Skip to main content
Article thumbnail
Location of Repository

Development of a manufacturing strategy for apparel manufacture in Mauritius using a systems modelling approach

By Dinesh Kumar Hurreeram

Abstract

The liberalisation of world apparel trade by the year 2005 will eliminate quota\ud restrictions on imports from a large number of low labour cost countries. This will\ud impose a series of challenges to higher cost countries, involved in apparel exports,\ud which so far have had preferential access to the markets like Mauritius. The\ud competition against suppliers from low labour cost countries can only be won if\ud companies can achieve competitive advantage in terms of factors other than cost.\ud These include, for instance, design and manufacture of high value products, providing\ud manufacturing flexibility for rapid change in garment style, providing better service to\ud customers and fast responsiveness to meet changing market requirements. These\ud conditions can be met only if the companies adopt the appropriate manufacturing\ud strategy within the market context.\ud \ud \ud The importance of the manufacturing function for the achievement of competitive\ud advantage has been extensively covered in the literature. The process of deciding\ud upon appropriate manufacturing strategies for their implementation in specific sectors\ud however remains to be fully investigated. The present research is an attempt to\ud illustrate this process for the garment making sector in Mauritius which is currently at\ud the cross roads of its development as it faces fierce competition for market share in\ud the wake of world apparel trade liberalisation.\ud \ud \ud The project involved the use of the IDEFO system-modelling tool for the development\ud of an apparel manufacturing system reference model to illustrate details of all\ud activities taking place in a typical company. The model was used for the production a\ud manufacturing strategya udit tool to enablec ompaniest o make an assessmenot f their\ud current manufacturing practice, benchmark the same against better practices from the\ud industry and select alternative strategies for implementation with a view to achieving\ud enhanced product competitiveness. The audit tool is supported by a set of data that\ud was collected from a range of sources including ten different companies in Mauritius\ud such that the tool illustrates all possibilities in terms of manufacturing practice from\ud average to better practices.\ud \ud \ud A novel methodology for manufacturing strategy auditing through the use of the\ud developed audit tool was tested in three case study companies. The results clearly\ud demonstrate the effectiveness of the audit tool and the methodology, to enable\ud companies to assess their current practice and embark upon alternate strategies to\ud pave the way towards achieving enhanced competitiveness. Also, the audit tool was\ud used in a sample of seventeen collaborating companies, which enabled sector wise\ud analysis determination of the strategies that best suit the sector for maintaining its\ud market share in a world of free apparel trade

