If really textiles and apparel sector want to deliver the green product and green process for the consumers, there is a great need for the awareness and literacy for the Green concept. If higher authority always made a luxury for green implementation for the sake of more orders and respect, there will be hollow efforts. Therefore across all level of operation and supply chain there is a need to deliver the eco literacy. Training is the mode which imparts this eco literacy. Eco-literacy and Training in respect of green drive among the supply chain partners increased the involvement of GSCM implementation (Zabbi et al. 2013; Kumar et al. 2013). Supply chain members’ awareness and literacy is considered as the efficient planning for the adoption of green supply chain management (Luthra et al. 2015). By imparting training in terms of pollution prevention, the organisation can improve the environmental performance in significant level (Rao and Holt 2005). Training and Eco literacy are the important requirement for the successful implementation of GSCM (Ravi and Shankar 2005). Lack of eco-literacy among the supply chain members is one of the barriers in terms of knowledge to implement the green supply chain and this is the reason training program is the important strategy in terms of employee perspective for green initiatives (Luthra et al. 2013; Govindan et al. 2014)). Educating and generating awareness to the supply chain partners construct the collaborative relationship among the suppliers which is much easier for the implementation of GSCM (Mitra and Datta 2013). Lack of awareness in sustainability concept is considered to be one of the top barriers; suitable training programme to be arranged for the professional time to time along with government’s involvement to issue the guidelines in terms of GSCM can help the organisation for implementation of green initiatives (Bhanat et al. 2015). Yosuj and Jamaludin (2014) stresses to work on the lack of green information and knowledge, lack of green experts and lack
In continuation in my last blog, there is another road block for the green textile supply chain is Lack of Trust and environmental partnership with supplier. The manufacturer will not be having the greatness to reward the suppliers to implement the greenness in the supply chain. One of the major steps toward implementation of green supply chain is to counter the risks in an effective manner and this is possible when all the partners in the supply chain frequently address the issues they face and share the information which create the trust among them and facilitate the collaborative relationship (Faisal et al. 2006). Chiles and McMackin (1996) explained that trust is an expectation where partner work in their best possible way to make the implementation a success without opportunistic manner even there is short- term incentives, this initiate the long-term stability of the supply chain (Spekman et al. 1998). The supply chain trust built with organisation’s involvement towardsdownward stream supply chain partners (vendors and suppliers ) tomotivate the GSCM practices whereasupward members of the supply chain ( customers ) encourages green practices by purchasing the green products (Luthra et al. 2013). Strong relationships with supplier helps building trust which is again lower the inventory level, cost and improve the production accuracy (Luthra et al 2010). Trust is an organisational culture which encourages participation and responsiveness in innovation and risk-taking (Mudali et al. 2013). The outsourcing partnership is one of the major barrier for the GSCM due to the problem in maintaining and monitoring the environmental suppliers, and lack of partnership among them (Govindan et al. 2014).
One of the actions to enhance the trust is proper reward system for suppliers. Organisation provides the rewards and incentives to supply chain partner to promote the green initiatives (Mudali et al. 2013). Rewards and incentives motivate the suppliers and change the behaviour toward implementation of green system (Zhu et al. 2008). Supply chain partners will be more interested to work toward the green objective if the supplier are aligned with the incentives and revenue are shared ( Faisal et al. 2006). No proper reward system is one of the important barriers for the development of green supply chain (Govindan et al. 2014) especially in outsourcing. Financial incentives as part of reward system from government body encourage the suppliers to take the initiatives towards green management (Ghazilla et al. 2015). Once the trust is built, the supplier will not mind to invest time, energy and money towards implementation of green concept into the supply chain. Thru the trust among the supply chain partnership, the manufacturer will get an edge over others for exporting and earn reputation at large in long run.
In last blog post we discussed about the lack of top management’s commitment to implement the green textile supply chain. Even the top management is willing to invest the resources and other interest there will be another hurdle for the availability of green raw materials for the green textile processing. Asian market specially the South Asian’s consumer market for garment really doesn’t bother about the greenness of the materials. The processing and raw materials cost enhance the final product’s cost three fold which is sometime out of reach for most of the consumer. A small tour in the wholesale garment hub in Delhi (as shown in the picture) reveals the unawareness of green product. The non-availability of green raw materials is one of the big challenges for the implementation of green supply chain.
Quality raw material is very important aspect for sustainable supply chain. “Scarcity of natural resources” was identified as the most important driver for the sustainable supply chain; this driver again influenced the element “replacement of non renewable resources with renewable and reusable resources” which is part of sustainable supply chain management (Luthra et al. 2015). It is also observed that the environmental management system implementation has been considered the most innovative important strategy which is followed with ‘green procurement strategy’, where the green raw material procurement and its availability are given priority (Govindan et al. 2013; Luthra et al. 2013). The green raw material purchasing is involved into the several activities like reduction, recycling, reuse and material substitution which all drive and facilitate the GSCM implementation (Allen et al. 2010). The most practiced environmentally sustainable initiative is to encourage suppliers to use the environmental- friendly green materials and to follow the sustainable purchase practices like selection of supplier, educating and generating the awareness among the supplier and auditing for performance (Styles et al. 2012; Mitra and Dutta 2014). Especially in fashion industries, the adoption of natural materials and process impact on the quality of final product which directly encourage the use of green natural raw materials (Caniato et al. 2015).
