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Good Manufacturing Practices Yield Good Quality

As we highlighted in our recent white paper, “Managing Your Global Vendors – The Three Pillars of Success,” Good Manufacturing Practices (GMP) are critical to successfully evaluating your global vendors. Equally important, GMP is also essential to produce high quality products. In short, good quality starts with Good Manufacturing Practices. Without GMP in place, quality problems will multiply quickly. There are multiple departments in a factory that are involved in high quality production. Skilled personnel, well-maintained equipment, process control and risk management are critical to GMP. When evaluating vendors, factory evaluators should assess:

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The Top 6 Must Haves in a Solution for Compliance Executives

Vendor Compliance is key to mitigating risks to Corporate Social Responsibility (CSR) initiatives and ensuring Good Manufacturing Practices in today’s socially connected world. The right technology can help compliance executives enforce control and accountability for all suppliers, vendors, and other third parties involved in the design, manufacturing and delivery of product. This helps businesses ensure compliance, avoid costly litigation, reduce downstream risks and costs of non-compliance, and win market share by building and maintaining a positive public image.

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How to benefit from three different types of Quality Inspections

We’ve established that poor quality can be detrimental to your bottom line and supply chain visibility is key to managing quality control. Performing inspections during the production cycle prevents poor quality products leaving the factory. Auditors should catch and address quality issues before they damage a brand or retailer’s bottom line or reputation. There are three primary types of quality inspections: pre-production, in-line, and final. There are a variety of details that must be inspected and approved during each phase in order to detect and correct quality problems.

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7 Strategies to Accelerate the Digital Supply Chain

With traditional fashion retailers and department stores struggling to stay open, it’s more important than ever for companies to innovate by using data to transform their supply chain model. However, it’s not enough to simply have access to data. Companies must “plan their reaction” to experience growth in the retail industry.

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Supply Chain Visibility – The Key to Overcoming Quality Issues

Quality issues are inevitable. But reacting to the issue(s) once goods arrive is not the solution – visibility into your supply chain is! At NGC, we’ve been stressing the importance of supply chain visibility for years. With zero or limited visibility throughout the production processes, it’s difficult to address problems and/or institute a solid quality control program. As retailers and brands come to realize what poor product quality means - not just to their brand reputation, but to their bottom line – they realize the need to implement better quality programs. In our last post, Poor Product Quality – What It Means to Your Bottom Line, we identified the costs associated with poor quality. Now let’s look at how to avoid quality issues – through supply chain visibility.

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The Changing Role of PLM

Looking at recent headlines, you’ll see that former leading retailers are now facing store closings, liquidations and layoffs. In large part, this is due to changing consumer buying trends that have taken over traditional methods of shopping. For example, Gen Z and millennial consumers are purchasing products from Instagram or trading clothes with people online. Additionally, stores are downsizing and landlords are leasing out space for experiences rather than selling products, making malls an entertainment complex rather than purely a shopping center. In order to survive, retailers and brands need to ensure that their product development and supply chain operations are able to reach to evolving sales trends.

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Congratulations to Our 2017 Apparel “Top 50” Customers

Apparel Magazine has released the 2017 “Top 50” publicly traded apparel companies who have demonstrated that they are “working diligently to meet customer demand with innovative product, fast delivery and seamless experiences across channels, while facing down the challenges of a swiftly changing retail world.” We’re honored to announce that six NGC Software customers are featured in this year’s list.

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Poor Product Quality – What It Means to Your Bottom Line

In today’s competitive market, brands and retailers are focused on their bottom line. To most, that means acquiring new customers, increasing distribution networks, and preparing for next season. However, there is a way to increase profit quickly – by reducing the cost of poor product quality. The effect of poor quality can lead to exponential costs, both internally and externally, and can hinder your long-term growth if not addressed. In addition to the direct cost of the defective product, you must consider the internal processes that directly or indirectly led to those errors, and how poor quality ultimately affects your consumer relationships and your brand’s name. For example, if you don’t have the proper systems and procedures in place for detecting a defect early in the production cycle, a product could get rejected once it reaches your customer. This results in a chargeback, or worse, it could be put on the shelf only to end in a return or bad review by a consumer.

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It’s Time to Make a Strong Commitment to E.S.G.

You might not have heard of the acronym, “E.S.G.,” but if you’re planning to seek funding anytime soon, listen up: E.S.G. is now a key metric for investors in making major investment decisions. But what is E.S.G.? Investopedia provides a simple explanation, saying, “The Environmental, Social and Governance (ESG) Criteria is a set of standards for a company’s operations that socially conscious investors use to screen investments.” Here’s how they break it down:

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Sourcing Journal: Your Supply Chain Isn’t as Fast as Zara’s – But it Could be

NGC’s Mark Burstein recently spoke with Crawford about how retailers need to close the gap between recognizing the need to change and actually being able to match the speed of Zara’s supply chain. “At Zara, they’re afraid to not make a quick decision…if it’s the wrong decision, they’ll recover and move on,” Burstein told Sourcing Journal.

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