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A hierarchical model for critical Success factors

in apparel
success factors in apparel supply chain

supply chain
Nighat Afroz Chowdhury and Syed Mithun Ali
Department of Industrial and Production Engineering,
Bangladesh University of Engineering and Technology, Dhaka, Bangladesh Received 9 August 2019
Revised 20 November 2019
Sanjoy Kumar Paul Accepted 14 February 2020

UTS Business School, University of Technology Sydney, Sydney, Australia

Zuhayer Mahtab
Department of Industrial and Production Engineering,
Bangladesh University of Engineering and Technology, Dhaka, Bangladesh, and
Golam Kabir
Industrial Systems Engineering, University of Regina, Regina, Canada

Abstract
Purpose – Supply chain management plays an important role in sustaining businesses in today’s competitive
environment. Therefore, industrial managers are focusing on exploring the key performance improvement
attributes of supply chain management to achieve a better position in the global market. Aimed at ensuring
best supply chain management practices, this study presents the key performance improvement attributes,
known as critical success factors (CSFs), within the context of the apparel supply chain of Bangladesh.
Design/methodology/approach – In this paper, the interpretive structural modeling method (ISM) has been
applied to develop a structural framework to analyze the contextual relationship among the factors under
consideration. MICMAC (Matriced’ Impacts Croise
s Multiplication Applique
e a
unClassement) analysis has
also been performed to define the classification of the CSFs in terms of their driving and dependence power.
Findings – The research findings reveal that supply chain collaboration/partnership and customer
satisfaction are of crucial importance to success in the context of supply chain management of the readymade
(RMG) garments industry of Bangladesh. Further evidence suggests that these, along with other success
factors, can assist in achieving a competitive advantage and better market position. A number of theoretical
and managerial implications have been provided for managers and practitioners, and for further evaluation of
the study.
Originality/value – This paper considers a new supply chain problem which identifies and evaluates critical
success factors. This paper also develops a new structural model for evaluating critical success factors.
Keywords Supply chain management, Critical success factors, Interpretive structural modeling, Readymade
garments industry, Decision support
Paper type Research paper

1. Introduction
Over the last few decades, the business environment has become more dynamic and volatile
in nature due to globalization, technological change, and increased customer demand (Ali
et al., 2017). Supply chain management (SCM) has proven to be an important tool in
overcoming this situation and gaining a competitive advantage. Therefore, in recent years
many academicians and industry practitioners have taken a lot of interest in the successful
implementation of the SCM concept (Chowdhury et al., 2019). Since garments and textiles is,
Business Process Management
This research was supported by BUET CASR under grant number DAERS/CASR/R-01/2017/DR-2280 Journal
(50). The authors would like to show our gratitude to all the academicians and industry experts who © Emerald Publishing Limited
1463-7154
assisted in conducting this research by providing valuable insight and expertise. DOI 10.1108/BPMJ-08-2019-0323
BPMJ without doubt, one of the largest industries, this sector is also focusing on the proper adoption
of supply chain practices (Bruce et al., 2004). Hence, this research is based upon the
readymade garments (RMG) industry of Bangladesh, which is a fast-growing industry. As
the second largest apparel exporter and biggest foreign exchange sector, the garments
industry of Bangladesh is facing a lot of challenges in maintaining its position within the
global market (Mostafa and Klepper, 2017). As a result, there is increasing pressure on
managers to emphasize social, environmental, and economic factors at all levels of SCM
(Luthra et al., 2014).
A supply chain includes all movements, activities, storage of raw materials, work-in-
process, and finished goods, from order placing to order receiving (Lambert and Cooper,
2000). If one element of the supply chain fails, the entire supply chain comes to a standstill.
Whilst SCM is a well-established practice all around the world, it is yet to be popularized in
Bangladesh. Recent incidents involving Rana Plaza and Tazrin Fashion have also raised a
question of compliance to fulfill customer demand (Jacobs and Singhal, 2017). To maintain its
consistent reputation in the global market, the apparel sector of Bangladesh must therefore
learn to adopt effective SCM practices. There are some significant critical success factors
(CSF) that, if improved upon, will certainly help in achieving optimal efficiency in SCM.
SCM practices and CSFs have been studied by a number of researchers like (Aschemann-
Witzel et al., 2017; Luthra et al., 2015a; Raut et al., 2017). Most of them have focused on simply
identifying the CSFs from the perspective of SCM. Others have emphasized the literature
review or devoted their attention to specific industries. However, most of them have failed to
analyze the contextual relationship or degree of influence factors may have on one another.
This research study therefore deals with this gap by addressing the hierarchical relationships
among CSFs and developing a structural framework for the issue under consideration.
In this research, the interpretive structural modeling (ISM) method has been applied to
identify the structural relationship among the CSFs. ISM is a widely used and well-
established strategy for checking interdependency among various factors in a defined
system. This methodology was used here to determine the driving and dependence power of
the CSFs. Along with ISM, MICMAC (Matriced’ Impacts Croise’s Multiplication Appliqu
ee a
UN Classement) analysis was also performed to classify the CSFs into four categories,
addressing the following research questions:
RQ1. What are the CSFs for managing apparel supply chains in developing countries like
Bangladesh?
RQ2. What are the interactions among the CSFs for a real-world industrial case?
RQ3. What are the future implications for managers to improve overall apparel supply
chain performance?
The rest of the paper is organized as follows. Section 2 provides the literature review on SCM
management practices, CSFs and different methodologies used. Section 3 discusses the
detailed research methodology. Data analysis from a real-life case is described in Section 4
and the results and findings of this research are presented in Section 5. Section 6 provides
suggestions for future research and managerial implications. The final section includes a
brief conclusion for the study.

