How can our garment industry compete in the world market?
January 6, 2002 | 12:00am
It’s nice to start the year with good news coming from Fe Agoncillo Reyes, executive director of the Garments and Textile Export Board, as she proudly announced that in spite of the Sept. 11 tragedy in New York and the global slowdown, our garments and textiles export surpassed the target by four percent or US$2.974 billion. In fact our manufacturers/respondents were very busy rushing orders to catch up with the New Year shipment date. In these challenging times, it’s nice to know that our fellow Filipinos are still out there winning the race.
So hats off to our entrepreneurs for being able to penetrate the global market. Now for their tips on how to be competitive in the garment/fashion.
Mandy Dela Rama-Santos, assistant general manager, Mr. Knitwear (best known for quality knitted garments, servicing clients including Laura Ashley, Marks & Spencer, Ann Taylor, Gymboree, Harlequin, Woolworths, Pampolina, Cacharel and Monsoon UK): The only solution to the challenges facing the garment-export industry is to either sink or swim, and so our company has decided to develop a strategy for the coming year that will concentrate on, among other things, offering more service to buyers our competitors don’t offer like design, fabric research and quality control innovations.
George Siy, president, Fil-Pacific Apparel Corp. (clients include Ann Taylor, Eddie Bauer, Gap/Gap Kids, Liz Sport, Liz Missy, Brittania): A shortened learning curve and a more flexible, sustainable basis of business advantage are some of the shifts that are happening in business. This means hiring the right people as well as giving thought to your organizational design and developmental programs which are essential to a competitive business. Competitiveness is enhanced in an operational way by being able to ship in shorter lead times and adding services to the buyers that reduce their costs or enhance their value. In the long term, competitiveness is a frame of mind, of character, which can be developed. The country has to work towards this in a planned, energetic, organized fashion.
Emmanuel Puyat, general manager, Tropic Isles Mfg. Corp. (exporter of swimsuits with clients such as Radical Reef, Sergio Valente, Nike, Fish and Enricopescator): When I look back on how the company was when my mom first started more than a decade ago and compare it to what it is today, I can’t help but be amazed at how far we’ve come. A lot of the company’s growth can be attributed to our openness to new ways of doing things, be it technological or methodological.
Lawrence Delos Santos, vice president, Hamlin Industrial Corp. (one of the biggest suppliers of Ann Taylor and Ann Taylor Loft, manufactures knitted shirts, suits and woven blouses for international brands like Arcadia, Banana Republic, CK, Fila, Gap, Hanes, J. Crew, Liz Claiborne, Pierre Cardin, Polo Club and Tommy Hilfiger): Pre-requisites to competitiveness are good quality, on-time delivery and competitive pricing. We also have to answer this question: How do we make ourselves important enough to the buyers so as not to be replaced? By becoming a big major supplier – either by volume, or by having multiple products. By becoming partners with customers and growing with them together. By constantly reinvesting in modern equipment and technology to be able to increase efficiency.
Jojo Montaño, president, Noveau Manufacturing Inc. (exporter of infant wear and ladies wear, sleepwear, undergarments and lingerie for clients including Avon, Baby Fair, Charming Shoppes and Cotton Candy): Garments will become the most globally competitive item in the next few years. Lowering of quota restrictions will signal a fierce competition for customer dollars. I believe that the survival of the garment industry will depend on specialization. Garment producers need to find a product or market niche where they will have the maximum expertise to provide the best possible service at the most cost-effective prices.
Sheree Roxas-Chua Gotuaco, vice president, Elite Garments International Inc., winner of the 2001 "Vendor of the Year Award" (for outstanding performance in sales growth and profitability) from Charming Shoppes Inc., the third largest retailer in the USA, as the specialty store for women’s plus-size brands Lane Bryant and Catherine Stores: It is important to create good quality products with on-time deliveries. Maintaining quality is a challenge because of the many details involved in garment production. Styles change, accessories change, specifications change per order, therefore, the system that is put down should be followed.
Katrina Goulbourn, vice president, Neilino Silk (producer-exporter of silk fabric, hand-woven fabrics of natural fiber for brand clients Bianchini and Dressing): We are a very creative people and this is obvious in the world-class products we develop for the export market, be it in fashion or the home. We also have a great pool of resources that we can use, local raw materials and techniques that cannot be found or replicated elsewhere. What we can do is offer a high-quality products that are unique. This is what we strive for in our business and it works well with us.
