Complex Supply Chains in Apparel Production
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| Apparel Supply Chain |
In the horizon of apparel Production, organizations have numerous
suppliers spread all across the world. Managing them in an efficient manner is
hard enough. Monitoring social compliance and handling supplier audits is even harder, as each supplier will have its own complex network with numerous
employees and business locations that need to be audited and inspected for
compliance.
Point Solutions and Manual Processes in Apparel Production
>Many organizations manage social
compliance operations through point based solutions or manual and paper-based
processes.
>Tasks, notifications, and follow-ups are assigned and managed using email systems which may lack the ability to track task completion.
>Supplier audit reports are prepared using spreadsheets which can be quite time-consuming to fill in, and unwieldy to manage. Moreover, they might end up having errors which could prove costly.
>As for third-party audits, multiple auditors use their own systems or manual processes. Thus information silos are created between the organization and its auditors. To gain a single view, the organization needs to manually aggregate the information or perform complex data integration tasks.
>Tasks, notifications, and follow-ups are assigned and managed using email systems which may lack the ability to track task completion.
>Supplier audit reports are prepared using spreadsheets which can be quite time-consuming to fill in, and unwieldy to manage. Moreover, they might end up having errors which could prove costly.
>As for third-party audits, multiple auditors use their own systems or manual processes. Thus information silos are created between the organization and its auditors. To gain a single view, the organization needs to manually aggregate the information or perform complex data integration tasks.
High Costs
To monitor social compliance in the apparel production industry,
- controls need to be implemented,
- resources allocated for regular internal audits,
- inspections conducted at multi-global locations,
- training programs provided at regular intervals,
- and third party auditors hired to deliver objective report
all these tasks and more can be extremely cost-intensive, and could divert resources and attention away from the core business.
- controls need to be implemented,
- resources allocated for regular internal audits,
- inspections conducted at multi-global locations,
- training programs provided at regular intervals,
- and third party auditors hired to deliver objective report
all these tasks and more can be extremely cost-intensive, and could divert resources and attention away from the core business.
Limited Transparency
Given the sheer size of most
supplier networks,
- it is essential for organizations to gain a clear, birds-eye view of social compliance issues and corrective actions.
-They should also be able to effectively schedule and manage audits,
-Track and monitor inspection results, communicate inspection findings to stakeholders, and collaborate with suppliers to implement corrective actions.
-However, most organizations use isolated or independent supplier management systems and processes which don’t provide sufficient visibility or transparency into social compliance.
- it is essential for organizations to gain a clear, birds-eye view of social compliance issues and corrective actions.
-They should also be able to effectively schedule and manage audits,
-Track and monitor inspection results, communicate inspection findings to stakeholders, and collaborate with suppliers to implement corrective actions.
-However, most organizations use isolated or independent supplier management systems and processes which don’t provide sufficient visibility or transparency into social compliance.
Differing Laws across Locations
Part of social compliance in apparel production industry involves adhering
to certain local laws and requirements. However, these laws may differ from one
region to the next. For instance, the minimum age for employment in India is
14, but in China, it is 16. In the UK, one is allowed to do “light work” at the
age of 13. Tracking the differences in these laws, and ensuring that they are
enforced and monitored appropriately can be extremely time-consuming and
exhausting.
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1 comments:
These are the unavoidable as wel as unsolvable barrier in our country, resulting this achieving high score gettin tough for us. Only generally accepted compliance policy over the world can moderate this barrier narrowly.
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