Luận văn thạc sĩ Kỹ thuật công nghiệp: System integration in order management at a garment manufacturing in Dong Nai

TASKS AND CONTENTS: - Analyze and evaluate the order management process at the company to determine causes that create the low operation efficiency and waste in material consumption -

INTRODUCTION

Rationale

According to the Ministry of Industry and Trade, Vietnam Institute of Strategy and Policy for Industry and Trade [3], Textiles and garments are one of the critical sectors of the Vietnamese economy, with more than 13,000 businesses and a workforce of over 2 million people The following figure shows that just in the past six years, Vietnam's garment export turnover increased by 41.9% in 2022 with 44.0 billion USD, ranking third in size after China and Bangladesh After the Covid-19 pandemic, 2022 has been a transformed year with solid growth in most industries In addition, the long-term trend of shifting orders from China to other countries with lower labor costs is still happening Vietnam is one of the best choices for foreign investors because of all its advantages The increasing orders and fierce competition require garment manufacturing to have innovative competitive strategies to lead the market Manufacturers are facing a shortage of lead time, low cost, and the best quality

Figure 1.1: Vietnam Export Turnover from 2017 to 2022 The textile industry shows an imbalance between production stages, strong in export processing but weak and lacking focus in the weaving and dyeing stage Statistics from the Vietnam Textile and Apparel Association (VITAS) [4] show that 70% of more than 3,800 textile factories produce

Vietnam Export turnover (Billion USD) % Difference compare with 2017 garment products, only 6% produce yarn, 17% produce fabric, and 4% are dyeing facilities The sewing process is developing strongly, but the export processing method (CMT) remains the primary method (65%), while FOB enterprises account for about 25% Self-design, production and branding, and self-design to distribution (ODM and OBM) only make up 10% In this situation, fabric lead time consumes at least 65%-70% of the total garment lead time, leaving only 30%-35% for garment production This remaining time is not sufficient for complex orders Then, to shorten the material lead time, manufacturers normally pre-buy materials in advance and store them in the warehouse When the actual orders come, production can start immediately That is the standard way to shorten the lead time for orders and help manufacturers improve their competitiveness However, pre-buy materials also bring high risks to the company because they cannot utilize all the materials bought, and then the company has to bear this cost of material dead stock

Materials management is one of the crucial functions in supply chain management, and it involves the whole process from the development stage to the bulk production stage in garment manufacturing Meeting material requirements, such as price, availability, quality, and on-time delivery, while having the lowest cost is challenging for organizations With a sound material management system, the company can reduce the material lead time, lower material waste or dead stock, high inventory turnover rate, and lower material cost Inappropriate working processes and lack of system approach are two main reasons for poor material management in most garment manufacturing There is an urgent need to build an integrated system and material management process to look after all these material management issues and minimize the material inventory cost Besides, the research also sets a general structure for the material management team and the interactions between the various sub-systems in overall supply chain management That is the reason for the research topic "System Integration in Order Management at a Garment Manufacturing in Dong Nai."

Aim of the study

This research reviews integration in engineering practices, holistically addresses integration hierarchy levels from material development to bulk production, and indicates the challenges in the current material management process and system It then offers a systematic approach to integrating systems, illustrated with a case study in garment manufacturing This research contributes a new material management process with an integrated system to help companies manage the material better and reduce inventory costs and leftovers Furthermore, a model of pre-buy material has been developed to maximize the material utilization

By that analysis, the aim of this research is described in detail below:

- Reduce fabric deadstock by at least 9.0%

- Save material usage by at least 2.3%

- Improve material on time by at least 8.0%

- Improve the ratio of on-time shipments by at least 15%

- Reduce the number of cases of wrong data input to the ERP system by at least 50%

- Reduce time to confirm LCO at least 5.0%

- Reduce time to release CV at least 7.0%

- Reduce time to create washing PO at least 90.0%

Object and range of study

This study was conducted in garment manufacturing from Mid-2023 to Mid-2024 The whole process of order and material management has been studied to understand the weak points in the current process This study mentions several systems, such as ERP, WMS, B2B, and cutting systems It also involved various functional departments in garment manufacturing, including planning, merchandising, development, quality, technical, and production.

Assumption

This study was conducted in a practical condition that reflects the actual situation in garment manufacturing Many factors may affect the study results, such as forecast fluctuations, market trends, material quality, delivery conditions, factory expansion, and production efficiency However, in this study, the considered assumptions are:

 Stable production efficiency to sustain the loading demand

 Delivery performance from the supplier is good and meeting the planned date

 There are no impacts from the global economy or the Vietnamese government's transportation policies.

Structure of the study

The thesis is structured into six chapters as follows:

In this chapter, the thesis underscores the topic's urgency in light of the prevailing conditions within the garment industry

- Chapter 2: Theory, literature review, and methodology

In this chapter, the thesis delves into the theoretical foundations that are applied in the research, providing a detailed exploration of scientific studies and literature relevant to the topic It begins with an overview of the critical theories and concepts that underpin the study The chapter then reviews the existing body of literature, highlighting significant research and findings that have influenced this thesis The final section develops a comprehensive methodology detailing the research design, data collection, and analysis techniques used throughout the thesis

- Chapter 3: System integration in order management

The thesis will examine the company's present order and raw material management scenario in this chapter It will delve into the particular context, pinpoint the company's challenges, and the root causes of these challenges Subsequently, it will propose essential projects to enhance the current situation, focusing on improving operational efficiency and saving materials These projects will serve as critical outcomes of this chapter Finally, the chapter will conclude by presenting a future development concept: the digital supply chain

In this section, the author will present the research findings, analyzing the advantages and disadvantages of the research method employed Additionally, this chapter will highlight the contributions of the thesis to both academic knowledge and practical application It will also outline potential future directions for expansion and development.