Lia Q. Francisco, president, The Apparel Corp. (manufacturer of quality nightwear and lingerie for women, with a client base including Cinema Etoile, Giligan O’Malley, Valmode, Lovable and Secret Treasures): The relentless pursuit of efficient execution is definitely the way to go. In no uncertain terms, efficient execution will reverse an otherwise fatal path to mediocrity. It will be the most enabling force in an increasingly challenging environment. Operationally, a tight focus on real-time information, systems improvement, employee education and team work, and continued cost-cutting are at the very core of the efficiency mantra. The next stage will be the more pervasive use of technology.
So hats off to our entrepreneurs for being able to penetrate the global market. Now for their tips on how to be competitive in the garment/fashion.
Mandy Dela Rama-Santos, assistant general manager, Mr. Knitwear (best known for quality knitted garments, servicing clients including Laura Ashley, Marks & Spencer, Ann Taylor, Gymboree, Harlequin, Woolworths, Pampolina, Cacharel and Monsoon UK): The only solution to the challenges facing the garment-export industry is to either sink or swim, and so our company has decided to develop a strategy for the coming year that will concentrate on, among other things, offering more service to buyers our competitors don’t offer like design, fabric research and quality control innovations.
George Siy, president, Fil-Pacific Apparel Corp. (clients include Ann Taylor, Eddie Bauer, Gap/Gap Kids, Liz Sport, Liz Missy, Brittania): A shortened learning curve and a more flexible, sustainable basis of business advantage are some of the shifts that are happening in business. This means hiring the right people as well as giving thought to your organizational design and developmental programs which are essential to a competitive business. Competitiveness is enhanced in an operational way by being able to ship in shorter lead times and adding services to the buyers that reduce their costs or enhance their value. In the long term, competitiveness is a frame of mind, of character, which can be developed. The country has to work towards this in a planned, energetic, organized fashion.
Lawrence Delos Santos, vice president, Hamlin Industrial Corp. (one of the biggest suppliers of Ann Taylor and Ann Taylor Loft, manufactures knitted shirts, suits and woven blouses for international brands like Arcadia, Banana Republic, CK, Fila, Gap, Hanes, J. Crew, Liz Claiborne, Pierre Cardin, Polo Club and Tommy Hilfiger): Pre-requisites to competitiveness are good quality, on-time delivery and competitive pricing. We also have to answer this question: How do we make ourselves important enough to the buyers so as not to be replaced? By becoming a big major supplier – either by volume, or by having multiple products. By becoming partners with customers and growing with them together. By constantly reinvesting in modern equipment and technology to be able to increase efficiency.
Jojo Montaño, president, Noveau Manufacturing Inc. (exporter of infant wear and ladies wear, sleepwear, undergarments and lingerie for clients including Avon, Baby Fair, Charming Shoppes and Cotton Candy): Garments will become the most globally competitive item in the next few years. Lowering of quota restrictions will signal a fierce competition for customer dollars. I believe that the survival of the garment industry will depend on specialization. Garment producers need to find a product or market niche where they will have the maximum expertise to provide the best possible service at the most cost-effective prices.
Sheree Roxas-Chua Gotuaco, vice president, Elite Garments International Inc., winner of the 2001 "Vendor of the Year Award" (for outstanding performance in sales growth and profitability) from Charming Shoppes Inc., the third largest retailer in the USA, as the specialty store for women’s plus-size brands Lane Bryant and Catherine Stores: It is important to create good quality products with on-time deliveries. Maintaining quality is a challenge because of the many details involved in garment production. Styles change, accessories change, specifications change per order, therefore, the system that is put down should be followed.
Katrina Goulbourn, vice president, Neilino Silk (producer-exporter of silk fabric, hand-woven fabrics of natural fiber for brand clients Bianchini and Dressing): We are a very creative people and this is obvious in the world-class products we develop for the export market, be it in fashion or the home. We also have a great pool of resources that we can use, local raw materials and techniques that cannot be found or replicated elsewhere. What we can do is offer a high-quality products that are unique. This is what we strive for in our business and it works well with us.
Lia Q. Francisco, president, The Apparel Corp. (manufacturer of quality nightwear and lingerie for women, with a client base including Cinema Etoile, Giligan O’Malley, Valmode, Lovable and Secret Treasures): The relentless pursuit of efficient execution is definitely the way to go. In no uncertain terms, efficient execution will reverse an otherwise fatal path to mediocrity. It will be the most enabling force in an increasingly challenging environment. Operationally, a tight focus on real-time information, systems improvement, employee education and team work, and continued cost-cutting are at the very core of the efficiency mantra. The next stage will be the more pervasive use of technology.
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