Blog
Notes on running a garment business on connected records.
Written for the people doing the work - size sets and colourways, fabric consumption, goods received notes, ratio packs, rate lists and enquiries that have to become orders.
Latest articles
Inventory Management6 min readNine inventory practices that separate calm garment businesses from busy ones
Nothing exotic: clean codes, honest counts, reorder levels that reflect lead time, and a monthly look at what is not moving.
Read Article- Inventory Management6 min read
Inventory management for garment wholesalers: packs, lots and fast turns
At wholesale speed, the same size grid is promised to three buyers before lunch. Availability has to be live or it is fiction.
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Product Management6 min readManaging SKUs, sizes and colours without creating a mess
A style is one record. A saleable unit is a style plus a size plus a colour. Confusing the two is where the mess begins.
Read Article- Inventory Management6 min read
Where garment inventory errors actually come from
Errors are rarely random. Four specific gaps produce most of them, and each has a boring, permanent fix.
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Order Management5 min readAnswering "where is my order?" without three phone calls
The information exists. It is just distributed across three people, one register and somebody's WhatsApp.
Read Article- Order Management6 min read
Confirming a garment order against live stock instead of hope
The delivery date is decided in the thirty seconds before you say yes. Everything after that is just consequence.
Read Article - Inventory Management6 min read
Why garment stock is never wrong at the style level - only at the size level
A style shows 740 pieces in stock. The order needs 300 in L and 200 in XL - and that is where the number stops being useful.
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Purchase Management7 min readCatching a fabric shortage before you confirm the order, not after
Consumption per style is already known. The problem is that it lives in a different book from the order.
Read Article- Purchase Management6 min read
Material requirement planning for garments, without an MRP degree
Four numbers decide every purchase: what orders need, what stock holds, what is already on order, and how long the supplier takes.
Read Article - Purchase Management5 min read
Purchase order to GRN: the step most garment businesses do twice
The material arrives, the challan is filed, and then someone updates the stock register again by hand.
Read Article - Order Management6 min read
Ratio packing and customer rate lists without a separate spreadsheet
Two buyers, two rate lists, the same style. The margin question should not require a calculator.
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Garment Business7 min readChoosing software for a garment business: eleven questions that matter
Most demos look convincing. Ask about size grids, ratio packs and job work, and the differences appear in a minute.
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Supplier Management6 min readComparing garment suppliers on more than the rate per metre
The cheapest supplier is the cheapest until a delayed lot moves a dispatch date and a buyer starts asking questions.
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Customer Management5 min readFrom exhibition enquiry to confirmed order: what a garment CRM must remember
The styles discussed, the quantity indicated and the rate quoted are the enquiry. A name and a phone number are not.
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Garment Manufacturing6 min readJob work tracking: where garment quantities quietly disappear
Pieces issued to a job worker are still yours. If nothing records them, they are invisible until the count does not add up.
Read Article- Garment Business8 min read
Moving off spreadsheets without stopping the business for a month
The risk in a migration is never the data. It is asking a working business to change everything at once.
Read Article - Customer Management6 min read
Rate lists, credit terms and the customers you actually make money on
A good customer at the wrong rate with ninety days of credit is not a good customer.
Read Article - Product Management6 min read
Style costing that survives the second lot
A costing done on a notepad prices the first lot correctly and every lot after it approximately.
Read Article - Supplier Management5 min read
Supplier outstanding that nobody has to reconstruct
Two people, two figures, one supplier. The disagreement is almost always about short supply and rejections.
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