A.

Identify 5 similar companies to the one you have interned with,

collect vision and mission statement and explain.
1. Triburg A buying house
Mission Statement
In todays changing business dynamics, its important to have speed/quality/flexibility.
i. Dedicated, entrepreneurial teams
Small, dedicated teams of product specifically focus on the needs of particular customers
and leverage the sourcing network to service their needs. The teams are grouped under
a corporate umbrella, which provides global purchasing and financial strength in the
market place.

ii. Quick Response

Triburg has been pioneer in coordinating quick response manufacturing out of Asia for
the past two decades. In order to move even closer to its customers, it is currently
emphasizing the extension of its sourcing network in markets like Hong Kong, China.

Vision Statement
o The customers success is our success
o Deliver world-class quality on time consistently
o Add value to the brand
o Ensure a win-win outcome for all stakeholders- clients, vendors, associates
o Be a responsible, reliable business associate
Triburg targeted at becoming a market leading enterprise. With their hands-on approach,
a personal commitment to responsibility, meeting customer needs proactively and
delivering world-class quality on time, that vision became a reality. They grew from
strength to strength, picking and training their growing team with the same basic vaues.
Their motto is the Mission statement which is epitomized in all our 3 regional offices and
22 brand and Liaison offices.

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 2. Impulse A buying agent
Mission Statement
By continuously upgrading systems and processes and improving skills of ever expanding
workforce, we constantly endeavour to provide a very high degree of satisfaction to our
ever-increasing list of discerning global clients. Today we have a work force of over 370,
over half of which are product designers, product merchants, production specialists and
quality assurance technicians.

In order to achieve true success, we believe in the values of integrity and commitment
towards our associates be they our customers, manufacturers or suppliers and all our
people.

It is our mission to become the most reliable, competent and trustworthy sourcing
business partner for retailers and wholesalers of apparel, accessories, home and life style
product. We relentlessly strive to provide satisfaction to our customers through quality
of service that is consistent and reliable.

Vision Statement
BE THE BENCHMARK - INTEGRITY, INTENSITY & FUN
One Team One Vision.
Character built on Integrity, Trust and Ethics.
Leadership that creates better leaders.
Platform that nurtures the best in each.
Business Relationships that add value.
Efficient supply solutions that delight.
Shared prosperity.
Quality and systems built on self belief, simplicity and customer needs.
Self-driven people achieving professional and personal excellence &
growth.
Thought without limitations inspiring entrepreneurship, innovation and
challenge acceptance.
Ever evolving and adaptive.

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 Socially responsible.
Legacy which lasts.

3. The TMS Group A sourcing company

Mission & Vision Statement
The philosophy at TMS is built upon three core values and deeply fostered business
ethics. The philosophy is followed internally as well as by the supply chain partners.

Creativity - Quality - Reliability

These are our core values which are cherished in our daily activities. We develop &
interpret trends creatively. We care about the service and products we offer and ensure
all quality standards are met continuously.

4. Asmara International
Mission Statement
Understanding and fulfilling customers` and markets` dynamic needs.
Developing and maintaining mutual relationships with our suppliers.
Constantly developing the potential of our human resources.

Vision Statement
TO BE A PROFESSIONAL AND CREATIVE GLOBAL FASHION COMPANY THAT
CARES.
The industry is clear. There is little difference between the good sourcing agencies in
terms of merchandising and quality. These are the minimum requirements.
We add human value to our service at every level. We care about our people, about our
customers, and about our production partners.

