Outbound activity– Lastly, we have ‘outbound activity’, which means inspecting
and loading the goods for shipment.
o The movement of goods inside a warehouse must be as seamless as possible to
ensure uninterrupted orders. Hence, the infrastructure of the warehouse, as well as
the software systems used by it, should be upgraded regularly.
o Financing is another one of the diverse functions of a warehouse. Warehouse
financing is a type of inventory financing that involves a loan provided by a
financial institution to a manufacturer, company, or processor. In this case, goods,
inventory, or commodities are deposited in a warehouse and used as collateral for
the loan.
 Value-added Services: A value-added service goes beyond conventional warehousing.
Such services help optimise the supply chain management, generate higher value, and
deliver products efficiently to customers. They include bundling, customisation, re-
branding, re-packaging, processing, etc. they are- processing, grading and branding,
knitting & product customisation, other services.
Availability of such services with the warehouse takes a considerable burden off the
entity using the warehouse and helps it focus on its core activities. This results in lower
costs and higher standards.
 Price Stabilisation: When there is excess demand in the market, the extra inflow of
goods may further decrease their price and lead to losses for the business owners. Hence,
in this case, the warehouses hold the stock back until the demand for such goods rises
again.
This is how warehouses ensure a regular supply of goods in the market by matching
supply with demand, hence, stabilising prices.
 Information Management: Warehouses keep track of information about goods and
materials sent into the warehouse, stored and shipped out. In addition to that, any other
information regarding the warehouse is recorded. It allows the warehouse managers and
other concerned personnel to get accurate insights to ascertain the availability of stock,
stock processing and stock replenishment requirements.
The data maintained by the information system in the warehouse must be precise, timely,
and free from errors. It may then be presented to the higher management for the purpose
of making more informed and better decisions.
 Other Functions: Apart from the roles mentioned above, warehouses can also perform
the following functions –
o Risk bearing
o Rental property
o Place utility

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18. Information Technology IT

Information Technology (IT) is a technology that deals with computing, as well as

hardware, software, telecommunications and Communications. IT also includes the
management of data, whether its text, voice, image, audio, etc. It can involve things
related to the Internet. Information Technology is used to create, store or manipulate
information.
Everything now changed due to advancement of technology. IT helps the transfer
of data, so it makes sense that the Internet would be a part of it. It’s become a vicinity of
our daily lives. In Organizations, the role of IT is to communicate among employees,
customers and business partners. Now, in every Industries have digitized their data
because it is secure.
Trident in currently using software like SAP HANA S4, MS Office, Auto CAD,
Vector Flow etc. where the activities/ Information recorded for transparency and future
record purpose.
In Trident group there are separate responsibilities for all different type of
activities Like there is separate team who is responsible for Master Data Management
(MDM), Production module, Quality Module, MS Office, HR Services and Asset
management etc.

19. Finance

The finance department is responsible for managing all the financial

administrative affairs of the company and has a very important influence on many of the
policy and commercial decisions taken by management. The financing of a company’s
operations requires precise timely planning and control in order to ensure that adequate
funds and credits are available when needed.
Apart from the money to pay suppliers, salaries, expenses, etc funds have to be on
hand to finance stocks of raw materials and finished goods. In periods when trading is
difficult and revenues are down, provision has to be made to cover such periods.
Some important functions performed by this department are:

19.1. Providing management information

This department is directly responsible for providing the management with up-to-
date information on the current and future financial status. Some typical reports
prepared for management are: balance sheets, stock levels and values, production
costs, operating statements for different departments, cost rejects, returns etc.

19.2. Budgeting

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 The object of budgeting is to plan and control the company’s activities so as to
maximize profitability, and the starting point for all budgeting is the sales budget.
This is usually drawn up before the beginning of each financial year or season
considering the sales to be established and new customers, general economic
trends at home and abroad, manufacturing capacity and availability of finance.
Other budgets considered are: labour costs, material costs, overheads, and
departmental budgets.

19.3. Garment costing

It is the ‘identity card’ of the garment and contains all the information required for
the pre-production and production stages making garments. The costing sheet
shows the detailed costs for: Material, Labour, Fixed and variable overheads,
other expenses.
The information for garment costing comes from various sources: sample
section, cutting room, break down time values and costs involved in cutting,
sewing and finishing, costs of trims and materials, overhead costs from finance
department.