The consumer should be motivated to buy the green product where as the government and legal body should implement the stringent rules and enforce the rules to implement. The subsidy and encouragement can lead to establishment of manufacturing unit for green raw materials and subsequently our world can be a better place to live.
AMC is here to help you how to implement the green supply chain in textiles and garment industries for mutual benefits across the globe.
n my last post we discussed the top barriers for the unorganised garment sector’s process implementation. One of the salient and top barrier was management’s commitment and support, which is identified as one of the key behavioural factors which influence the implementation of sustainable supply chain practice.
In South Asia’s garmenting section, the manufacturer is very keen to get the profit immediately without having any further planning for sustainability. This is often a short term benefits. Further they have very little and limited knowledge about the best practice in the industries. Somehow the top management, mainly the owner should understand the reason why they have to go for the best practice to be competitive. Good facilities, good process and product control an are able to motivate workers to work long run and indirectly the company become sustainable for any direction. Top management need to provide the resource and take part the great initiatives of sustainability.
Sustainability for best product, best process should be inculcated thru the top management. We can have separate discussion offline in case needed thru AMC.
- Implementation of GMP
- Implementation of nest practice product and process control and training
- Green Initiatives
- Global standard for consumer product standards
- Green Initiatives with various standards.
I would also like to address little about the top management’s perspective related to the green initiatives in garmenting segments.
Top management initiatives and action cultivate the GSCM (Green supply chain management) training and programme which again influence the working environment (Mudali et al. 2013; Caniato et al. 2012). Top management’s perspective related to the Implementation of green supply chain includes Initiation of process, commitment, policies implementation, resources sanctioning for technology and advancement in terms of information technology (Luthra et al. 2013). In terms of financial implication, it is observed that the commitment and involvement of top management is relatively less during the implement of GSCM concept (Mathiyazhagan et al. 2012). The top management’s commitment and support was found to be the most important element for the successful implementation of the GSCM practice in Taiwanese industries especially in electrical and electronics. Top management’s understanding of the value of, and commitment for, is very crucial to the success of GSCM program (Allen 2010).
Unorganised garmenting segment is still in primitive stage. The usual practice is to get purchase order, execute the order and deliver fast. The manufacture has to work under crisis and without plan, manage the fabric purchase just like one time buying, cutting and subcontracting the stitching and washing and finally finishing and packing and delivering. A tiny 200 to 1000 sq ft. of area is sufficient to manage 10 Millions of garment per month. Is this not a superb performance?
BUT!!!!! Folks, this is not a performance, it’s a crisis management and indirect lose to the company. It is found that almost 20% of garments will be having quality issue and will be left for 2nd and 3rd grade sales for the street vendors. Those garments will be sold at 50% or more discount on production cost which is not even cover the fabric cost.
THEREFORE, why we don’t start thinking to make a good process and product control, empowerment of staff working for company and develop the culture of quality. The same work hour will be used but once the right norms and culture are adopted, the profitability and reputation will be on higher side.
After reviewing exhaustive number of articles, papers and personal interview of experts, we have top 5 reasons, why we are not able to do it...
- Management commitment and capabilities
- Lack of believe on return on investment (ROI) and use
- No appropriate measurement of lose and visibility of improvement
- Lack of partnership with suppliers and other stockholders
- No govt. Or other rewards to implement the system
Challenges for Indian Textile growth: Indian textiles industry's current worth is approx US108 billions and expected to to reach by US230 billions by 2021. 100 million peoples are directly and indirectly involved and sharing 5% GDP. The minsitry of textiles estimate that we have potential of reach US500 billion. But why we cant achieve this?
There are numerous reason behind it. I am looking for some inputs from the industry for the reasons.
Compliance urge: Social, Env., technical and product safety compliance which we generally term as integrated compliance is usually the outcome of prudent "sustainability mindset" and not by force. Further this is not a top down enforcement too, should be from the workers and runners. Compliance should not be taken as luxery and mere a certificate by paying few mandays to audit agencies rather inculcate a culture of growing together.
- Unorganised Apparel industries in India: unorganised sector's supply chain sustainabilty specially in garmenting sector is a serious concern. The manufacturer are working just to take the order and execute it just as one off job. Is this sustainability ?Lots of barriers and risks are just involved which areignored. if they calculate the issues and mitigate those, they can be emerged as top manufacturer in future. in case you have any of those idea to share, pls so share, we together can come to a consensus and better work for solution
- Green textile supply chain research is hardly seen in research papers: It has been pointed out by some researchers that consumers are concerned about the green practices by the manufacturers if the product is directly related to their health and wellbeing. The perception is that a textile product manufactured without adhering to the environmental norms may not directly affect the health of the user unless the product is used by babies who are more susceptible to adverse chemicals. Besides, the awareness about the green supply chain is also very limited. In the absence of implementation of strict environment regulations, the top management often becomes reluctant to show their commitment for green supply chain design and management. In recent years, researchers have tried to identify the barriers for the implementation of green supply chain in automobile, electronics and mining industries. However, there is death of research efforts to identify the barriers of green textile supply chain design and implementation