2. Literature review
2.1 Context of supply chain management practice
Christopher (2000) represented SCM as a network of interconnected organizations that focus
on the smooth flow of resources and information along different stages of product
development, from suppliers to customers. According to Seuring and M€ uller (2008), the
effectiveness of SCM lies in the successful integration of sustainability for improved customer Success factors
service and in the firm’s operational efficiencies. At present, the scope of the supply chain has in apparel
become so widespread that its pattern changes with different product demands (Hugos,
2018). For example, the demand requirement and operational challenges of the electronics
supply chain
supply chain is different from the apparel supply chain. Despite having different
requirements, some aspects remain similar in every supply chain, such as balancing
demand and supply, coordinating logistics transportation, determining facility location,
inventory management, information management etc. (Christopher, 2016).
Since the market competition has become more intense due to the changing business
environment, the researchers and practitioners of SCM are trying to explore different ways to
improve supply chain efficiency. Over the last two decades, several articles have been
published in different journals regarding the theory, practice, and future scope of SCM.
However, this topic is still under continuous scrutiny and considerable development. Firms
are trying to implement the idea of lean management to achieve a desirable result along with
competitive advantage (Mart
ınez-Jurado and Moyano-Fuentes, 2014). The concept of SCM
has also extended to sustainability, suggesting that firms must incorporate sustainability
into their SCM model because of increased public concern surrounding environmental issues
(Beske et al., 2014). To address sustainability issues and challenges, firms are developing
effective techniques and strategies in an attempt to increase their corporate reputation and
profit margin (Touboulic and Walker, 2015). Recently, many academic and corporate
interests have focused on the integration of a supply chain and triple bottom line (TBL)
approach which addresses the social, environmental, and financial attributes related to SCM
(Lim et al., 2017; Mota et al., 2018). However, other aspects still need to be explored to adopt
dynamism in practice and ensure long-term success in market competition. Mothilal et al.
(2012) linked several attributes to third-party logistics (3PL) to identify a firm’s performance
implications in terms of financial measures. A recent focus on domain-specific research has
clarified that it is necessary to analyze each sector separately and identify business
opportunities according to changing market conditions (Venkatesh et al., 2015). Geological
preferences have also been highlighted in many studies since criteria for the efficient practice
of SCM also depends on demographic conditions and its associated opportunities (Tate et al.,
2010). Hence, this study serves to incorporate these aspects into its field of research with a
goal to identify several factors of SCM practices from the perspective of the apparel industry
of Bangladesh.

2.2 Conceptualization and identification of CSFs

The idea of CSF was first introduced by Daniel (1961). Later, it was popularized by Rockart
(1979), who commented: “the limited number of areas in business, if they are satisfactory, will
ensure successful competitive performance for the organization”. Since then, the definition of
CSF has been updated continuously. CSF is concerned with not only the success of a business
entity but also its potential to deal with difficult business conditions (Pollard and Cater-Steel,
2009). Many scholars viewed CSFs as factors that must be focused in order to successfully
address the challenges faced by any organization. CSF may be considered as a systematic set
of activities that helps a firm to accomplish its organizational goal.
There is a wide range of literature regarding the application of CSF in various fields of
SCM, such as production planning and control, environmental issues, strategic and
manufacturing flexibility, and organizational development. Haleem et al. (2012) reviewed the
key success factors to ensure the successful implementation of manufacturing practices and
developed a structural model to detect the interaction among them. Ahmad and Cuenca (2013)
examined CSFs in applying the concept of enterprise resource planning (ERP) in small- and
medium-sized enterprises (SMEs). Rozar et al. (2015) investigated different environmental
BPMJ issues for some manufacturing industries in Malaysia to determine some CSFs in green
supply chain management. Luthra et al. (2016) explored the importance of CSFs to implement
green supply chain management towards sustainability from the perspective of the Indian
automobile sector. Chiappetta Jabbour et al. (2017) analyzed dependencies among CSFs in the
successful application of green supply chain management in the Brazilian industry.
A summary of the previous CSF research has been given in Table 1.
This literature shows us the growing importance of CSFs, which are critical for the success
of a company and must therefore receive careful attention. Despite its significance in the
supply chain, there are still some areas of SCM where the concept of CSF has not yet been
applied. Such a field is the RMG sector-a key concern of this research. Hence, for this study,
we first performed a thorough analysis of former literature and recognized some CSFs from
the perspective of different industries. These factors have been illustrated briefly in Table 2.

2.3 Rationale of the proposed methodology

Former researchers have suggested many methodologies in their studies to analyze the CSFs
of SCM. These methodologies are summarized in Table 3.
While it is true that these methods apply quantitative techniques, surveys, and statistical
approaches to get a desirable result, they do not portray the interdependencies among the
attributes, which is of great importance in the practical field (Lee et al., 2009). In this case, ISM-
based studies lead to a much better result in determining a structural relationship. ISM helps
determine interrelationships of a poorly defined system (Attri et al., 2013). Instead of
considering factors separately, ISM analyzes the system of factors as a whole and tries to
explain each factor’s influence on other factors. ISM is far more effective when conducting
studies based on rational decision-making and when considering direct-indirect relationships
among the attributes rather than taking them into account separately (Pfohl et al., 2011).
Therefore, this research adopted an ISM methodology to determine relevant success factors
within the garments industry and to get a better understanding of the relationships among
the identified factors. This approach is structured in such a way that it enables a systematic
analysis of the factors and determines the direction of the relationship among every two
factors. This helps to organize the elements of research in a hierarchical manner and classify
them based on their degree of influence.
Moreover, the ISM approach has been utilized in previous studies related to versatile
sectors. Ravi (2015) established a correlation among barriers to eco-efficiency in the