5. Heritage Sourcing
Mission & Vision Statement
Heritage Sourcing has following core values
Integrity - We do the right thing
Commitment - We keep our Word
Respect - We value people

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 Excellence - We give our best

6. Willian E Connors
Mission & Vision Statement
o We will be the Partner of Choice in Global Sourcing and Supply Chain
Management for Leading Consumer Product Companies Worldwide.
o We will Serve Only our Clients, Adding Value and Delivering Superior
Performance.
o We will lead in Core Values of Trust, Transparency and Integrity.
(named one of the Worlds Most Ethical Companies by Ethisphere for
the sixth consecutive year in 2017)

B. SWOT Analysis
Strength
o Few competitors
o Coordinated Widespread Global Network
o Professional Team
o Easy availability of raw materials and other resources
o Easy availability of suppliers
o Availability of designers/skilled labour
o Mass production setup
o Comparatively lower cost of operations
o Low labour cost
o Services
Design
Sourcing
R&D
Quality Control

Weakness
o Absence of certified auditors
o Lack of awareness about the concept to the management of vendors

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 o Lack of concern about the cost of quality for the person doing the quality
inspection
o Lack of transparency in terms of vendor performances
o In-transparent vendor-buyer relationship

Opportunities
o Similar products on the market are not as reliable or are more expensive
o Loyal customers
o Product could be on the market for Christmas
o Customer demand - have asked sales staff for similar product

Threat
o Competitors have a similar product
o Competitors have launched a new advertising campaign
o Competitor opening shop nearby
o Downturn in economy may mean people are spending less

C. Goals and objectives

1. Speed to Market
Our systems, processes, and people ensure that products are delivered in
minimum lead time. This has been achieved through following:
Building capacity and expertise in sample room leading to faster and
accurate fir submissions.
Streamlining factory processes to shorten lead time.
Extending partnership in accommodating design and merchandising
changes.
Executing trend infusions

2. Product Innovation & Design

We have built and advanced design capability through an in house design studio
& crafts centre managed by seven designers and several artisans. Every season,
our design team analyses trends and makes specific collection for each customer.

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 This supplements the customers in house design efforts in bringing newness and
trend.

3. Seamless Flow
For products to reach stores in short lead times, merchandise has to flow
seamlessly across the globe. Whether it is fabric, trims, after-treatments, or
logistical management, our ability to orchestrate supply chain management
ensures that customers receive the merchandise on time.

4. Cost Optimization
Driving competitive pricing with vendor
Providing cost alternatives

5. Technical Support & Quality

The role of Triburg technical team extends beyond usual tech responsibility
including creation of pattern library, CAD management, monitoring & training
factory technical staff.

Quality assurance through shop floor excellence including introduction and

sustaining of SOPs, cross-functional training, Auditors certification and rigid
application of AOL system.

6. HR & Social Compliance

Working collaboratively with customers standard off Engagement and
Monitoring guidelines
Monitoring level of compliance at facilities
Participation in remediation and verification process.

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D. Policies & broad strategies
1. Triburg & Vendor Compliance Team is socially aware

believe Social responsibility is the right attitude & good business

sense
implement the highest standard irrespective of Customer or price
Ensure compliance by regular, routine and surprise visits.
Protect our customers' interests at all times.

2. Triburg Management Team is hands-on

remain actively involved at all times

Strategize for our customer's and their ever-changing needs.
identify new partners and ventures
train, nurture and encourage talent & reward excellence

3. Triburg Additional Advantage

Offer on line access for selected customers, for up-to-the-minute

status on their business, through our web site.
offer Store ready goods & Assist in Supply Chain Management
offer Quick Response (QR) on core/basic programs

Triburg large international vendor base comprises the best factories in

their respective regions, with a capacity of over 2.5 million
units/month committed to Triburg. On average, Triburg has
loyalty/association of over 15 years with our top 50 vendors, who are
certified by our existing customers.
Triburg Vendors are located in the Middle East, India, Sri Lanka &
Africa. This gives us flexibility of moving programs or the fabric to
optimize the cost efficiency, quota advantage or Lead times to
customers' advantage.
TRIBURG co-ordinate raw material supply - nominated or sourced -
from Hong Kong, Taiwan, Korea, Japan, China, India, Italy, Ireland,

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 Belgium, USA, Turkey, Indonesia & Pakistan with equal ease. Our
understanding of the unique local requirements for documentation as
well as the product quality standards to be applied, ensure trouble-
free production and delivery

E. Performance evaluation system

TRIBURG keep control over the production process and keep a sharp eye on the
production process, right from getting the style sheet to the shipment.