THEORY, LITERATURE REVIEW AND METHODOLOGY

Theory

A detailed literature survey was carried out to learn about integrated systems and the use of integrated systems for material management Mohammad ET al [1] describe that system integration, or integration at the system level, refers to integrating components, elements or sub- systems, or human interactions to realize a system that accomplishes the system objectives Therefore, it relates here to technical systems integration System integration primarily concentrates on amalgamating components, internal and external sub-system interfaces, and human interactions

It defines a system as a unified collection of elements, sub-systems, or assemblies that collectively achieve a specific goal These include products (like hardware, software, and firmware), processes, people, information, methods, facilities, services, and additional supportive elements (ISO/IEC/IEEE, 2015)

System integration entails the amalgamation of disparate sub-systems or components into a cohesive, unified system that operates seamlessly as a whole In software solutions, system integration is commonly understood as the process of interconnecting diverse IT systems, services, and/or software to facilitate their harmonious functionality together [6] Many system integrations exist: Data integration, Business-to-Business integration, Legacy system integration, electronic document exchange (EDI), and Enterprise application integration (EAI) such as ERP, CRM, SCM, etc

Project management involves guiding a team's efforts to accomplish all project objectives within specified limitations Typically outlined in project documentation initiated at the project's outset, these limitations include scope, time, and budget Additionally, optimizing the allocation of required resources to achieve predefined goals presents a secondary challenge [21]

Project management methodologies are adaptable to various projects and are often customized to suit specific project characteristics, including size, nature, industry, or sector For example, the construction industry has developed its specialized project management approach, known as construction project management, tailored for projects involving building structures like buildings, roads, and bridges Professionals in this field can undergo training and certification to become proficient project managers Similarly, the information technology sector has established its unique project management framework called IT project management, focusing on delivering technical assets and services across different lifecycle phases such as planning, design, development, testing, and deployment Additionally, there exist other specialized project management disciplines such as Biotechnology project management, Localization project management, and research study management

Despite their diverse focuses, all these project management types share a standard set of goals: time efficiency, quality assurance, and cost-effectiveness The hallmark of a successful project lies in its ability to meet these objectives, often referred to as the Iron Triangle or Triple Constraint Projects deemed successful are completed within the stipulated timeframe, adhere to the allocated budget, and meet predefined quality standards, while those that fail to achieve these benchmarks are considered unsuccessful

The project lifecycle comprises five distinct phases, commonly called process groups Each process group delineates a set of interconnected processes designed to shepherd the work through a series of discrete steps until completion This approach to project management is often termed

"traditional" or "waterfall" due to its linear and sequential nature The five process groups are:

Systems development involves a detailed process of conceiving, designing, testing, and implementing a new software application or program This could mean creating custom systems internally, setting up database systems, or acquiring software solutions from external sources To maintain efficiency and uniformity, written standards and procedures must oversee all information system processing functions The management of an organization plays a crucial role in this effort, and it is responsible for defining and enforcing standards and selecting an appropriate methodology for system development life cycle This methodology oversees the complete process of developing, acquiring, implementing, and maintaining computerized information systems and related technologies

System development is a vital but intricate process crucial for delivering top-notch products to users It typically involves seven key steps, which are:

 Analysis: Understand what the system needs to do

 Planning: Map out how the system will be built

 Design: Create detailed plans for the system's architecture, components, and user interface

 Development: Write the code that makes the system work

 Testing: Ensure that the system meets all requirements and bugs-free

 Deployment: Make the system available to users

 Maintenance: Keep the system running smoothly and address any issues that arise

To grasp a comprehensive understanding of the garment production process flow, let's segment it into four primary phases: Pre-production (lasting 1-3 months), Garment Construction (spanning 1-4 months), Quality Control (taking approximately one week), and Delivery (usually requiring 2-

1 Pre-production: The pre-production stage encompasses the development of conceptual designs, technical specifications, material sourcing, and the fabrication of initial prototypes

2 Garment Construction: Also referred to as the bulk production stage, this is where garments are brought to fruition – from sampling and cutting to stitching and finalizing touches

3 Quality Control: At this stage, each garment undergoes a comprehensive inspection Every aspect, from stitching and construction to materials, is meticulously examined to ensure top- tier quality

4 Delivery: After garments pass through quality assurance checkpoints, the remainder of the production order is prepared for delivery to the warehouse

 Spreading, Form Layout, and Cutting

Literature review

Many studies have been conducted related to this thesis topic, and in the following section, we will review them to understand what has been achieved in the past and what needs improvement for future studies

Prof Akhil Anjikar ET al [2] proved that there are several textile organizations where ERP must be used Textile companies can provide outstanding service to customers, maximize their return on investments in assets, lower the total cost of procuring through improved efficiency, optimize enterprise processes and enhanced productivity, mitigate operational risks, facilitate environmental compliance, and streamline the merger and acquisition acquisitions process while providing the best customer service experience The application of ERP is not only software but also includes the standardization of processes such as purchasing, supply planning, e-procurement, and inventory control Change management is essential for everyone in the organization, from the MD/CEO to the last employee in the hierarchy chain, to be willing to implement ERP and put it to the best use for the organization's benefit [5]

Nuruzzaman ET al [6] proved that order lead time dramatically increases the total garment lead time The analysis found that the order lead time includes fabric manufacturing, shipping, unloading, and transportation In conclusion, it has been found that import dependency contributes 50% or more to the problem of long lead time, and it is the main factor in the situation of long lead time in the RMG sector Hence, it is essential for garment manufacturing to build up an integrated material management system Reducing the material lead time, increasing the material readiness, and minimizing the waste of dead stock are the key objectives of any organization

Fani, V et al [11] presented a study from an academic point of view, and his work leads to the definition of a structured methodology for implementing product lifecycle management (PLM) software in the fashion industry The most appropriate project management method for the different phases was detailed to strengthen the results, according to the well-known evidence that adopting a hybrid waterfall agile implementation model helps get the benefits

To have better material management, processes and systems must go in parallel Process standardization is critical to success in digitization implementation While digitization can simplify the material management method, it is still a highly complex system Making the material management system user-friendly is critical to achieving effectiveness Process Standardization allows the development of this simplicity An all-in-one system will benefit from managing incompatible systems and interpreting conflicting data A singular source of data and standard software will provide clear and concise data, creating an effective supply chain that supports the best decision-making in an organization Osvaldić, J [7] mentioned, "The combination of the business process through informatization is a health information system that aims to more efficient information management, security of data use, archiving and storing information."