Source CSF focus area

Haleem et al. (2012) Implementation of Manufacturing Practices

Ahmad and Cuenca (2013) ERP Implementation in SMEs
Rozar et al. (2015) Green Supply Chain of Manufacturing Industries in Malaysia
Luthra et al. (2015a) Sustainability of Automotive Industry in India
Chiappetta Jabbour et al. (2017) Implementation of Green Supply Chain Management in Brazil
Gemuenden and Lechler (1997) Project Management
Al-Mashari et al. (2006) Implementation of ERP in Developing Countries
Pinto and Slevin (1987) Successful Project Implementation
Shank et al. (1985) Management Information System Implementation
Abraham (2003) Construction Industry
Abdollahzadegan et al. (2013) Adopting cloud computing in SMEs
Achanga et al. (2006) Lean Implementation in SMEs
Table 1. Trkman (2010) Business Process Management
Summary of previous Pinto and Slevin (1989) Successful Research and Development Project
CSF research Porter and Parker (1993) Total Quality Management (TQM)
No CSF General description References
Success factors
in apparel
1 Top management Participative management practices, Lim et al. (2017); Moktadir et al. supply chain
support and top-down and bottom-up (2018); Power et al. (2001)
commitment communication methods are effective
ways to ensure sustainability in SCM
2 Quality management Effective quality management plays Aquilani et al. (2017); Fatima and
an important role in sustaining global Ahmed (2005); Romano and Vinelli
competitiveness through improved (2001)
supplier–customer relationship,
reduced cost, and resource utilization
3 Sales forecast Accuracy of sales forecast ensures Syntetos et al. (2016); Thomassey
effective use of resources, reduction in (2010)
opportunity cost, and better profit
margin
4 Supply chain This practice leads to long-term Kumar et al. (2016); Lambert and
collaboration/ partnership which in turn results in Cooper (2000); Ramanathan and
partnership reliability, transparency, continuous Gunasekaran (2014)
improvement, optimized price etc.
5 Logistics integration Effective logistics integration helps in €
Ulgen and Forslund (2015); Wang
material flow within the elements of et al. (2016)
supply chain through to on-time
delivery
6 Just-in-time (JIT) Enabling JIT practices in SCM helps to Barnes and Lea-Greenwood (2006);
better utilize resources, ensure Kumar et al. (2015)
effective material flow, and reduce
inventory costs in the system
7 Human resource Employee training and education, Netland (2016); Hohenstein et al.
management employee motivation, reward through (2014); Muduli et al. (2013); Pettit
proper evaluation, and an and Beresford (2009)
organizational culture of mutual trust
leads to success in SCM
8 Resource management Managing the proper flow of resources, Dahlstr€om and Ekins (2007);
resource productivity, and production Narayanaswamy et al. (2003); Xie
requirements is necessary for waste (2015)
management, procurement and
sourcing operations, life cycle analysis
etc.
9 Supply chain agility Ability of firms to be agile in supply Chan and Ngai (2015); Gligor et al.
chain management indicates a (2015); Sangari et al. (2015)
competitive advantage in the
marketplace
10 Strategic and Introducing flexibility in the system Chan et al. (2017); Dubey and
manufacturing helps a firm to be dynamic in terms of Gunasekaran (2015)
flexibility responsiveness, customer satisfaction,
capacity, balancing of demand and
supply etc.
11 Knowledge Proper practice of information sharing Baruah et al. (2016); Tatoglu et al.
management and reduces bullwhip effect, thereby (2016); Wu et al. (2014)
information sharing increasing operational performance
12 Continuous Introducing different performance- Bruce et al. (2004); Mart
ınez-Jurado
improvement measuring tools or benchmarking and Moyano-Fuentes (2014);
activities can increase overall Yadav and Barve (2015) Table 2.
effectiveness of SCM Summary of selected
CSF from different
(continued ) literature
BPMJ No CSF General description References

13 Technology utilization The appropriate usage of existing Kumar et al. (2015); Vijayasarathy
technology and adoption of new (2010)
technology ensures agility in SCM
14 Supply chain risk Identifying the risks and developing Ho et al. (2015); Rajesh and Ravi
management strategies to mitigate them is a helpful (2015); Schmitt and Singh (2012)
tool to make the supply chain resilient
15 Workplace health and Improved working conditions, and the Alsamawi et al. (2017); Hobson
safety management practice of health and safety (2013); Jacobs and Singhal (2017)
measurements can reduce the intensity
of industrial accidents and losses
16 Environmental Implementing the concept of Rajala et al. (2016); Rajeev et al.
sustainability sustainability in a firm’s business (2017)
model can decrease environmental
pollution and public concern
17 Customer satisfaction Proper delivery system and better Chavez et al. (2016); Heikkil€a (2002);
management of quality and material Kumar et al. (2014)
flow can help in achieving customer
satisfaction and loyalty
18 Government support Governmental support and Cai et al. (2010); Raut et al. (2017);
and legislation intervention, and their policies and Zhu et al. (2013)
regulations have an impact on the
successful implementation of SCM
practices
19 Organizational policies Application of organizational culture Cao et al. (2015); Sarkis et al. (2011)
and policies at all levels ensures supply
chain integration and better
performance of firm
20 Market competency Supply chain strategies should be Arora et al., 2016; Derwik and
developed to handle pressure from Hellstr€om (2017)
competitors, market turbulence, and
Table 2. variation in market demand

Source Purpose Proposed methodology

Aschemann-Witzel To offer valuable key success factors to reduce food Multiple case study approach
et al. (2017) waste
Luthra et al. (2016) To analyze the impacts of CSFs in implementing Data analysis techniques,
green SCM towards sustainability multiple regression analysis
Luthra et al. (2014) To determine the interrelationships among CSFs and Interpretive ranking process
to rank them in terms of performance measurement (IRP) modeling approach
criteria
Grimm et al. (2014) To investigate CSFs for successful sub-supplier Field study research
Table 3. management in sustainable SCM approach
Methodologies used in Wittstruck and To identify and describe the CSFs for successful Systematic literature review
some articles Teuteberg (2012) sustainable SCM

electronics industry with the help of ISM. Yadav and Barve (2015) implemented this
methodology to identify interrelationships among CSFs in the humanitarian supply chain.
Purohit et al. (2016) deduced the interdependencies among enablers of mass customization in
the footwear industry using this technique. Darbari et al. (2018) applied ISM to find
interaction among barriers to sustainability in the Indian food supply chain. Considering its
huge success and popularity in different domains, it seems appropriate to employ this Success factors
methodology in this study. in apparel
supply chain
3. Research methodologies
In this section, the current situation of the RMG industry of Bangladesh is illustrated.
Secondly, the ISM technique and its associated steps are discussed briefly. This method has
been applied to the problem context in order to find relevant CSFs and establish a structural
model depicting their hierarchical relationship. Finally, MICMAC analysis was performed to
classify the CSFs based on their interdependencies.