Topics: TS, QA75, HD
OAI identifier: oai:eprints.hud.ac.uk:5972

Suggested articles

Citations

  1. (1995). A Framework for the Design of Manufacturing Strategy Processes, A Contingency Approach", doi
  2. (1989). A Theory of Production Competence",
  3. (2002). An Appraisal of the Status of Garment Making SMEs in Mauritius,
  4. (1990). An Exploratory Study of the Manufacturing Strategy Process in Practice", doi
  5. (1990). An Integrated Framework for Enterprise Modelling",
  6. (2000). Apparel Manufacturing. - Sewn Product Analysis,
  7. (2002). Apparel Trade: The Challenge Facing Developing Economies and Mauritius",
  8. (1994). Beyond World Class: The New Manufacturing Strategy",
  9. (1998). CAD/CAM in Engineering Firms: The Mauritian Experience",
  10. (1998). Clothing Technology ftom Fibre to Fashion, Verlag Europa Lehrmittel.
  11. (1985). Competing through Manufacturing", doi
  12. (2003). Competitive advantage through Manufacturing Strategy Auditing,
  13. (1980). Competitive Advantage, doi
  14. (1980). Competitive Strategy: Techniques for Analysing Industries and Competitors, doi
  15. (1987). Crafting Strategy", HarvardBusiness Review,
  16. (1976). Defining corporate strengths and weaknesses", doi
  17. (1990). Design and Development of an Architecture for Computer-Integrated Manufacturing in the Apparel Industry, Part 11: The Function Model", Textile Research Institute, doi
  18. (1990). Design and Development of an Architecture for ComputerIntegrated Manufacturing in the Apparel Industry, Part 1: Basic Concepts and Methodology Selection", Textile Research Institute, doi
  19. (1998). Digest ofIndustrial Statistics,
  20. (1995). Environmental Technologies and Competitive advantage", doi
  21. (1991). Europe's Growing Market",
  22. (1998). Fast, Global and Entrepreneurial: Supply Chain Management, Hong Kong Style",
  23. (2003). International Apparel Trade and Developing Economies in Africa", doi
  24. (1997). Internationalisation of European textiles and clothing production, Special report no. 2643, Textile Intelligence,
  25. (1986). Lifting the Barriers to Trade, National Economic Development Office,
  26. (1979). Link Manufacturing Process and Product Life Cycles",
  27. (1969). Manufacturing - Missing Link in Corporate Strategy", Harvard Business Review, May/June,
  28. (1990). Manufacturing Audit in the Process of Strategy Formulation", doi
  29. (1978). Manufacturing in the Corporate Strategy, doi
  30. (1994). Manufacturing Information Systems, Handbook of Design, Manufacturing andAutomation, doi
  31. (2002). Manufacturing Strategy, A System Modelling Approach,
  32. (1987). Manufacturing strategy, environmental uncertainty and performance: A path analytic model", doi
  33. (1995). Manufacturing Strategy, Propositions, Current Research, Renewed Directions", doi
  34. (2003). Manufacturing Strategy: A Practical Approach",
  35. (1985). Manufacturing Strategy: the Strategic Management of the Manufacturing Function, doi
  36. (1996). Manufacturing System Design and Analysis",
  37. (1985). Manufacturing: the Formidable Competitive Weapon, doi
  38. (1998). Manufacturing's Crisis: New Technologies, Obsolete Organ isations",
  39. (1996). Operational ising Manufacturing Strategy: An Exploratory Study of Constructs and Linkage, doi
  40. (1978). Patterns in Strategy Formulation", doi
  41. (2002). Prospects for the Textile and Clothing Industry in Mauritius",
  42. (1998). Quick Response for Small and Medium-sized Enterprises, A Feasibility Study, The Textile Institute,
  43. (1990). Quick response in apparel manufacturing -a survey of the American Scene, Textile Institute,
  44. (1999). Quick Response: Managing the Supply Chain to Meet Consumer Demand, doi
  45. (1998). Responsive Planning and Scheduling Architectures", doi
  46. (1985). Restoring our competilive edge, Competing through manufacturing, doi
  47. (1995). Review of Modelling Techniques and Tools for Decision Making in Manufacturing Management", doi
  48. (1997). Strategic andPerformance Measures forApparel andRetail Quick Response, Thesis: Textile,
  49. (1989). Strategic Management: an IntegratedApproach,
  50. (1989). Strategic Management: Concepts andExperiences,
  51. (1996). Strategic Manufacturing for Competitive Advantage, doi
  52. (1978). Strategy Formulation: Analytical Concepts,
  53. (1973). Strategy making in Three Modes", California Management Review. doi
  54. (1973). System Analysis: A Computer Approach to Decision Models, Ritchard D.
  55. (1987). Teaching Manufacturing Strategy",
  56. (1986). The Content of Manufacturing Strategy: An Empirical Study",
  57. (1990). The Core Competence of tile Corporation", Harvard Business Review,
  58. (2000). The EPZ Sector in Figures",
  59. (1974). The Focused Factory", Harvard Business Review, May/June,
  60. (1990). The Future of World Trade in Textiles and Apparel", doi
  61. (1994). The Impact of MFA Phasing Out on World Clothing and Textile Markets", doi
  62. (1996). The MFA Phase-Out and EU Clothing Sourcing: Forecasts to 2005", Textile Outlook International,
  63. (1994). The Outcome of the Uruguay Round: an Initial Assessment, Trade and Development Report,
  64. (1995). The Six Ps of manufacturing Strategy", doi
  65. (1994). The Uruguay Round, An Assessment, doi
  66. (1996). Trade Liberalisation in Clothing: The MFA Phase-Out and the Developing Countries", doi
  67. (2000). Trends in EU Textile and Clothing Imports", Textile Outlook International,
  68. (1986). World Class Manufacturing, doi
  69. (1994). World Trade Reform, Do Developing Countries Gain or Lose? ODI Special Report, Overseas Development Institute,

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.