19.4. Costing Sheet

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20. Administration

All the departments in a clothing industry require administrative support for their
operations to ensure orderly and systematic functioning.

 The procedures covered are;

 Preparing orders to supplies,
 Checking goods inwards,
 Timing and methods for stock taking,
 Imports and exports,
 Obtaining credits for returned goods and materials,
 Issuing credits for customer returns,
 Negotiating and issuing tenders for major projects,
 Purchase of office furniture and equipment etc.

A clothing business has ‘up-front’ departments such as design, marketing and

production and the fact that they function smoothly is the result of good administrative
support.

21. Maintenance

In maintenance management, several objectives are settled, such as improving

performance, giving regular maintenance, and replacing certain parts of the machine. So
that, machines can perform better and productivity can be increased and availability &
reliability as well.

21.1. Objectives of Maintenance

 Making Assets Reliable

- Maintenance is very
important it ensures that
assets are well-
maintained and their
performance can be
boosted with calibration
& adjustment.
 Minimizing
Maintenance Cost‍When
assets are not maintained
chances of breakdown are
increased. It results in expensive maintenance as lots of activities need to be done

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 including changing the part which is not working. Furthermore, the maintenance
team tries to bring the asset into running condition as soon as possible.
 Decreasing Downtime and Minimizing Failure - when machines do require
fixes, they should be done rapidly and productively.
 Enhance Productivity Level - When work is done properly such as maintenance
tasks are prioritized and issues are resolved quickly, the machine works for
several hours without any issue. In that way the quality of work is more efficient,
more productive, and when productive work is delivered return on investment
increases. It also means that the bottom line is improved as well.
 Comply with Rules & Regulations - If your business assets are not maintained,
it might risk your employees' lives and the environment will be not good.
Furthermore, if found that your assets are not maintained then your organization
will end up paying penalties. But if assets are maintained your organization will
face no issues of compliance or rules & regulations.

22. Dispatch and Billing of goods

22.1. Dispatch of goods

Dispatch management is the process where company uses to organize, assign, and
monitor deliveries or service calls. It involves a multi-step process that connects goods or
service providers to customers.
After completion of Buyer’s inspection process, material get packed and send to
warehouse team. After that merchant book container for material dispatch and do
necessary documentation completed before issuance of material from warehouse for
dispatch.

22.2. Billing of goods

Under the GST regime, an “invoice” or “tax invoice”. The section mandates
issuance of invoice or a bill of supply for every supply of goods or services. It is not
necessary that only a person supplying goods or services need to issue invoice.

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 Below is attached Invoice copy for more clarity –

23. SWOT Analysis of Trident Group-

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23.1. Strengths-

Organisation’s strength is something that makes it stand out from the rest. It can
be a competitive advantage that sets it apart from its competitors. Some of the strengths
of Trident Group are as follows –
 Strong Free Cash Flow: There is a strong free cash flow and Trident has an annual
revenue of 6800+ crores that puts resources into the hands of the company to expand
into new projects.
 Good ROI: It is relatively successful in new projects including trailblazing
infrastructure that can scale and support growth and provides a high return on capital
expenditures through the creation of new revenue streams.
 Strong Brand Portfolio: Over the years Trident Group has invested in building a
strong brand portfolio and from Punjab, it has reached the homes of millions of
customers across 100 countries. This brand portfolio can be very useful if an
organisation wants to expand into new product categories.
 Outstanding Performance in New Markets: Trident Group has accumulated
experience to enter new markets and achieve success. The expansion has helped
organisations create new revenue streams and diversify business cycle risks in the
markets in which they operate.
 Highly Skilled Labour: Highly skilled workforce through successful education and
training programs. By investing enormous resources in the training and development

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 of Trident Group employees, they not only create highly qualified employees but also
motivate them to achieve more.
 Mergers and Acquisitions: A track record of successfully integrating additional
companies through mergers and acquisitions. Over the past few years, he has
successfully integrated several technology companies to optimise operations and
establish a stable supply chain