3.1 Background of the study

The apparel industry of Bangladesh is a fast-growing business relative to other developing
countries and has already gained the reputation of being the largest earning sector in foreign
exchange markets. The RMG sector of Bangladesh has generated US$ 28.15 bn, which is
80.81% of the total export earnings of US$ 34.84 bn and 12.36% of the GDP in the fiscal year
2016–17 (Yunus and Yamagata, 2012). However, this sector is highly labor intensive
compared to other technology-oriented developing countries. The use of human resources in a
production line may have been proven to be cost-effective for Bangladesh; nevertheless, it
results in a high lead time and low productivity as opposed to other RMG economy-based
nations. The lead time for processing export of apparel takes 90–120 days, where for Sri
Lanka this time varies between 19 and 45 days and for China it is 50–70 days (Hoque, 2013).
Moreover, the matter of quality management is still under assessment, which poses a great
risk (Akhter, 2014; Haque et al., 2011). Customer preferences are changing from cheap
products to quality products with a decreased lead time. With the advent of globalization,
marketing strategies, investment techniques, technological advancement, and consumption
trends are also shifting towards sustainability, forcing managers and practitioners to take
environmental issues into account. Additionally, problems have become more complex after
the tragic accident of Rana Plaza, which has caused much reputational damage to this sector
(Jacobs and Singhal, 2017; Taplin, 2014). Hence, despite having a significant growth rate and
making a noteworthy contribution to the national economy, the RMG industry of Bangladesh
is facing crucial threats and challenges in sustaining its position within the global market in
terms of cost, quality, lead time, and reputation. In this case, the only way to remain competitive
is to improve upon SCM practices effectively and efficiently at all levels of the organization.
There is a growing need for guidelines for the successful implementation of the SCM program.
Therefore, this research was executed to provide an in-depth analysis of the success factors of
supply chains, which, if performed well, can assist industries to achieve a competitive
advantage.

3.2 ISM-based framework development

Interpretive structural modeling (ISM) is basically an interactive learning process which
was first proposed by Warfield in 1974. It is a helpful tool that is used to simplify a
complex system of directly and indirectly connected attributes through a comprehensive
multi-level systematic model (Chowdhury et al., 2019). When analyzing a poorly-defined
system where a set of factors may be connected to that problem, it is better to understand
the structural relationship among the elements rather than analyze them separate.
Therefore, this method helps to provide a clear insight about the direction of influence
among the elements of a complex system. Additionally, it also facilitates a collaborative
understanding of the driving and dependence power of the elements of interest. For these
reasons, academicians and practitioners are adopting this methodology to resolve
BPMJ convoluted problems or issues. Figure 1 depicts a flow diagram for the development of
ISM framework.
The different steps of the ISM technique illustrated as follows.
Step 1: The key factors of the problem under consideration are listed with the help of a
literature review and brainstorming sessions involving experienced industrialists and
academicians.
Step 2: The contextual relationship among the attributes (determined in step 1) are
established by continuous assessment of the experts. This relationship is represented by a
matrix called a structural self-interaction matrix (SSIM). Symbols used to develop the
SSIM are given below:
 V: If factor i affects factor j, but not in other direction
 A: If factor j affects factor i, but not in other direction
 X: If factor i and factor j affect each other
 O: If factor i does not affect factor j and vice versa
Step 3: After determining the SSIM, it is transformed into another matrix by replacing V,
A, X, and O relationships with 0 and 1. This binary matrix is called the initial reachability
matrix. The rules for substitution are as follows:

Literature Identification of attributes (critical success factors) Expert

review considering current problem context opinion

Establishment of contextual relationship

Development of a structural self-interaction matrix

Necessary modification
Development of reachability matrix

Transitivity check of reachability matrix

Determination of levels of attributes from reachability matrix

Development of reachability matrix in conical form

Formation of ISM model

Yes
Is there any conceptual
inconsistency?
Figure 1.
Flow diagram for ISM-
based framework No
development Representation of relationships among factors
  If the value of (i, j) cell in the SSIM matrix is V, then the value of corresponding (i, j) cell Success factors
becomes 1 and (j, i) cell becomes 0 in apparel
 If the value of (i, j) cell in the SSIM matrix is A, then the value of corresponding (i, j) cell supply chain
becomes 0 and (j, i) cell becomes 1
 If the value of (i, j) cell in the SSIM matrix is X, then the value of corresponding (i, j) cell
and (j, i) cell both become 1
 If the value of (i, j) cell in the SSIM matrix is O, then the value of corresponding (i, j) cell
and (j, i) cell both become 0
This initial reachability matrix is then checked for transitivity. Checking the transitivity of
the contextual relationship is a basic assumption of ISM. According to the transitivity rule, if
attribute i is related to j and j is related to k, then i is necessarily related to j. Hence, if an (i, j)
entry fulfills this criteria, then the value of (i, j) entry becomes 1. After checking all the entries
of the initial reachability matrix and making the necessary modifications, the initial
reachability matrix is converted to a final reachability matrix. The reachability matrix also
reveals the driving and dependence power of the variables. The driving power of a particular
factor is achieved by aggregating all the numbers of factors that it may impact and the
dependence power of a particular factor is achieved by aggregating all the numbers of factors
by which it is influenced.
Step 4: The final reachability matrix (obtained from step 3) is used to perform level
partitioning of the variables. This is done by determining the reachability set and
antecedent set found through the reachability matrix. The reachability set of a particular
variable consists of the variables that it may influence, including itself. On the other hand,
the antecedent set of a particular variable comprises of the variable itself and all the
variables that may influence it. Afterwards, another set, called the intersections set, is
constructed from the reachability set and antecedent set. The intersection set contains the
elements that follow the overlapping criteria—in other words, elements common to both
the reachability set and antecedent set. The attribute that has a similar reachability set
and intersection set is labeled “top level attributes”. After identifying the top level factor, it
is removed from the other reachability, antecedent, and intersection sets. The same
procedure is repeated until all the levels of variables are identified. This iterative level
partitioning is associated with building the hierarchical ISM model.
Step 5: This step involves developing a reachability matrix considering the levels of all of
the elements. This helps to organize the variables according to their driving and
dependence power. This form is called a conical matrix.
Step 6: In this final step, the ISM model is constructed according to the levels and
reachability matrix without considering the transitivity.

4. Data analysis
4.1 Identification of CSFs in RMG sector of Bangladesh
The success factors derived from the literature review (illustrated in Table 2) are short-listed
by collecting the views and opinions of experts from academic and industry backgrounds
with significant experience in the apparel industry. A total of 8 experts from academia and
readymade garments industry were chosen as the respondents of this research. A brief profile
of experts is given in Table 4. They were given the list of success factors collected from the
literature and were asked to select the most critical ones. The 12 factors that got the most
scores were shortlisted for further analysis. However, the names of the respondents will not
BPMJ be revealed in this paper to maintain confidentiality. To maintain the originality of this
research, interaction among the experts was avoided during the brainstorming session. They
analyzed the CSFs from Table 2 and selected the 12 most important CSFs from the
perspective of supply chains of the apparel sector in Bangladesh. A summary of their
opinions is given in the appendix (see Table A1) and the list of the 12 most relevant CSFs is
given in Table 5.