Xuan, N.H [14] indicated, "Changes in digitization, product value, and e-commerce have also changed the global supply chain, forcing the textile and apparel industry to change in the direction of association import and sustainable development in the green direction and create global supply chains." Digitalization is a must in global supply chain management, helping to increase and enhance the ability to optimize planning, sourcing, and procurement strategies In the globalization era, enterprises face intense competition pressure, as noted by Gereffi et al [15] Globalization facilitates businesses in engaging with international markets, enhancing surplus value, and expanding their market share (Gereffi et al [15]) Engaging in the global market presents businesses with various risks, including exchange rate fluctuations, shipping uncertainties, and lack of information about partners, which can hinder continuous operations (Gunasekaran et al., [16]) Despite these challenges, the opportunities and complexities of participating in the global supply chain continue to intrigue managers and attract researchers worldwide (Meixell et al., [17])

The advent of a third generation of supply chain management (SCM) is imminent: SCM in the digitalized economy is driven and facilitated by a significant technological shift and forthcoming innovations Key technologies poised to affect current and future SCM processes include big and bright data, cloud computing, social media, predictive and prescriptive analytics, Internet of Things

(IoT), robotics, 3D printing, and mobile technology By investing in and integrating these emerging technologies, companies can gain a sustained competitive advantage by enhancing information accessibility, reducing costs, improving product quality, and enhancing responsiveness and collaboration capabilities (Poorya F., [18])

With all the research above, material management and digital in the supply chain are analyzed to understand what was achieved and inherited in this thesis, which is:

- Deploying systems always goes hand in hand with improving the integration of operating processes

- The Waterfall and Agile methodology is vital in implementing information technology projects

- The implementation of ERP will bring the best benefit to the organization

- Digitalization is a must for the development of business and the enhancement of supply chain management

Besides, there are some challenges that those researchers are still missing, and it will be emphasized in this study:

- Specific customer requirements are linked with specific orders

- Minimize material inventory cost and deadstock while improving material readiness

- The operation process is not standardized to match the material management system

- The functional disconnection between sub-systems To overcome the weakness of each system, the company implemented a new system It creates a massive waste of resources & costs

In a nutshell, there is a lack of appropriate working processes and integrated system approaches to minimize inventory costs and improve material readiness.

Methodology

There are many scientific research methods, such as data collection, qualitative, quantitative, experimental, analysis, synthesis, inductive, interpretive, historical, logical, statistical, etc Each method will have different applications in different cases and research objectives In this thesis, to achieve the purpose and solve the problem of mathematics, the author has applied the method of analysis and synthesis The author researched and analyzed many business operating processes and management models to find the cause of the issues in managing orders and raw materials In addition, many operational and management data have been collected, analyzed, and evaluated

To fully understand and comprehensively evaluate the operation and business activities of the enterprise, analysis needs to be supplemented by synthesis, which summarizes the results received from the analysis Synthesis is not a mechanical connection of the conclusions obtained from the study from different aspects but a synthesis with the extraction from them with the most common, essential ones From there, solutions to improve current operating procedures will be proposed

The waterfall model, introduced by Winston Royce in 1970 [19], comprises five phases: Requirements analysis and specification, design, implementation, unit testing, integration and system testing, and operation and maintenance (Figure 2.1) This model represents a linear, step- by-step approach to the software development lifecycle (SDLC) that holds popularity in software engineering and product development Its straightforward implementation and minimal resource requirements render it advantageous, as highlighted in [22] The waterfall model is commonly suited for short-term projects with stable and unchanging requirements However, its predictability can also pose a disadvantage, as it may not adapt well to projects with evolving or uncertain requirements.

Segmenting the comprehensive project into smaller, manageable parts is a strategic approach to mitigating project risks and streamlining the project delivery timeline This iterative process entails a dedicated team navigating through the entire software development life cycle, encompassing meticulous planning, exhaustive requirements analysis, intricate design, meticulous coding, and rigorous testing phases Only after completing these meticulous stages does the team present a functional product demonstration to the client (Figure 2.2) [24], marking a significant milestone in the project's progression

The Agile Methodology [20] is a software development approach that divides tasks into smaller iterations or increments without extensive long-term planning Fragmenting the project into smaller components is a strategic move to reduce project risks and optimize the overall project delivery timeline With each iteration, a dedicated team navigates through a comprehensive software development life cycle, encompassing meticulous planning, thorough requirements analysis, intricate design, meticulous coding, and rigorous testing phases After completing these exhaustive stages, the team presents a functional product demonstration to the client (refer to Figure 2.2) [24], marking a significant milestone in the project's advancement This iterative approach improves risk management, speeds up project delivery, and guarantees the thoroughness and quality of each phase before client involvement Testing is conducted in every iteration, which involves developing a small software section This allows users to regularly utilize these new software components and validate their value [25]

The proposed framework for this research is the integration of the waterfall and agile models This framework aims to develop a process and digital system to manage material in garment manufacturing The 4-steps implementation methodology proposed in the present work is shown in Figure 4 The initial and final phases of the project will follow the Waterfall methodology, marked by sequential and linear progression, wherein each phase is finished before proceeding to the next

This method guarantees comprehensive planning and explicit requirements from the outset, reducing risks linked with changes later in the project lifecycle

Conversely, the central phase of the project will adopt an Agile methodology, marked by flexibility, iterative development, and close collaboration with stakeholders Here, the Agile approach allows for the incremental delivery of features through short development cycles or sprints Each sprint culminates in a working product increment that undergoes testing and is made available to customers for feedback

By blending Waterfall and Agile methodologies, the project aims to leverage the strengths of each approach while addressing their respective limitations While waterfall provides structure and predictability, Agile introduces adaptability and responsiveness to change This hybrid approach enables the project team to gather end-user feedback early and continuously refine the product based on real-world usage, ultimately enhancing its quality and user satisfaction

To ensure a smooth and efficient introduction of software, it's crucial to establish a structured implementation methodology that actively engages all relevant stakeholders right from the outset

By incorporating input and involvement from all interested users early in the process, organizations can foster a sense of ownership and accountability while enhancing the likelihood of successful adoption and integration of the software solution This structured approach facilitates better alignment between the software's functionalities and the users' needs and promotes collaboration and buy-in throughout the implementation journey Ultimately, by prioritizing inclusivity and cooperation in the implementation process, organizations can maximize the value derived from the software while minimizing potential challenges and resistance to change

According to this, a focus has been made on mapping the needs of key users involved in the framework, confirming the attention paid to using a bottom-up strategy [9] The business operation process is also analyzed to identify areas of cost savings, streamline processes, and improve working efficiency Process analysis serves the purpose of identifying areas within a company where investments in new technology or personnel could prove beneficial to its operations This analytical approach enables pinpointing specific areas for potential improvement Companies can strategically allocate resources to enhance efficiency and productivity through process analysis The system NEED analysis aims to comprehend the precise requirements of the user and the company and document them adequately Collaboratively, users and software developers outline all the software's functions, performance expectations, and interface requirements It delineates the "what" of the system to be produced rather than the "how" [9]

