Why suppliers struggle to deliver defect-free products to buyers: a buyer–supplier dyadic perspective

Abstract

PurposeThis study explores the challenges of garment suppliers in delivering defect-free products to their buyers and how buyers play a role in overcoming the challenges.Design/methodology/approachFollowing a qualitative research approach and a multiple case study method, quantitative and qualitative data were collected from the four garment suppliers and buyer's representatives. Both quantitative and qualitative data analysis techniques were applied to understand the challenges in delivering defect-free products.FindingsThe study findings show that garment suppliers' main challenges in delivering defect-free products are unsystematic quality control, informal root cause analysis, limited education and training facilities, dearth of a learning culture, limited quality control capability, lack of cross-functional team, inadequate modern technologies, workers' resistance to change and poor performance evaluation. Moreover, this study demonstrates how buyers can enhance their support to suppliers to receive defect-free products.Research limitations/implicationsWhereas the garment industry has more than four thousand suppliers, this study considers only four suppliers. Therefore, the generalisability of the study may be questioned. Furthermore, as this study considers only a single sewing line in each factory, future studies could incorporate more lines for a holistic understanding.Practical implicationsThe findings of this study could help the managers of supplier firms understand how to tackle the hurdles of defect-free garment production and give buyers a guideline about what role they need to play to receive defect-free garments from suppliers.Originality/valueFor the first time, this study presents how garment suppliers and their lead buyers play significant roles in satisfying end consumers' demand by overcoming the challenges of defect-free garment production.

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

“…Hao et al (2022) identified lean production as one of the significant sustainable operations practices and buyers can help their suppliers to enhance their sustainable operations practices, such as lean production and others, although they can select the suppliers who have implemented various high-level sustainable operations practices. It is "buyer-seller relationship" that plays an important role in determining buyers' intervention to assist suppliers in lean implementation (Hoque, 2021a(Hoque, , 2021b. In a pandemic situation, buyers need to provide more support to tackle any crisis.…”

“…However, lean implementation is not straightforward in the garment industry in developing countries (Hoque et al , 2020). Thus, buyers need to be involved with suppliers while implementing any initiative successfully (Hoque, 2021a). As the garment industry of Bangladesh is buyer driven, lead buyers are the key to improve suppliers’ any type capabilities (Rana et al , 2019).…”

Investigating Root Causes of Sewing Defects Using TQM Tools for Quality Improvement in the Knit Garment Industry

“…The apparel sector of the Bangladeshi economy accounts for 15% of GDP [8]. A study highlighted the challenges faced by garment manufacturers, including the lack of structured quality control procedures, reliance on informal root cause analysis methods, limited access to education and training opportunities for workers, a deficiency in fostering a culture of continuous learning, limited capabilities in quality control practices, a lack of cross-functional teams, insufficient adoption of contemporary technologies, an inability to respond to change among workers, and ineffective systems for evaluating performance [9]. The implementation of quality management principles has significantly contributed to the achievements of numerous industries and is widely adopted by companies on a global scale [10].…”