Global Best Practices Statistical Yearbook for Clothing Manufacturers published by Autelligence in October, 2009. This report consists of 360 PAGES and the price starts from US $ 750.
Abstract
Introduction
Background
B&M Analysts' global ‘best practices' benchmarking programme for
clothing manufacturers is presently in its 5th year of operation. This has
resulted in the development of a truly world class operational competitiveness
database. The 1st Annual Global Best Practices Yearbook (GBPYB) for clothing
manufacturers emanates from this well entrenched programme. It is important to
emphasise that this yearbook represents the culmination of years of firm-level
research into the competitiveness of clothing manufacturers from around the
globe, rather than a once-off exercise. This edition consequently presents
statistical data from 84 firms from a variety of leading global clothing
manufacturing locations and should prove an invaluable tool to clothing
retailer and clothing manufacturer management teams across the globe. This is
particularly true for those management teams that are interested in better
understanding either their; or their supply chain's competitiveness standing;
in relation to international performance standards on a number of key best
practice fronts:
- Financial performance
- Inventory control
- Internal and external quality performance
- Internal and external reliability
- Internal and external flexibility
- Human resource performance
- Product innovation
- Cost benchmark performance
By interrogating the data contained in this Yearbook managers should be able
to answer a number of critical questions that they need to have an intimate
understanding of:
- 1. What are the rapidly changing standards of the global clothing
industry?
- 2. Using an objective firm-level benchmarking assessment, how
competitive are clothing manufacturers really?
- 3. What defines global best practice standards in respect of the
various facets of clothing manufacturer operations? If so, are these global
best practice standards achievable?
- 4. In which areas do clothing manufacturers need to excel and where
should firms be focusing their attention to deliver performance standards
consistent with that of leading international competitors in the global
clothing industry?
- 5. What costs do clothing manufacturers typically transfer to their
customers as a result of operational deficiencies in their own business, and
how can these be contained?
- 6. Does geographical location, firm-size, or sub-sector dynamics
really matter in respect of performance standards? If so, what categorises
strong performance for firms that fall into specific profile categories?
- 7. Finally, are firm-level measurement systems sufficiently
rigorous? Do firms measure the full suite of competitiveness variables
included in the Yearbook? If not, which measures are particularly pertinent to
firms and how can firms begin measuring them?
In the simple act of purchasing this Yearbook, managers have the opportunity
to participate in a firm-level benchmarking exercise that identifies the
extent to which their organisations and/or supply chains are adhering to lean
production practices, relative to 84 clothing manufacturers located in Asia,
the Americas and Southern Africa. In essence, this Yearbook affords each and
every manager that engages with its content the opportunity to answer the
seven sets of questions listed above in an objective manner. The extensive key
competitiveness measures explored are grouped under six ‘market driver'
indicators: Cost control, external and internal quality performance, value
chain flexibility, value chain reliability, human resource development (or
capacity to change), and product development.
Yearbook benefits
Given its comprehensive dimensions, an analysis of the benchmarking data in
the Yearbook should be of immeasurable value to both individual managers and
companies more broadly. As should be clear, not only will managers be in a
position to gauge their company's competitiveness strengths and weaknesses in
terms of each of the performance measures (and hence specific operational
areas) explored, they also receive explanations outlining the importance of
each of the measures, thus ensuring that the value of the Statistical Yearbook
is made completely explicit. The various management portfolios likely to
benefit the most from specific segments and components of the 2009 Yearbook
are outlined in the table below.
Table of Contents
Foreword
Disclaimer
Copyright
Introducing Benchmarking and Manufacturing Analysts
About the author
Introduction
- Background
- Structure of the Yearbook
- Yearbook benefits
- Queries
Section 1 - Identifying the value of the Yearbook
- Contextualising the importance of benchmarking in the global clothing
industry
- The market driver methodology and measurement formulae
- Profile of firms in the database
- Calculating the cost of WCM non-adherence
- Reading the statistics presented in Sections 2 through 5
Section 2 - Aggregate industry performance findings
- Average findings for 2008
- Cost benchmark performance analysis for 2008
- Qualitative analysis of performance for 2008
- Market driver #1: Cost control
- Market driver #2: Internal & external quality performance
- Market driver #3: Value chain flexibility
- Market driver #4: Value chain reliability
- Market driver #5: Human resource development
- Market driver #6: Product development
- Financial performance
Section 3 - Sub-sector performance findings
- Mens casual sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Mens formal sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Ladies casual sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Ladies formal sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Intimate wear sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- School/sport/workwear sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Childrens wear sub-sector summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Market driver #1: Cost control 100
- Market driver #2: Internal & external quality performance
- Market driver #3: Value chain flexibility
- Market driver #4: Value chain reliability
- Market driver #5: Human resource development
- Market driver #6: Product development
- Financial performance
Section 4 - Performance findings according to employment size of participating firms
- Small firm summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Medium firm summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Large firm summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Market driver #1: Cost control
- Market driver #2: Internal & external quality performance
- Market driver #3: Value chain flexibility
- Market driver #4: Value chain reliability
- Market driver #5: Human resource development
- Market driver #6: Product development
- Financial performance
Section 5 - Performance findings based on location of participating firms
- Southern Africa summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Asia summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- The America's summary findings for 2008
- Average findings
- Cost benchmark performance analysis
- Qualitative analysis of performance
- Market driver #1: Cost control
- Market driver #2: Internal & external quality performance
- Market driver #3: Value chain flexibility
- Market driver #4: Value chain reliability
- Market driver #5: Human resource development
- Market driver #6: Product development
- Financial performance
Appendix I - Global automotive industry analysis: The need for improved
firm-level competitiveness
Appendix II - One page competitiveness self-assessment
Appendix III - Detailed industry benchmark data
Appendix IV - Yearbook Navigational Guide