4.2 Formulation of structural self-interaction matrix

In this step of the ISM technique, an SSIM matrix was developed based on the opinions of the
expert group shown in Table 6. To determine the contextual relationship among the success
attributes, the experts mainly focused on how a particular factor affects the other factors and
vice versa. And according to their effect on other factors experts ranked them as V, A, X or O,
the meanings of which have been explained in Section 3.2. For example, top management
support and commitment (F1) affects quality management (F2). Therefore, the symbol V was
assigned to highlight this relationship. Government support and legislation (F12) and
customer satisfaction (F11) are also influenced by top management support and commitment

Type of Years of
Expert Company organization Designation experience

1 Bangladesh University of Academic Professor 30

Engineering and Technology institute
2 MZM Textiles Ltd Apparel Managing Director 16
manufacturer
3 OFMA Camp Ltd Apparel Chairman 15
manufacturer
4 Decathlon Sportswear Operational Process 12
manufacturer Manager
5 Fakir Apparels Ltd Apparel Executive (Production 08
manufacturer Planning)
6 Fakir Apparels Ltd Apparel Executive (Supply Chain 05
manufacturer Management)
7 Texweave Bangladesh Apparel Team Leader 04
manufacturer (Merchandising Division)
Table 4. 8 OFMA Camp Ltd Apparel Deputy General Manager 12
Brief profile of experts manufacturer (sales)

Factor code CSF

F1 Top management support and commitment

F2 Quality management
F3 Sales forecast
F4 Supply chain collaboration/partnership
F5 Human resource management
F6 Resource management
F7 Strategic and manufacturing flexibility
F8 Continuous improvement
F9 Supply chain risk management
F10 Workplace health and safety management
Table 5. F11 Customer satisfaction
Factors for ISM F12 Government support and legislation
CSF 12 11 10 9 8 7 6 5 4 3 2 1
Success factors
in apparel
F1 Top management support and A A V V V V V V X O V – supply chain
commitment
F2 Quality management O V O V A O X A X O –
F3 Sales forecast O A V V O A V O X –
F4 Supply chain collaboration/partnership O X A V A X V O –
F5 Human resource management A O V O V O V –
F6 Resource management O V V V A X –
F7 Strategic and manufacturing flexibility O V O V A –
F8 Continuous improvement O O V V –
F9 Supply chain risk management O V O – Table 6.
F10 Workplace health and safety management A O – Structural self-
F11 Customer satisfaction O – interaction
F12 Government support and legislation – matrix (SSIM)

(F1). Hence, notation A was used to denote their relationship with F1. As for supply chain
collaboration/partnership (F4), it has mutual relationship with F1, shown by the notation X.
And finally, top management support and commitment (F1) and sales forecast (F3) do not
affect each other. Thus, their relationship is indicated through the use of the symbol O.

4.3 Establishment of reachability matrix

In this step, the binary formula described in step 3 (Section 3.2) was used to transform the
relationship matrix into an initial reachability matrix. According to the rule, the V, A, X, and O
symbols were replaced by binary numbers 1 and 0. This binary relationship among the
criteria in the form of a matrix is shown in Table A2 of Appendix. Next, the rule of transitivity
was applied to the initial reachability matrix to determine the final reachability matrix, which
is illustrated in Table A3 of Appendix. The driving power and dependence power of these
factors are also summarized in the table.

4.4 Development of levels of CSFs

From the final reachability matrix, the levels for developing the ISM model were determined.
For each success factor, the reachability set, antecedent set, and intersection set were
developed based on their interdependency. Seven levels were identified for the success factors
of SCM from the perspective of the apparel industry of Bangladesh, as described in Table A4
of Appendix. Further calculation for determining the levels of ISM is shown in Appendix
(Tables A5–A11). Supply chain collaboration/partnership (F4) and customer satisfaction
(F11) came out at the top among the CSFs of apparel SCM in the context of Bangladesh.
Government support and legislation (F12) was identified as a low-level success factor, among
others.

4.5 Representation of conical matrix

After determining the levels for ISM framework, the final reachability matrix was converted
to a conical matrix. This matrix is similar to the reachability matrix, with the exception that it
is organized according to the levels determined in the previous section. In this case, the
transitivity rule was incorporated to show their interdependency. If a certain entry satisfies
the criteria for transitivity, then the 0 value is replaced by value 1*. The driving power and
dependence power of the success factors are also shown in the conical matrix, which is
presented in Table A12 of Appendix.
BPMJ 4.6 Formation of ISM model
Finally, the ISM model was developed from the conical matrix after eliminating the
transitivity signs. The ISM framework was developed according to the levels from Table A8.

4.7 MICMAC analysis

The MICMAC analysis was performed in this study to gain an insight into the driving and
dependence power of the proposed CSFs. The ISM only helps to visualize the hierarchical
relationship of the factors. However, the MICMAC analysis assists in understanding the
degree of dependency the variables have over one another. It helps us to realize which
attributes should be focused upon based on the driving and dependence power.
To perform MICMAC analysis, an X-Y diagram, as shown in Figure 3, was drawn with the
driving power along the X axis and dependence power along the Y axis, then the 12 success
factors identified were placed in this diagram based on their driving and dependence power.
Further classification of the success factors has been determined according to their degree of
influence. The whole diagram is divided into four segments to categorize the proposed CSFs.
These four sections are: autonomous factors, dependent factors, linkage factors, and
independent factors.
The autonomous factors are those critical variables that have low driving power and low
dependence power. These variables are represented in quadrant A. Having low driving and
dependence power means the factors that fall into this category are not related to other
factors. If so, we have to focus on these attributes separately and carefully. We found no
autonomous success factors in this study, which implies that the SCM of the garments
industry of Bangladesh is free from autonomous factors.
According to Figure 3, supply chain risk management (F9) has high driving power and
low dependence power shown in quadrant (2) The factors which fall into this class are called
independent factors. Therefore, supply chain risk management (F9) is an independent factor
of SCM from the perspective of the garments industry of Bangladesh. The independent
factors have a strong influence over the other success factors, which makes them a threat to
the overall supply chain performance. Hence, researchers and managers should pay careful
attention to this CSF.
Next are linkage factors that have high driving power and dependence power. Figure 3
shows that most of the CSFs proposed in this research fit into quadrant C, such as top
management support and commitment (F1), quality management (F2), sales forecast (F3),
supply chain collaboration/partnership (F4), resource management (F6), strategic and
manufacturing flexibility (F7), workplace health and safety management (F10), and customer
satisfaction (F11). These factors are unstable in nature, which means that if these factors are
not improved they will affect the other factors in the system.
Finally, quadrant D represents the cluster of dependent factors that have high dependence
power and low driving power. Human resource management (F5), continuous improvement
(F8), and government support and legislation (F12) have been recognized as dependent
variables based on their degree of influence. These factors are mostly dependent on linkage
factors or independent factors. Therefore, managers of SCM should focus on these types of
attributes.