From a project management perspective, compared to the sequential model developed by Vezzetti et al [8], Figure 2.3 shows the proposed hybrid Waterfall-Agile implementation framework The choice to embrace a hybrid approach arises from the aim to leverage the benefits provided by both methodologies, supported by ample evidence in the literature [10] Concurrently, the implementation phase adheres to Agile principles, facilitating a dynamic and iterative process characterized by micro releases After each time-boxed sprint, these incremental releases are promptly tested by crucial users, ensuring rapid feedback loops and enabling timely adjustments to enhance product quality and user satisfaction This Agile methodology accelerates the delivery of tangible results and fosters close collaboration between development teams and end-users, ultimately culminating in a more responsive and adaptive software implementation process As supported by literature on deployment practices, this method prioritizes regular feedback from end users to prevent discrepancies between their requirements and the functionalities delivered at the project's conclusion

During the testing phase, the software undergoes comprehensive evaluation to ensure it meets the specified requirements and is devoid of defects After successful testing and approval, the software is deployed to the production environment In the Waterfall Model, the maintenance phase is the final stage, focused on addressing any post-deployment issues and ensuring continued alignment with the project's requirements over time.

SYSTEM INTEGRATION IN ORDER MANAGEMENT

Object of study

ABC is a FOB manufacturer established in 2014 in the South of Vietnam The main products are sportswear such as Polo, T-shirts, and Pant… Around 3,100 employees are working with productivity from 1.0 million to 1.2 million garments each month 40% of materials are imported abroad, and 60% are local Over five thousand material items are categorized into fabric and accessories Material management starts from Greige preparation in suppliers until garment shipping out of the factory, which involves many factors affecting the material usage such as defects, marker utilization, production plans, processes, systems… The figure below presents the overall supply chain from spinning to finished garment In garment manufacturing, garment lead time starts from receiving orders until the garment is shipped out Garment lead time includes material lead time and production lead time Material lead time starts from Spinning until the fabric ships out

Figure 3.1: Overall material supply chain from Spinning to finished goods Garment

During the Design and Development stage, garment and material lead time are collaboratively defined by the customer The complexity of the garment structure and the supplier's location play significant roles in determining lead times Typically, garment manufacturers send monthly forecast orders to textile manufacturers, which allows them to prepare greige fabric in advance However, manufacturers are increasingly opting to pre-buy materials based on forecasted quantities to enhance customer service and shorten garment lead times Pre-buying materials entail a degree of uncertainty, as there's no guarantee that the pre-bought quantities will align perfectly with actual received orders This presents a considerable risk of deadstock for garment manufacturers Therefore, an efficient material management process, supported by a robust system, is crucial to mitigate this risk and yield cost savings for the manufacturer Moreover, implementing digital systems promises to improve operational efficiency by reducing manual work and minimizing the likelihood of human error Digital systems contribute to overall productivity and profitability in garment manufacturing operations by streamlining processes and enhancing accuracy

The objectives of this case study are:

- Find out the current application of the system in material management

- Understand the challenges in material management

- Propose a new operational flow to align with the material management system

- An integration system is used to connect sub-systems in managing material

- How can the system and new operational process manage material with the lowest deadstock and highest material readiness?

Background

Figure 3.2 illustrates the comprehensive material management process within this case study Upon receiving an actual order from the customer, the Merchandiser initiates the material procurement process, guided by the consumption data and order quantity specified in the ERP system The duration of material lead time varies, ranging from 25 to 90 days, depending on factors such as supplier location and the complexity of the material production process Once the materials arrive at the factory, Quality Assurance (QA) personnel conduct inspections to assess their quality and determine color tones If the materials pass the quality inspection, QA issues cutting vouchers to commence production Conversely, QA collaborates with the supplier to arrange replacements or rectifications if the materials fail to meet quality standards

This systematic approach to material management ensures that only high-quality materials are utilized in the production process, thereby maintaining product integrity and meeting customer expectations Additionally, it underscores the importance of effective communication and collaboration between different departments and external suppliers throughout the material procurement and inspection stages

Figure 3.2: Overall material management process

The purchasing process is intricate, requiring merchandisers to meticulously review inventory levels to determine the quantity on hand before initiating purchasing requests They must also carefully examine bills of materials (BOM) and consumption data to ensure accuracy in purchasing decisions Additionally, merchandisers encounter challenges such as managing minimum order quantities (MOQ), dealing with material delay lead times, supplier over-forecasts, and insufficient greige stock This process relies entirely on manual methods, taking approximately 4-6 days to complete and leaving room for human error Common mistakes include forgetting to purchase specific materials, using incorrect consumption figures, and experiencing overages or shortages due to inventory inaccuracies Therefore, implementing a digital system would be immensely beneficial in streamlining this process and reducing errors

PLANNING MERCHANDISE QA STYLE DEVELOPMENT PRODUCTION

Release CV both Fa & Acc

Once materials pass the quality inspection process, merchandisers issue cutting vouchers to authorize fabric release from the warehouse Figure 3.3 illustrates the complex nature of this process, with approximately 85% of it being conducted manually Merchandisers use order information to generate cutting vouchers, assigning them unique invoice numbers Quality assurance (QA) personnel then verify color tones and update this information in the cutting vouchers The cutting department follows the instructions outlined in the cutting vouchers to retrieve fabric from the warehouse and proceed with cutting operations Throughout bulk production execution, material-related issues are escalated to the merchandise department for resolution The merchandise department holds primary responsibility for managing materials, including inventory control

Figure 3.3: Process from Material purchasing to stock-out

CV RELEASING PROCESS BEFORE WMS LINK TO ERP

Extra CV form including PO information

Deduct inventory and issues fabric

Throughout the entire material management process, as evaluated by experts, only about 10-15% of the tasks are executed through digital systems, despite the company having multiple systems in place, such as B2B, ERP, WMS, and the Cutting system Among these, the three primary material and order management systems are ERP, WMS, and APS (as depicted in Figure 3.4) The Warehouse Management System (WMS) is utilized in material warehouses to oversee all movement in and out, with material quality integrated into WMS for streamlined control The Merchandise Department manages the Enterprise Resource Planning (ERP) system and primarily functions to interface with the B2B system for material procurement and usage control Additionally, ERP connects to APS for comprehensive order management However, the current challenge lies in the lack of integration between ERP and WMS, resulting in various issues related to material usage that significantly impact business operational performance

