Seamlessly Made in the USA By Immigrants

Seamlessly Made in the USA By Immigrants

Suuchi Ramesh wants to bring apparel manufacturing back to the US with the help of immigrant seamstresses and technologists.

Ramesh’s supply chain start-up provides custom solutions for the garment industry including her own manufacturing services. Her software uses real-time data to coordinate the supply chain from customers to fabric suppliers and support the flexibility required in this industry.


Video Spotlight: Meet one of Suuchi’s customers


This post is based on the Forbes article, Meet the Indian Immigrant Working to Bring Apparel Manufacturing Back to the U.S., by J. Vinoski, April 1, 2019, and the YouTube video, Inside Suuchi Inc (ft. Irina Kapetanakis, Founder of Obscür Intimates), by Suuchi, Inc., March 20, 2019. Image source: © Michele Constantini

Discussion questions:

1. Why is flexibility a competitive priority in the garment industry?

Guidance: Fashion items have a very short product life cycle. A quick response to changes in demand, i.e. flexibility, is therefore necessary to compete. Unless there is close and timely communication throughout the supply chain, rapid changes in demand at one link of the chain can create a “bullwhip” effect with shortages, delays, and extra inventory, which are all very costly in the garment industry. Continue reading

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Turning Beer into Water

Turning Beer into Water

September 29, 2017

Article Title: Anheuser-Busch pauses beer production to send water to Harvey victims

Author of Article: Kavita Kumar

Date of article: August 29, 2017

Source URL: https://www.cbsnews.com/news/anheuser-busch-pauses-beer-production-to-send-water-to-houston-hurricane-harvey-victims/

The Anheuser-Busch factory in Cartersvill, Georgia shifted production from beer to water to aid victims of Hurricane Harvey, in a coordinated effort that is part of the company’s emergency drinking water program. This brief article illustrates flexible manufacturing and strategic capacity management. Assemble-to-order manufacturing allows the plant to quickly transition to emergency water canning operations instead of beer production. Since this particular plant has been designated by the firm for emergency water production, it is inferred that strategic capacity management has been considered by the parent corporation in order to accommodate a decrease in beer production by one plant while still meeting targeted beer production goals. It is possible that the plant uses the “plant within a plant” concept.

Discussion Questions
1. What type of manufacturing process does this plant likely use?

Guidance: Focus the discussion on assemble-to-order and customer decoupling point.

2. In order for the company to allow this one plant to produce water instead of beer, what capacity management concepts may have been employed?

Guidance: Suitable Continue reading

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