To achieve the dual goal of the timely production and the quality product
TRIBURG timely do the following things.

1. R&D pool
2. sampling follow up
3. first PP meeting
4. sample presentation to the buyer
5. technical R&D at sampling stage
6. fabric inspection
7. pre production meting
8. production planning report
9. Production status report
10. Inline monitoring report
11. Final inspection report
12. Random checking report before shipment

R&D pool - On receipt of the tech pack the QA and technician evaluate the tech
pack If any clarification is required are forwarded to the buyer All the required
are forwarded to the buyer. All technical details associated with the product are
discussed and notes made. This information is forwarded to the factory that in
turn evaluates the tech pack with the Triburg QAI Technician. All analysis
conducted are included in to the Triburg R&D checklist.

Sampling Follow up: This is to ensure that timely delivery of samples can be
executed. Follow up is conducted along the different stages of sampling to ensure

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that samples are executed on time.

First PP Meeting: This meeting is conducted as soon as an order is confirmed.

Fabric & trims standards, threads, needles, any value addition is discussed in
detail. In addition to this various fabric and trim flows are also discussed key
personnel's attending this meeting from the factory are merchandise manager,
trim head QA personnel etc.
Sample Quality report: Every sample sent the buyer along with review sheet
measurement report and patterns.

Technical R&D at sampling stage: If any production problem is seen or any

improvement is being made in the construction then a mock of the improved
construction is sent to the buyer for further comments.

Fabric inspection: 4 point system is used for fabric inspection, any order less then
200 yards is inspected 1000/0. The process of inspection is being done by QA
person of Triburg only to avoid any delay due to fabric defect at the time of bulk
production.

Pre-production meeting: Conducted immediately after order confirmation, pre-

production meeting is conducted with factory management, to decide how many
machine, how many line, how many days and other things related to quality issue.

Production planning report: Production planning is discussed during pre-

production meeting. Here they plan for cutting, sewing, washing, finishing and
packing.

Production control chart: The QA stationed in the factory monitors the production
on a very close basis and this is compared with the original planning of production
to see is there any slides or back logs. The reasons are devaluated and immediate
action is being taken so that original delivery date can be maintained.

Production status report: This report gives a consolidated status of the order and
is monitored on the daily basis.
Inline quality reports: inline reports are filled by the on - station QA and the reports

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are evaluated in detail. Every problem - highlighted in the report also has to list the
reasons that cause the problems and the action that has been taken to short it out.

Final inspection reports: final inspections are conducted on AQL 2.5 for all vintage
garments and AQL 4.0 for the others.

The QA manager and the concerned merchandiser is present during the final
audit. These systems are monitored closely and whenever any scope for
improvement is detected, the system is upgraded.

F. Mintsburgs Emergent Strategy Model

Mintzberg first wrote about the 5 Ps of Strategy in 1987. Each of the 5 Ps is a different
approach to strategy. They are:
Plan.
Ploy.
Pattern.
Position.
Perspective.
Terms reproduced from The Strategy Concept 1: Five Ps For Strategy by Henry
Mintzberg. By understanding each P, you can develop a robust business strategy that
takes full advantage of your organization's strengths and capabilities.
In this article, we'll explore the 5 Ps in more detail, and we'll look at tools that you can
use in each area.

1. Strategy as a Plan
Planning is something that many managers are happy with, and it's something that comes
naturally to us. As such, this is the default, automatic approach that we adopt
brainstorming options and planning how to deliver them.
This is fine, and planning is an essential part of the strategy formulation process.
The problem with planning, however, is that it's not enough on its own. This is where the
other four Ps come into play.