Figure 3.4: Overall digital system used in the company [12]

Figures 9, 10, and 11 delineate the comprehensive workflow of the Enterprise Resource Planning (ERP), Warehouse Management System (WMS), and Cutting system, respectively While each system was developed to address specific operational weaknesses, the lack of integration has led to inefficiencies in material management processes

The absence of unified data synchronization among these systems results in redundant data entry and verification efforts for employees This redundancy consumes valuable time and increases the likelihood of human error, such as inaccurate data input into the ERP's Bill of Materials (BOM) Additionally, customer order confirmation delays exceed stipulated requirements, leading to customer dissatisfaction Furthermore, escalating workforce and system maintenance costs exacerbate the financial burden on the company Operational inefficiencies persist without seamless integration and data consistency across systems, hindering productivity and profitability To mitigate these challenges, the company must prioritize the integration of ERP, WMS, and Cutting systems into a cohesive and unified platform This integration would streamline data management processes, reduce manual intervention, and enhance overall operational efficiency, thereby driving cost savings and improving customer satisfaction

Figure 3.5: WMS – Material import procedure Figure 3.5 outlines the material import process facilitated by the Warehouse Management System (WMS) in conjunction with Radio-Frequency Identification (RFID) technology Each fabric roll is affixed with an RFID chip, enabling precise identification and tracking of its location and detailed information within the system Upon arrival, the WMS system automatically selects a predetermined quantity of fabric rolls for quality inspection These selected rolls undergo thorough quality assessment Following inspection, fabric rolls that pass quality standards are allocated to the appropriate shelf location within the warehouse

Conversely, rolls that fail inspection are designated for destruction The material import process is streamlined and optimized by leveraging RFID technology and automated processes within the WMS system This approach ensures efficient handling of incoming materials while maintaining rigorous quality control standards, thereby enhancing overall warehouse management effectiveness Following the production schedule, the warehouse sequentially releases fabric to the cutting department Upon receiving the fabric, the cutting department proceeds with the cutting process according to the production schedule A system utilizing QR codes facilitates efficient tracking of cutting components Figure 3.6 provides a detailed depiction of the cutting process Following Cutting, each bundle of materials is affixed with a QR code This QR code serves as a unique identifier for the bundle Additionally, scanner devices are utilized to aid workers in identifying and managing material in and out of the cutting process This streamlined approach enables seamless tracking and management of materials throughout the cutting process, enhancing efficiency and accuracy in production operations

Figure 3.6: Cutting System Process with RFID

Figure 3.7 illustrates the overarching structure and workflow of the Enterprise Resource Planning (ERP) system, which comprises four main modules: Development, Technical, Production Plan, and Material

- Development Module: This module is responsible for submitting complete Bills of Materials (BOM) into the ERP system It serves as the foundational component, providing essential data on the composition and specifications of products

- Technical Module: The Technical department contributes to the ERP system by submitting material usage data This information outlines the expected consumption of materials during production processes Material usage may be adjusted over time, depending on actual customer orders

- Production Plan Module: This module encompasses the planning and scheduling production activities It facilitates the coordination of resources and workflows to ensure timely and efficient manufacturing processes

D EV ELO P M EN T TEC HN IC A L P R O D U C TI ON P LA N M A TER IA L TEA M

- Material Module: The Material module is pivotal in material procurement and management Upon receiving customer orders, the material team utilizes the BOM and updated material usage data to initiate purchasing activities These procurement decisions are documented and integrated into the ERP system for comprehensive tracking and management

By delineating these four key modules, Figure 3.7 provides a comprehensive overview of the ERP structure and workflow, elucidating the interplay between different departments and processes within the organization's operational framework.

The Need Analysis

Figure 3.8 presents the material deadstock data collected from seasons FW21 to FW23 The trend depicted in the graph shows a downward trajectory, indicating an improvement in material utilization methods over time Despite this encouraging trend, it is worth noting that the current level of deadstock still exceeds the affordable budget threshold

Figure 3.8: Fabric deadstock by season

While the decreasing trend suggests that efforts to optimize material utilization have been practical, further actions may be necessary to align deadstock levels with budgetary constraints Strategies such as refining forecasting methods, enhancing inventory management practices, and strengthening supplier relations could improve material utilization efficiency The company can realize greater cost savings and operational efficiencies within its material management processes by addressing the remaining gap between actual deadstock levels and budgetary targets Continued monitoring and refinement of material utilization strategies will be essential to sustainably reduce deadstock levels and optimize resource allocation in the future

Pre-buy is the crucial activity that the company is always focused on This activity aims to increase the percentage of material on time, but pre-buying is based on forecast orders that are not 100% accurate Therefore, if forecast orders go down, the company has to bear the high deadstock cost Figure 3.9 shows the percentage of material on time by season We can see that the material- on-time ratio has improved significantly from FW21 (86.72%) to FW23 (94.14%) However, the target from the company is at least 98% to support the on-time shipment target from customers Therefore, balancing the need for shipment on time and the quantity of pre-buy activities is the most challenging problem that the company is facing

Figure 3.9: The percentage of material on time

Average Order Q.ty per month Actual Material Ontime Target Material Ontime

The performance of operations following the partial implementation of the digital system has been analyzed, with particular attention to the incidence of incorrect data input into the ERP system Figure 3.10 shows that data input errors predominantly originate from the development department These inaccuracies engender additional workload for subsequent processes within material management Specifically, the merchandise department must verify and rectify the erroneous data before issuing purchase orders to suppliers and dispatching cutting vouchers to the execution team This influx of incorrect data disrupts workflow efficiency and underscores the criticality of data accuracy in ensuring the seamless functioning of material management processes

Figure 3.10: The number of cases inputting wrong data into ERP Figures 3.11 and 3.12 depict the time to confirm LCO and issue cutting vouchers, respectively Notably, during season FW22, the Merchandising team transitioned from using Excel files to the Enterprise Resource Planning (ERP) system This transition necessitated concurrently using Excel files and ERP for data transition purposes However, despite the expectation of improved operational processes and labor cost savings post-transition, both indices show a negative increase during season FW22 This poses a significant challenge for the management team in adapting to the new working method

Jan-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Aug-23

NUMBER OF CASE INPUT WRONG DATA INTO ERP

Wrong data input from Technical (case)Wrong data input from Development (case)

