Our Journey started with a very prominent fashion house in 2004 which grew from 10 stores to 100 stores in 3-4 years It then added many International brands to its retail portfolio and was finally taken over by one of the largest business houses of India. What we witnessed in that fashion house was a mix of creativity, energy, and challenges brought about by rapid growth and inherent complexity as in the fashion sector there is randomness and variance in the production process.

We helped this organization redefine and streamline its business processes and brought the Order to Cash cycle from 18 months to 3-6 months depending on the category. During the growing years when the company moved from 10 stores to 100 stores, the production and procurement capacity were catching up while the retail stores were consistently growing, this resulted in an inter-departmental process gap which eventually translated into raw material reaching late by a season, production not being delivered, and therefore, sales missing categories at a season level. From this state of creative chaos, the organization swiftly moved to a state-efficient way of operating where the Order to Cash Cycle concept was brought down to 3-6 months. The experiences gained in this transformation gave us deep insight into the nuances and peculiarities of the Fashion, Garment, Retail, and Lifestyle Industry.

Another peculiarity of this Industry is that the manufacturing side is either skill-based or contractual, where the manufacturing process is more labor and skill-dependent rather than machine dependent, therefore, there is a planning challenge and there is a per-piece layout model and skill-based incentive model for production payout.
We see a combination of both in-house manufacturing and job work for processes like dyeing, weaving, and knitting being in place in this Industry.