The region of use of technology by clothing and textile companies has long been a major roadblock to these companies being able to quickly react to market influences, reduce the price of businesses and provide significant real- time event management and reporting that supports in making correct on-the-spot decisions.
Once we look back on the demise of the American textile industry Serviced, we are reminded of companies like Burlington Sectors, Cone Mills, Cannon Mills and many others who cannot see the impact that technology could have on their businesses and would not spend important dollars on technology opportunities. We watched as plant life closed because they could not implement cost saving technology products and that would make machinery and employees more efficient and cost effective. We see the United states automotive aftermarket moving in the same direction and closing plants in the U. S. as the Japanese and Germans are building new plants.
It absolutely was not long ago that the apparel and textile trade shows used multiple locations and thousands of square ft of showroom space in Atlanta and Las Las vegas and now are taking place in one corner of one building. This is a testament to how these industries are faltering to stay profitable, competitive and in business.
The use of business intelligence programs is definitely a good example of how mid-sized apparel and textile businesses are lacking the boat in regards to understanding how to let technology applications work for them. The capability exists to immediately generate paperless dashboard reports on critical conditions in their businesses and, also, create a culture where managers are evaluating and fixing those conditions. On the other hand, mid-sized apparel and linen companies are still attached to expensive static spreadsheets, paper reports and high-cost labor to create them.
The development of key performance indications (KPI’s) and metrics is an essential component of strategic planning. KPI’s give the owners and senior managers to monitor how their functions and employees perform and is a critical step in the look process. It is important to teach their supervisors how to implement performance tools and KPI reporting.
A essential factor of creating competitive advantages is the understanding of business process management and performance engineering. In my strategic planning sessions, we go through a number of exercises which are geared in the direction of training managers to think entrepreneurially and produce a performance mentality. The results are dramatic when people who have the ability to make change understand what the performance factors are and develop the skills to implement them.
Another technology area that apparel and textile companies should start to take a position and utilize is sales optimization tools. Sales optimization products are developed to automate order taking by their customers’ buyers and make the experience faster and easier. Additional products, which can aid the sales team, are mobility application dashboards to review bookings, sales, inventory and determine which products are currently selling at major retailers locations geographically.
Our hopes for the clothing and textile industries are that they get started to create competitive advantages through strategic planning and investing in technology products so they can survive and that we can protect our economy and work with what remains of these industries.