Figure 3.11: The time to confirm LCO by season in average Adapting to a new working method involves more than just implementing a new system—it requires a holistic approach encompassing changes in culture and process improvement To address this challenge, the management team can consider the following strategies:

 Training and Education: Offer thorough training and educational programs to equip employees with the essential skills and knowledge to utilize the ERP system efficiently This encompasses training on data entry techniques, system navigation procedures, and understanding process workflows

 Process Optimization: Evaluate and streamline existing processes to align with the capabilities of the ERP system Identify bottlenecks and inefficiencies in the workflow and implement process improvements to enhance efficiency and productivity

 Change Management: Introduce change management strategies to facilitate a seamless transition to the new working method It involves communicating the new system's advantages, addressing employee concerns and resistance, and promoting a culture of adaptability and ongoing improvement

 Continuous Monitoring and Improvement: Continuously monitor key performance indicators (KPIs) related to operational processes and identify areas for improvement Encourage

Number of POTotal hour need for LCO confirming (hour) feedback from employees and stakeholders to identify challenges and opportunities for optimization

 System Integration: Explore opportunities for further integration and automation within the ERP system to streamline processes and reduce manual work

By adopting a comprehensive approach that addresses both system implementation and cultural change, the management team can effectively adapt to the new working method and realize the expected benefits in operational efficiency and cost savings

Figure 3.12: Time to release cutting voucher for each PO by season in average

Numerous material-related processes necessitate revision to align with the new working methodology Table 3.1 outlines a catalog of processes earmarked for enhancement, presenting prime opportunities for improvement Among these, cutting voucher releasing, purchasing processes, digital fabric replacement, and washing sample releasing emerge as top priorities The effectiveness of these processes significantly influences the successful implementation of the material management system Neglecting to overhaul or standardize these processes would hinder the company's ability to adapt to the new system and reap its benefits

TIME TO RELEASE CV FOR EACH PO

Average Time to release each PO (min) Target Time to release each PO (min)

Table 3.1: List of opportunities to improve the operation processes

No Process Owner Related system

1 Material Stock IN Warehouse WMS

2 Material Stock OUT Warehouse WMS

3 Material Quality checking Warehouse WMS

6 Fabric spreading Cutting Cutting System

7 Bundling process Cutting Cutting System

8 Digital fabric replacement Mer & Cutting Cutting System

9 CPI process Cutting Cutting System

10 PP sample process Technical ERP

11 Washing sample releasing Planning APS

12 Quality controlling process Quality TPS

Many digital systems have been applied in managing material, but it seems the results are still not expected, which are:

- Dead stock is going down but still much over budget

- Material on time is improved but still cannot achieve the target

- Shipment on time is improved, but still cannot achieve the target

- Time to confirm the LCO is increasing by seasonal

- Time to release CV is increasing by seasonal

- The number of cases where wrong input data is reduced

- The cost to maintain the system is growing by seasonal

To overcome the system's weakness, the company implemented a new system, which was not integrated as a unified whole That creates a lot of waste of the resources & costs in operation Figure 3.13 shows the overall connection of all sub-systems ERP & APS partially connect automatically; APS with Cutting system, FGW system, and TPS are connected by Excel file; WMS and ERP are not connecting There are still many opportunities to improve the system, such as reducing manual work, removing human mistakes, and increasing the efficiency of operational processes Along with system integration concerns, process standardization plays a crucial role as the foundation for changing to a new working way This foundation is the stepping-stone for the successful implementation of the system

In a nutshell, four things need to be focused on in the next section:

 Some functions are still under development and do not meet user demand yet

 Working processes are not yet standard

Figure 3.13: The overall connection of each sub-system

Implementation

Back to the methodology in Figure 4, the sprint loop is applied in this section to improve the material management process There are five projects were created Each project has a different owner and leader to lead the project to success

3.4.1 Standardize the material management structure and process

A significant structural transformation has been implemented within the material team to consolidate both material development and material management for bulk production into a unified entity Figure 3.14 compares old and new structures, showcasing the evolution towards a more centralized material management approach

Under the new structure, the concept of the Merchandise department has been superseded by the material team, which is vertically organized and subdivided into fabric and trim divisions This amalgamation encompasses aspects of development and bulk production, fostering synergy and coherence within the material management process

Furthermore, the purchasing and Bill of Materials (BOM) functions have been separated into distinct horizontal teams The purchasing team operates independently, focusing on supplier relations and performance, while the BOM team assumes responsibility for data integrity and management within the ERP system Similarly, style development has been segregated into its horizontal team and aligned with customer business units (BU), facilitating a more streamlined and customer-centric approach to product development

This restructuring initiative aims to enhance operational efficiency, foster cross-functional collaboration, and optimize resource allocation within the material management domain, thereby driving overall market performance and competitiveness

Figure 3.14: The changing the structure of the material team Table 3.2 presents the difference after changing to the new structure

Table 3.2: The comparison of two material structure team

 Material mismatch between development & bulk production

 BOM is managed by different teams, high wrong data input

 Material stock is not utilized well from Develop to Bulk

 Material pre-buy is not unified from Greige (Develop) to

 Too many handover meetings between Develop and Bulk

 Consumption is not controlled well due to a misconnection between Develop & Bulk, which increases the fabric usage

 Lesser hand a meeting between Develop and Bulk

 Material usage is lower due to control consumption from

 Material pre-buy is unified from Develop to Bulk

 Reduce the wrong data input

In conjunction with the restructuring of the material team, significant changes have been instituted within the overall working process Specifically, the purchasing department will now emphasize monitoring and controlling supplier performance, while the material team will focus on inventory management and pre-buy activities

Figure 3.15: New working process of the material team

MATERIAL MATERIAL TEAM STYLE BOM TEAM

Release CV both Fa & Acc

Material ETA Tracking and Reporting

Product Feedback loop process Close

Figure 3.15 illustrates the new material management process, wherein all tasks related to materials, including material development, inventory management, pre-buy initiatives, and cutting voucher releasing, are consolidated under the purview of the material team This consolidation establishes a "one-stop solution" approach to addressing material-related issues, streamlining processes, and enhancing efficiency

Moreover, implementing the new process entails stricter control over the Bill of Materials (BOM) BOM management is now centralized within a single team, endowed with full authority over data input to the ERP system This centralized control mechanism mitigates human errors in data entry, ensuring data accuracy and integrity throughout the system