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2. Strategy as Ploy
Mintzberg says that getting the better of competitors, by plotting to disrupt, dissuade,
discourage, or otherwise influence them, can be part of a strategy. This is where strategy
can be a ploy, as well as a plan.
For example, a grocery chain might threaten to expand a store, so that a competitor
doesn't move into the same area; or a telecommunications company might buy up patents
that a competitor could potentially use to launch a rival product.

3. Strategy as Pattern
Strategic plans and ploys are both deliberate exercises. Sometimes, however, strategy
emerges from past organizational behavior. Rather than being an intentional choice, a
consistent and successful way of doing business can develop into a strategy.
For instance, imagine a manager who makes decisions that further enhance an already
highly responsive customer support process. Despite not deliberately choosing to build a
strategic advantage, his pattern of actions nevertheless creates one.
To use this element of the 5 Ps, take note of the patterns you see in your team and
organization. Then, ask yourself whether these patterns have become an implicit part of
your strategy; and think about the impact these patterns should have on how you
approach strategic planning.
Tools such as USP Analysis and Core Competence Analysis can help you with this. A
related tool, VRIO Analysis, can help you explore resources and assets (rather
than patterns) that you should focus on when thinking about strategy.

4. Strategy as Position
"Position" is another way to define strategy that is, how you decide
to position yourself in the marketplace. In this way, strategy helps you explore the fit
between your organization and your environment, and it helps you develop a
sustainable competitive advantage.
For example, your strategy might include developing a niche product to avoid
competition, or choosing to position yourself amongst a variety of competitors, while
looking for ways to differentiate your services.

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5. Strategy as Perspective
The choices an organization makes about its strategy rely heavily on its culture just
as patterns of behavior can emerge as strategy, patterns of thinking will shape an
organization's perspective, and the things that it is able to do well.
For instance, an organization that encourages risk-taking and innovation from employees
might focus on coming up with innovative products as the main thrust behind
its strategy. By contrast, an organization that emphasizes the reliable processing of data
may follow a strategy of offering these services to other organizations under outsourcing
arrangements.

Using the 5 Ps
Instead of trying to use the 5 Ps as a process to follow while developing strategy, think
of them as a variety of viewpoints that you should consider while developing a robust and
successful strategy.
As such, there are three points in the strategic planning process where it's particularly
helpful to use the 5 Ps:
When you're gathering information and conducting the analysis needed for strategy
development, as a way of ensuring that you've considered everything relevant.
When you've come up with initial ideas, as a way of testing that that they're realistic,
practical and robust.
As a final check on the strategy that you've developed, to flush out inconsistencies and
things that may not have been fully considered.
Using Mintzberg's 5 Ps at these points will highlight problems that would otherwise
undermine the implementation of your strategy.
After all, it's much better to identify these problems at the planning stage than it is to find
out about them after you've spent several years and millions of dollars implementing
a plan that was flawed from the start.

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References
1. (n.d.). Retrieved from impulse.co.in
2. (n.d.). Retrieved from http://tmsfashion.com/
3. (n.d.). Retrieved from asmarainternational.com
4. (n.d.). Retrieved from https://www.heritagesourcing.com/
5. Government, Q. (2008, April 27). SWOT Analysis. Retrieved from Queenslandgov:
https://www.business.qld.gov.au/starting-business/planning/market-
customer-research/swot-analysis/example
6. Lowendalmasai. (2013, July 10). Sourcing Insights. Retrieved from
lowendalmasai.com:
http://www.lowendalmasai.com/fr/files/9813/8383/5192/IndiaOffice_Newslet
ter_Vol2_2013.pdf
7. M, J. (2017, August 23). Internship Report. Retrieved from issuu:
https://issuu.com/jyotimn/docs/jyoti_m_internship_triburg
8. rovilbhai. (2008, June 6). triburg brochure. Retrieved from Scribd:
https://www.scribd.com/document/45256721/Triburg-Brochure
9. team, M. T. (2015, February 7). Mintzburg Strategy Model. Retrieved from
mindtools.com: https://www.mindtools.com/pages/article/mintzberg-5ps.htm

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