it has become essential to separate systems such as Distribution Requirement Planning (DRP). Moreover, textile producers require a structure that can simultaneously explain both capacity and material constraints and immediately spreads the effects of problems in both backward and forward direction through out the supply chain. The Advance Planning and Scheduling (APSS) catch both material focus of MRP and short horizon rapid response scheduling power of MRP - II. However, though APSS and ERP systems allow textile companies to plan and to operate their resources, they do not serve the real-time input and actionable information required to respond to a continuously fluctuating supply chain. In the beginning,
ERP has primary constraints like data-centric execution focus, poor flexibility and one-dimensional planning, and important up-front investment as well. Milliken, a foremost textile company email list in US and founder of quick response concept, works with various clothing suppliers and leading department stores to electronically gather POS data from the department stores to synchronise their ordering and manufacturing plans. Internet technology helps Milliken in spelling out their business ideals to advance the comprehensive enterprise performance.
Consequently, Milliken was able to minimise the lead-time from order receipt at her textile plants to final clothing receipt at the department stores from 18 weeks to 3 weeks. Workflow Coordination This section of IT-interaction enhances the worth of textile supply chain by integrating supply chain operations within the company and across the organisations after collaborating with vendors and customers based on shared forecasts.