23.2. Weaknesses

Strategy is all about choices and weaknesses are areas where companies can
improve through SWOT analysis and leverage their competitive advantage and strategic
positioning.
 More Investment is Needed in New Technologies: Given the scale of the expansion
and the multiple geographic regions in which the company will expand, Trident
Group’s overall integrating processes require more money to be invested in
technology. Current investments in technology are not aligned with the company’s
vision.
 Financial Planning is Not Being Performed Properly and Efficiently: The liquid
asset ratio and liquidity ratio indicate that a company can use its cash more efficiently
than it currently is.
 High Labour Outflow: With higher dropout rates compared to other organisations in
the industry, Trident Group, and have to spend significantly more on employee
training and development than its competitors.
 Not Very Successful in Integrating Companies with Different Work Cultures: As
mentioned earlier, Trident Group is successful at integrating small companies. It has
its share of failures to merge firms that have different work cultures.
 High Competition: The daily stock is high compared to its competitors, so the
company has to raise more capital to invest in the channel. This could affect the long-
term growth of Trident Group.
 Product Marketing: Although the product is successful in terms of sales, its
positioning and unique selling proposition are not clearly defined, making it
vulnerable to attack from competitors in this sector.

23.3. Opportunities -

Opportunities are potential areas for companies to focus on to improve results,

increase sales, and ultimately profit.
 New Environmental Policy: New opportunities will create a level playing field for
everyone in the industry. This is a great opportunity for Trident Group, Inc. to realise
the benefits of new technologies and gain market share in new product categories.

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 New Taxation Policy: New tax policies can have a significant impact on the way
Trident Group does business and open up new opportunities for them to increase its
profitability.
 Open New Markets Through Government Agreements: New technology
standards and government free trade agreements provided to Trident Group open up
opportunities for Trident Group to enter newly developed markets.
 New Customers Through Online Channels: The company has invested huge
amounts of money in its online platform over the past few years. This investment
opened up a new sales channel for Trident Group. Over the next few years,
companies will be able to seize this opportunity by better understanding their
customers and meeting their needs through big data analytics.
 Expected Growth: The household linen market is expecting outstanding growth till
2027 and this growth will immensely benefit the company in terms of revenue
growth.
 Economic Recovery: Economic recovery and rising consumer spending after years
of recession and slow industrial growth are opportunities for Trident Group to attract
new customers and increase market share.

23.4. Threats

Threats are environmental factors that can harm a company’s development. Here
are some of Trident Group’s threats:
 Legal Actions: The company may face legal action in other markets given the
continuing fluctuations in different laws and product standards in those markets.
 Fierce Competition: Strong profitability has increased the number of players in the
industry over the past two years, putting downward pressure on overall revenue as
well as profitability.
 Liability Laws: Vary from country-to-country Trident Group may face a variety of
liability claims as a result of these market policy changes.
 Quantitative Increases in Commodities: This could jeopardise Trident Group’s
profitability. A shortage of skilled labour in certain global markets threatens Trident
Group’s continued earnings growth in the market.
 Operates Globally: Because the company operates in many countries, it is exposed
to currency fluctuations, especially given the unstable political environment in many
markets around the world. This may face some challenges in the market and may
result in some losses as well.

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24. References

 Annual Report of Trident Group (2021-2022),

https://assets.tridentindia.com/TL_Annual_Report_FY_22_fdbd2f85d7.pdf
 Export Genius (2018), https://www.exportgenius.in/blog/what-is-warehousing-how-it-is-
useful-for-global-traders-245.php
 GEH Admin 2021, https://www.garmentexporthouse.com/2021/10/functions-of-quality-
control-department.html
 Invensis learning (2015), https://www.invensislearning.com/blog/author/diego/
 Fiber2Fashion/(2010),https://www.fibre2fashion.com/industry-article/axuthor/
fibre2fashion/1624
 AVI.(2016)/https://www.garmentexporthouse.com/2021/10/functions-of-quality-control-
department.html
 Branding Department( 2010)
 https://www.tradezimbabwe.com/newsrelease/the-importance-of-branding-in-export-
business/
 Fiber2 Fashion Article on HR Roles and Responsibilites
https://www.fibre2fashion.com/industry-article/2322/role-of-hr
 Crayton, C. A. (1970). USA Patent No. US3616541A.
 About the Export House ( 2006), https://newsvibesofindia.com/career-opportunities-for-
fashion-designing-professionals-in-export-houses/#:~:text=While%20working%20with
%20an%20export,aspects%20of%20a%20designer%20creation.
 COTS. (2018, March 12). Retrieved from coatsindustrial:
http://www.coatsindustrial.com/en/information-hub/apparel-expertise/thread -
consumption
 Aditya Shastri (Case Study In depth SWOT Analysis of Trident Group),
https://iide.co/case-studies/swot-analysis-of-trident-group/#SWOT_Analysis_of_Trident_
Group

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