5. Results and discussions

The proposed ISM framework discussed in Figure 2 serves to identify the performance
improvement attributes and provide an understanding of the levels of CSF when considering
the overall SCM context of the garments sector of Bangladesh. This structural organization
has presented significant findings for industry managers and practitioners about the key
success factors under consideration. It is necessary to focus on government support and
 Level Critical success factors Success factors
Supply chain collaboration/ Customer satisfaction in apparel
I
partnership (F4) (F11) supply chain

II Supply chain risk management (F9)

Workplace
Quality Sales Resource Strategic and health and
III manageme forecast managem manufacturing safety
nt (F2) (F3) ent (F6) flexibility (F7) management
(F10)

IV
Continuous improvement (F8)

V
Human resource management (F5)

VI
Top management support and commitment (F1)

Figure 2.
VII Government support and legislation (F12) Proposed ISM model

legislation (F12) because the government can affect the activities of SCM by making decisions
that affect pricing strategies, the cost of production, and coordination between supply–
demand etc. through the application of taxes, subsidies, rules, and policies. Therefore, it can
influence top management support and commitment (F1) because managers must
incorporate these rules and regulations into their system to harvest maximum profit. The
management personnel are also responsible for human resource management (F5), which
plays an important role in the successful implementation of SCM practices. The managers
must work on their communication method with their employees through top-bottom and
bottom-up approaches to develop a culture of mutual trust. Moreover, they should provide
their employees with the necessary training and guidance to improve their skills, along with
proper rewards in order to motivate them. By doing so, the organization can help its
employees to adopt the concept of continuous improvement (F8) into their practice.
Encouraging employee involvement and introducing teams to the notion of six sigma, lean
management, total quality management (TQM), and plan-do-check-act (PDCA) can decrease
their product cycle time, lead time, and defect rates.
According to the ISM model, continuous improvement can also affect quality management
(F2), resource management (F6), and strategic and manufacturing flexibility (F7) where
resource management and flexibility have a mutual relationship with one another. The
practice of continual development results in a better-quality product, smooth flow of material
and resources, and minimization of waste by incorporating the market changes into the
production system. Apart from these, continuous improvement can also have an impact on
BPMJ 13
Quadrant D High Quadrant C
12 dependence
power F1 F4
11 F11
F12 F8
10 F2
F5 F3
F6
9
F7
F10
Dependence power

7 Low driving High driving

power power
6
F9
5

2
Low
1 Quadrant A dependence Quadrant B
Figure 3. power
Driving and 0
dependence power of 0 1 2 3 4 5 6 7 8 9 10 11 12 13
success factors Driving power

workplace health and safety management (F10). That means the risks of industrial accidents
and other workplace related hazards can be avoided through careful consideration in
incremental improvement. In addition, resource management (F6) is influenced by the sales
forecast (F3), which is associated with forecasting the customer demand accurately in order to
make effective use of available resources and increase profitability by avoiding opportunity
costs. Furthermore, by improving the factors previously discussed, managers can reduce the
risks involved in SCM. For example, incorporating flexibility in the overall SCM can maintain
agility in terms of productivity, responsiveness, and customer satisfaction. As a fast-growing
industry, it is essential for managers to identify the risks involved in SCM and diffuse them
through proper evaluation of the risks. With efficient management of the SCM risks,
customer satisfaction (F11)—the ultimate goal of any firm—can be achieved. Therefore,
customer satisfaction has been assigned to the ISM model as a top-level performance
improvement criterion along with supply chain collaboration/partnership (F4). Collaboration
creates an environment of trust, reliability, and transparency—not only for the suppliers,
manufacturers, and retailers but also for the customers. Hence, partnership among the
drivers of the supply chain also reduces the supply chain risks that are faced at all levels of
the supply chain.
In addition, the MICMAC analysis provided valuable insights regarding the degree of
dependency the CSFs have on one another. From this analysis we classified the factors into
four sectors to analyze their strengths and weaknesses from the perspective of the apparel
industry. The absence of autonomous variables indicates that the managers do not need to
consider any factors separately from the perspective of the garments industry of Bangladesh.
We found supply chain risk management (F9) to be the independent variable with high Success factors
driving power and low dependency power, which implies that managers must focus on this in apparel
factor to ensure success in SCM. Top management support and commitment (F1), quality
management (F2), sales forecast (F3), supply chain collaboration/partnership (F4), resource
supply chain
management (F6), strategic and manufacturing flexibility (F7), workplace health and safety
management (F10), and customer satisfaction (F11) are identified as linkage barriers to which
managers must pay close attention due to their high driving and dependence power. And
finally, human resource management (F5), continuous improvement (F8), and government
support and legislation (F12) are found to be dependent variables. These factors are highly
dependent on other linkage and independent variables. Therefore, managers must find the
driving factors to properly handle these factors.
The findings of this study differ significantly from previous studies of critical success
factors in other types of industries. In this study, government support and legislation is found
to be the most critical success factor. This factor is absent in the study done by Haleem et al.
(2012) and Kumar et al. (2015) but ranked second in Luthra et al. (2015). Top management
support and commitment ranked second in this study, while it was ranked third in elsewhere
(Haleem et al., 2012). However, top management support was the most critical CSF in small
and medium-sized enterprises (SMEs) (Kumar et al., 2015) and for implementing green supply
chains in the Indian automobile industry (Luthra et al., 2015b). Like Haleem et al. (2012),
continuous improvement is ranked fourth in this study. Surprisingly, workplace health and
safety ranked last in Haleem et al. (2012), but it has been placed in level III of the ISM model in
this study.
Although some success factors like top management commitment and support,
government legislation are in line with previous studies, most of the factors are new in
this paper. This means that critical success factors are highly industry and geography
specific, and the factors that are critical for the readymade garment industry in Bangladesh
may not be critical factors for other industries in other countries.

