Is it different to manage an ERP project in the textile sector? What are the difficulties therein?
Çiğdem Dönmez: Processes such as ordering, purchasing, and stock management reveal a similar structure in many corporations. However, textile sector has got furthermore variables and non-standardizing parameters. Even two textile companies operating in the same field may conduct their activities quite differently. First example coming to my mind is MRP.
MRP’s logic of operations is standard. Orders are entered, product tree and route is described, MRP is operated, and material needs are assessed. According to the resulting materials needs, respective purchasing orders are established. In our company, products are open to material additions at any stage from packaging to shipment. It is required to re-operate MRP due to each addition and modification, as well as to all the stages in the system are to be updated in accordance with such newly added materials.
In the textile sector, the deadline is our greatest advantage in global competition, especially with the Far Eastern companies. We manufacture products based on orders, sometimes the customer may ask for a very tight turn around time. We can manufacture and ship our products while the products from Fareast are being shipped. Therefore, you should start the operations at the time you put down your phone. You should promptly supply the required fabrics or accessories. While everything is linked with the order at hand, you have no opportunity to operate with stocks available beforehand. Despite enduring to stock costs, there is no chance to foresee such details as which product in which color will be ordered by the client.