3.4.2 Standardize the process of cutting voucher release

With over 80% of the process of cutting voucher releasing transitioned to digital systems such as WMS and ERP, Figure 3.16 outlines the new process Under this updated approach, all Cutting Voucher (CV) information is consolidated and updated within the ERP system, including color tone, fabric roll number, fabric lot number, and invoice number Moreover, these fabric-related details can be tailored to each Purchase Order (PO) for Adidas or Size breakdowns, enhancing customization and specificity This shift signifies a significant change wherein the material team assumes greater responsibility for overseeing the entire material execution process, from inspection to Cutting Their role now encompasses ensuring an adequate and comprehensive supply of materials to the sewing line

Furthermore, this new process facilitates the concept of material preproduction preparation This preparation entails various activities, including pre-buy initiatives and quality control measures, to optimize material availability and quality before the production phase By embracing digital systems and implementing streamlined processes, the material team can enhance efficiency, accuracy, and overall effectiveness in material management, ultimately contributing to improved operational performance and customer satisfaction

Figure 3.16: The new process of cutting voucher releasing

CV RELEASING PROCESS BEFORE WMS LINK TO ERP

Extra CV form including PO information

Deduct inventory and issues fabric

Implementing a novel pre-buy framework, as illustrated in Figure 3.17, is essential to minimize material deadstock and synchronize material procurement with pre-buy budget requirements A pivotal aspect of this framework is the recognition that pre-buy activities should commence not from the fabric stage but rather from the greige stage It is crucial to acknowledge that without available greige in supplier factories, fabric production cannot proceed Hence, stringent control over greige becomes the primary focus

The pre-buy process initiates upon receipt of the initial forecast from customers at the onset of the season At this stage, each style is meticulously evaluated, considering the intricacies of style development and factory requirements Subsequently, decisions regarding pre-buy quantities are made, with detailed specifications outlined in Figure 3.17 Once the pre-buy is finalized, subsequent actions involve allocating orders accordingly to regulate inventory levels and minimize leftovers Organizations can proactively manage material procurement by adopting this approach, aligning it closely with production needs and pre-buy budget constraints Additionally, by prioritizing greige control and conducting detailed assessments of style requirements, companies can optimize inventory levels and mitigate the risk of material deadstock, thus fostering greater operational efficiency and cost-effectiveness

Figure 3.17: The Framework of Material Pre-buy

3.4.4 Integrated system: ERP link to APS when creating washing samples

During the material purchasing process, washing samples are created manually in ERP, which makes many human mistakes and consumes time A project has been set up to automatically link ERP to APS to create washing samples The operation Head leads the project with the participation of the material team, planning, and data team Table 3.3 details the project timeline with the owner, PIC, and start and finish dates With the old process, the washing sample is manually created, but with the new process, the washing sample is automatically created by ERP and then linked to APS The material team will purchase material following it, reducing the operation time and human mistakes

Table 3.3: Project timeline of Creating Washing samples during material purchasing

Create washing PO on ERP

No Task Status Owner Assigned to Start Date End Date

1 Project kick-off Complete Project

3 Approve the process Complete Material

5 Approve the Need Complete Material

9 Feedback after trial run 1 Complete Material

10 Adjust the system Complete Project

13 Feedback after trial run 2 Complete Material

Figure 3.18 shows the old and new process of creating a washing sample ERP based on the new manuscript, selected the PO with the earliest CRD to add the washing sample to that PO If the earliest CRD is changed in the upcoming orders, ERP will update the other PO accordingly

Figure 3.18: The new & old processes from receiving orders to material purchasing

Additionally, Figure 3.19 depicts the Quality Function Deployment (QFD) analysis of the Enterprise Resource Planning (ERP) system within this project It reveals that the top two priorities are creating washing samples and establishing a link to Advanced Planning and Scheduling (APS) systems Subsequently, the project leader convened a project kick-off meeting attended by all project members, stakeholders, and top management personnel within the company Following the project's approval, the data team commenced programming the system

Figure 3.19: QFD of ERP with Project Creating washing sample Figure 3.20 illustrates the transformation of business processes into programming language between the ERP and APS systems, delineated across six stages: Arrived, Accepted, Processed, Released, Created, and Transferred This visualization provides a structured approach to translating business logic and requirements into technical specifications, facilitating seamless integration and functionality between the ERP and APS systems

Project title: Creating Washing PO on ERP No correlation

Project owner: Head of Operation - Negative

Project leader: Senior Mer.Manager Relationships:

Cost and time 2 3 4 3 1 1: low, 5: high

Check the CRD and revised Washing

Add into Material Purchasing order

Result and Discussion

After implementing all the improvements in this research, the project owner has collected all the necessary data to evaluate the performance of the operation Figure 3.24 presents the result:

- Dead stock is reduced by 8.3% due to the centralization of the material team with a new structure

- Material usage saved 1.7% by utilizing the cutting consumption with the support of a cutting system

- Material on time and shipment on time are increased with the new SOP of material preparation and utilizing the inventory fabric

- The time to confirm LCO and time to release CV were improved by enhancing the process When WMS was linked to ERP on Aug 24, the target was reduced by at least 25% of the time

- The time to create washing PO is reduced by 87% due to the APS system having an automatic link to ERP

- The wrong data input is reduced with the new structure

While there are noticeable short-term gains in terms of operational efficiency, the comprehensive assessment of these digital systems' long-term Cost & Benefit implications remains a challenge, exposing a gap in current research endeavors However, in this research, with a specific period in the short term, cost & benefit were calculated as of Figure 3.25, showing the contributed profit is 0.96%/FOB per month while the cost of maintaining the system is 0.29%/FOB per month, which means the research has contributed to the company's savings of 0.67%/FOB per month

Figure 3.24: The results after implementing all those projects in this research

The Waterfall-Agile framework has demonstrated its effectiveness in the development of digital systems It not only focuses on the technical aspects of system development but also emphasizes

Material usage saving (Yard/Pcs)

Time to confirm LCO (hour/order)

Time to release CV (min/order)

Time to create washing PO (min/order)

Wrong data input (Case/month)

Contributed profit Cost to maintain system Saving

% Amount / FOB / Month streamlining and enhancing business processes Considerable resources spanning the workforce, time, expertise, and financial investment are dedicated to digitalizing standard procedures