6. Theoretical and practical implications

This study offers several theoretical implications. First, it ranks the critical success factors
in the readymade garment industry. Secondly, it identifies the interrelationships among
factors and their driving and dependence power. The third contribution of this study is
that it proposes an ISM framework of CSFs for managing the supply chain of the RMG
industry of Bangladesh. Identifying the CSFs and determining the interrelationships will
help managers in continually improving every fundamental activity of their business
process.
The practical implication of this research is that this study will help managers to have a
clear understanding of the overall SCM performance criteria in order to improve their
performance and achieve higher profitability. The ISM and MICMAC analysis provided
valuable insight about the CSFs from the perspective of an apparel supply chain. Supply
chain collaboration was found to be the most critical success factor in our study. Managers
should try to build up long lasting and trusting relationship with suppliers and distributors.
Collaborating with suppliers and distributors allows a company to better forecast demand,
plan production and replenish stock (Attaran and Attaran, 2007). According to life cycle
theories of interorganizational collaboration such as DSO and RV, when a interorganizational
relationship goes through a decline phase, supply chain performance is negatively affected
(Jap and Anderson, 2007). These practices improve lead time, raw material costs and product
quality. Customer satisfaction was found to be the second most critical factor. Managers
should deliver quality apparels in time. By doing this, managers will be able to build a loyal
and satisfied customer base. Supply chain risk management was the third most important
BPMJ factor in apparel supply chain. Managers should try to identify the inherent risks in their
supply chain and take proper step to mitigate them. One way of mitigating risks is to
developing long-term relationship with both suppliers and customers. That is why, supply
chain risk mitigation has transitive links to both Supply Chain Collaboration and Customer
Satisfaction.
Quality management, sales forecast, resource management, strategic and manufacturing
flexibility, and finally workplace health and safety management are identified as third-level
success factors. Managers should focus on improving product quality. One way of improving
product quality is using superior quality raw materials. Managers should also use advanced
tools that can provide a reasonably accurate sales forecast. Accurate sales forecast can reduce
supply chain risks considerably. Managers should make efficient use of available resources.
Optimization tool can help managers in doing that. The proper utilization of resources and
smooth flow of materials reduces the lead time, production cycle, inventory levels, defects,
and waste. Managers should also incorporate strategic and manufacturing flexibility in their
apparel company. Tools like Just In Time (JIT), lean manufacturing, six sigma can help
managers achieve a flexible supply chain. Workplace health and safety is a critical issue in
apparel supply chain of Bangladesh. Poor workplace condition and a number of workplace
disasters in recent years have made socially conscious buyers not interested in Bangladesh.
Managers of the apparel industry should focus on improving workplace health and safety
and eliminate hazards. Strict accordance to OSHA standards and government regulation can
help improve workplace conditions.
Moreover, managers must implement the concept of continuous improvement in order to
reduce waste and ensure the proper flow of resources. Tools like Kaizen, TQM, total
productive maintenance (TPM) can help managers achieve continuous improvement.
Management should also focus on human resources, as this plays quite an important role in
bringing success for developing countries like Bangladesh. Proper guidance and motivation
must be provided to the workers so that they can understand their responsibilities to the
organization. In this case, top management should initiate the proper encouragement of
workers and develop a communication method to share knowledge. Top management
decisions is a conclusive factor for any firm as it has a high driving power over other factors
within the supply chain. Therefore, top management must be enthusiastic in addressing the
critical success factors. In addition, managers must also take governmental rules and
regulations into account to avoid any hurdles and achieve the greatest benefits from their
support. Overall, managers must improve these factors to maintain a better performance level
and market position.

7. Conclusions, limitations, and future research

SCM has become a matter of importance among researchers and managers. However, they
are focusing more on domain-specific research to gain a clear perception about the issues of
that domain. However, very little research has been done on the apparel supply chain of
Bangladesh. As the second largest export sector, it requires more attention from managers
and practitioners to sustain its position in the global market. Therefore, in this research we
identified some CSFs that may improve the overall supply chain performance of the
Bangladeshi RMG industry. We also analyzed their interactional relationship based on
experts’ feedback from a corresponding industry background. First, we summarized twenty
such crucial factors through a thorough analysis of a wide body of literature and short-listed
them to determine the twelve most important factors based on expert opinion. Afterwards,
their relationships and degree of influence were determined by the experts, who helped to
develop a hierarchical ISM model of the factors under consideration. We also performed
MICMAC analysis on the success factors in order to classify them based on their driving and
dependence power. Continuous expert feedback was ensured during this operation and any Success factors
bias towards results was avoided. in apparel
This study has some limitations that can be addressed in future studies. The ISM
methodology is based on expert feedback, which makes it dependent on the practical
supply chain
knowledge of the involved personnel. Therefore, a significant number of experts should be
considered in future research in order to avoid a biased result. Moreover, other methods should
also be applied to increase the efficiency of the result, for example: fuzzy ISM, fuzzy MICMAC,
and risk prioritization number etc. Again, this study is mainly focused on the supply chain field
of the apparel industry of Bangladesh, which makes it very specific. Hence, further studies
should be conducted that consider other industries to gain a deeper insight into the overall SCM
issues. Since this paper is mainly focused on the garments sector of Bangladesh, other
managers from different countries may also provide significant insight following this study.