From a material perspective, the material deadstock is reduced by 8.3% while the target is 9% Even if it does not hit the target, it's also a positive signal for the organization that the new model of material pre-buy is workable The target of material usage is to reduce by at least 2.3% but by 1.7% Even though it did not hit the target, top management expected this result One of the reasons for not hitting the target is the replacement of fabric due to mistakes during the production process being too high to consume the material usage That topic also needs further discussion: How to reduce the replacement in the production process Material has improved the delivery date with an on-time ratio increase of 4.9% while the target is 8% The material suppliers still impact the organization This external impact is hard to improve, and the company needs to put more effort into connecting with the supplier

From an operation perspective, the time to control LCO, time to release CV, and the ratio of wrong data input hit the improvement target with the efficiency enhancement of ERP and WMS, reducing at least 80% of manual work The time to create washing samples is not hitting the target because the staff has to manually recheck the washing PO after the system automatically generates it Furthermore, garment shipment improved by 10.4%, not hitting the target That is an open topic for the company to continue improving the production process Material is a part of the contribution to a shipment, but the production process also plays a vital role in controlling the timeline for each sub-process to catch up with the shipment on time.

Further Development

Figure 3.26 illustrates a comprehensive End-to-End (E2E) supply chain management system with digital integration, which is the primary objective of this research The system encompasses various components that optimize material supply chain operations

 ERP Integration with B2B System: Integrating the Enterprise Resource Planning (ERP) system and the Business-to-Business (B2B) system establishes a robust connection between the company and its suppliers for efficient material order management

 WMS for Inventory Management: The Warehouse Management System (WMS) is crucial in handling incoming materials and overseeing inventory within the warehouse An essential principle WMS upholds is adherence to the production plan, guaranteeing that only materials scheduled for production are withdrawn from the warehouse

 Manufacturing Execution System (MES): In the event of stock-outs, the Manufacturing

Execution System (MES) continues to track the status of materials throughout the production process That includes fabric relaxation, Cutting and bundling, supermarket management, and

This integrated system facilitates seamless coordination and visibility across the material supply chain, from order placement to production and distribution By leveraging digital technologies and automation, companies can enhance efficiency, reduce lead times, and improve overall supply chain performance Ultimately, a fully integrated digital supply chain management system enables companies to respond swiftly to market demands, optimize resource utilization, and deliver superior value to customers

Figure 3.26: The integrated system for material management

CONCLUSION

The research has fulfilled its aims of understanding the material management processes and their difficulties in garment manufacturing Besides, using a single case study approach, the research demonstrates the application of systems integration has brought many benefits to company performance operations The research acknowledges the challenges in the implementation of digital systems Using an adapted Waterfall-Agile framework, the study shows the technological, organizational, environment, and knowledge to overcome the challenges facing in company Instead of IDEF0 (ICAM Definition for Function Modeling), BPMN is used as a mapping standard because it is more suitable for representing business processes that must be computerized

The integration system brought many benefits, such as improving operating efficiency Besides, many opportunities exist to improve the system, reduce manual work, and remove human mistakes System integration effectively links all systems into a unified infrastructure, enabling seamless collaboration among all components to function as a unified whole System and Process improvements have to go in parallel Waterfall-Agile implementation framework helps to continue improving the digital system, bringing more benefits to the company Finally, new studies can envision the extension of the implementation methodology to other software, such as the ones related to quality control and warehouse management, as well as management software

In anticipation of future growth, a sophisticated intelligent system has been developed to streamline material supply chains Through a B2B system, factories are seamlessly linked with suppliers via ERP for material procurement and quality management This ERP system integrates with WMS for efficient material planning and inventory management RFID technology is utilized throughout the process for real-time tracking of material statuses This comprehensive technology integration ensures optimized material flows and enhanced quality control measures, setting the stage for continued progress in supply chain management

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The research implementation plan, which includes nine main steps, is described in the table below Starting from May/23 till Jun/24

Table 4.2: Task re-arrangement with the new structure of the material team

1 Define Buy Ready status Bi-monthly Material Team

2 Internal ERP update from T2 items (Development) Bi-monthly BOM

3 Pre LCO preparation Bi-monthly Material Team

4 Pre-buy plan Bi-monthly Material Team

5 ERP PO release and confirm LCO PO within five days from LCO Bi-monthly Purchasing

1 Analyze the organizational context and operating processes

4 Study the related research models

6 Brainstorming the solution and select the most effective method

8 Aanalyize the evaluate the result

6 Forecast to T2 Bi-monthly Purchasing

7 PO change & cancel, Buyback, re-route by Adidas request Daily Purchasing

8 Update Left over to Sing Monthly Material Team

9 MOQ (Minimum order quantity) & Materials escalation Bi-monthly Purchasing

10 Material tracking to ensure data accuracy Daily Purchasing

11 Material shipment plan (Shipping information, packing list information, invoice information) Daily Purchasing

12 Material rejection review and problem-solving Daily Material Team

13 Material rejection communication to T2 Daily Purchasing

15 CV Issuing Daily Material Team

18 Material allocation Daily Material Team

19 Checking shipping information Daily Purchasing

20 Material PO accuracy & speed report Bi-monthly Purchasing

21 Material tracking accuracy until shipment report Daily Purchasing

22 Buy Ready status Monthly Material Team

23 SMTT preparation plan Monthly Material Team

24 Loading & cutting plan Monthly Material Team

25 Material in-house status Weekly Purchasing

26 Material management Weekly Material Team

27 Problem resolution report/ analysis Weekly Material Team

28 H.O meeting with Dev and production once BR pass Bi-monthly NO MORE

29 Check & compare AD, TP Bi-monthly BOM

30 Prepare SO HT & Pad print & EMB Artwork Daily Purchasing

31 Prepare copy sealing sample for Sub-con/ RT1 Daily SUBCON

32 Check Trim card Dev & sub-con Daily SUBCON

33 AD checking (from development) Monthly BOM

34 Size Set (from Sample Room) Monthly BOM

35 Print, Embroidery, and Heat transfer for testing before bulk Monthly Material Team

Tiêu đề	System Integration in Order Management at a Garment Manufacturing in Dong Nai
Tác giả	Võ Ngọc Đức
Người hướng dẫn	Assoc. Prof. Dr. Đỗ Ngọc Hiền
Trường học	Ho Chi Minh City University of Technology
Chuyên ngành	Industrial Engineering
Thể loại	Master Thesis
Năm xuất bản	2024
Thành phố	Ho Chi Minh City

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Số trang	67
Dung lượng	2,01 MB