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 Deputy Operational Executive Executive
Managing general process (production (supply chain Team leader
CSF Academician Chairman director manager manager planning) management) (merchandizing)

Top management U U U U U U U U Appendix

support and
commitment
Quality U U U U U
management
Sales forecast U U U U U U
Supply chain U U U U U U U U
collaboration/
partnership
Logistics U U
integration
Just-in-time (JIT) U U U
Human resource U U U U U U
management
Resource U U U U U U U
management
Supply chain agility U U U
Strategic and U U U U U U U
manufacturing
flexibility
Knowledge U U
management and
information sharing
Continuous U U U U U U
improvement
Technology U U U
utilization
Supply chain risk U U U U
management

(continued )
in apparel
Success factors
supply chain

Summary of expert
feedback
Table A1.
 BPMJ

Table A1.
Deputy Operational Executive Executive
Managing general process (production (supply chain Team leader
CSF Academician Chairman director manager manager planning) management) (merchandizing)

Workplace health U U U U
and safety
management
Environmental U U
sustainability
Customer U U U U U U U U
satisfaction
Government U U U U U U
support and
legislation
Organizational U U U
policies
Market competency U U U
CSF 1 2 3 4 5 6 7 8 9 10 11 12
Success factors
in apparel
F1 Top management support and commitment 1 1 0 1 1 1 1 1 1 1 0 0 supply chain
F2 Quality management 0 1 0 1 0 1 0 0 1 0 1 0
F3 Sales forecast 0 0 1 1 0 1 0 0 1 1 0 0
F4 Supply chain collaboration/partnership 1 1 1 1 0 1 1 0 1 0 1 0
F5 Human resource management 0 1 0 0 1 1 0 1 0 1 0 0
F6 Resource management 0 1 0 0 0 1 1 0 1 1 1 0
F7 Strategic and manufacturing flexibility 0 0 1 1 0 1 1 0 1 0 1 0
F8 Continuous improvement 0 1 0 1 0 1 1 1 1 1 0 0
F9 Supply chain risk management 0 0 0 0 0 0 0 0 1 0 1 0
F10 Workplace health and safety management 0 0 0 1 0 0 0 0 0 1 0 0 Table A2.
F11 Customer satisfaction 1 0 1 1 0 0 0 0 0 0 1 0 Initial reachability
F12 Government support and legislation 1 0 0 0 1 0 0 0 0 1 0 1 matrix

Driving
CSF 1 2 3 4 5 6 7 8 9 10 11 12 power

F1 Top management 1 1 1* 1 1 1 1 1 1 1 1* 0 11
support and
commitment
F2 Quality management 1* 1 1* 1 0 1 1* 0 1 1* 1 0 9
F3 Sales forecast 1* 1* 1 1 0 1 1* 0 1 1 1* 0 9
F4 Supply chain 1 1 1 1 1* 1 1 1* 1 1* 1 0 11
collaboration/
partnership
F5 Human resource 0 1 0 1* 1 1 1* 1 1* 1 1* 0 9
management
F6 Resource 1* 1 1* 1* 0 1 1 0 1 1 1 0 9
management
F7 Strategic and 1* 1* 1 1 0 1 1 0 1 1* 1 0 9
manufacturing
flexibility
F8 Continuous 1* 1 1* 1 0 1 1 1 1 1 1* 0 10
improvement
F9 Supply chain risk 1* 0 1* 1* 0 0 0 0 1 0 1 0 5
management
F10 Workplace health 1* 1* 1* 1* 0 1* 1* 0 1* 1 1* 0 9
and safety
management
F11 Customer 1 1* 1 1 1* 1* 1* 1* 1* 1* 1 0 11
satisfaction
F12 Government support 1 1* 0 1* 1 1* 1* 1* 1* 1 0 1 10 Table A3.
and legislation Final reachability
Dependence power 11 11 10 12 5 11 11 6 12 11 11 1 matrix
BPMJ CSF Reachability set Antecedent set Intersection set Level

F1 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,6,7,8,9,10,11,12 1,2,3,4,6,7,8,9,10,11

F2 1,2,3,4,6,7,9,10,11 1,2,3,4,5,6,7,8,10,11,12 1,2,3,4,6,7,10,11
F3 1,2,3,4,6,7,9,10,11 1,2,3,4,6,7,8,10,11 1,2,3,4,6,7,10,11
F4 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11,12 1,2,3,4,5,6,7,8,9,10,11 I
F5 2,4,5,6,7,8,9,10,11 1,4,5,11,12 4,5,11
F6 1,2,3,4,6,7,9,10,11 1,2,3,4,5,6,7,8,10,11,12 1,2,3,4,6,7,10,11
F7 1,2,3,4,6,7,9,10,11 1,2,3,4,5,6,7,8,10,11,12 1,2,3,4,6,7,10,11
F8 1,2,3,4,6,7,8,9,10,11 1,4,5,8,11,12 1,4,8,11
F9 1,3,4,9,11 1,2,3,4,5,6,7,8,9,10,11,12 1,3,4,9,11
F10 1,2,3,4,6,7,9,10,11 1,2,3,4,5,6,7,8,10,11,12 1,2,3,4,6,7,10,11
Table A4. F11 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11 I
Level I of ISM F12 1,2,4,5,6,7,8,9,10,12 12 12

CSF Reachability set Antecedent set Intersection set Level

F1 1,2,3,5,6,7,8,9,10 1,2,3,6,7,8,9,10, 12 1,2,3,6,7,8,9,10

F2 1,2,3,6,7,9,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F3 1,2,3,6,7,9,10 1,2,3,6,7,8,10 1,2,3,6,7,10
F5 2,5,6,7,8,9,10 1,5,12 5
F6 1,2,3,6,7,9,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F7 1,2,3,6,7,9,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F8 1,2,3,6,7,8,9,10 1,5,8,12 1,8
F9 1,3,9 1,2,3,5,6,7,8,9,10,12 1,3,9 II
Table A5. F10 1,2,3,6,7,9,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
Level II of ISM F12 1,2,5,6,7,8,9,10,12 12 12

CSF Reachability set Antecedent set Intersection set Level

F1 1,2,3,5,6,7,8,10 1,2,3,6,7,8,10, 12 1,2,3,6,7,8,10

F2 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10 III
F3 1,2,3,6,7,10 1,2,3,6,7,8,10 1,2,3,6,7,10 III
F5 2,5,6,7,8,10 1,5,12 5
F6 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10 III
F7 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10 III
F8 1,2,3,6,7,8,10 1,5,8,12 1,8
Table A6. F10 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10 III
Level III of ISM F12 1,2,5,6,7,8,10,12 12 12

CSF Reachability set Antecedent set Intersection set Level

F1 1,5,8 1,8,12 1,8

F5 5,8 1,5,12 5
Table A7. F8 1,8 1,5,8,12 1,8 IV
Level IV of ISM F12 1,5,8,12 12 12
 Success factors
in apparel
supply chain

CSF Reachability set Antecedent set Intersection set Level

F1 1,5 1,12 1
F5 5 1,5,12 5 V Table A8.
F12 1,5,12 12 12 Level V of ISM

CSF Reachability set Antecedent set Intersection set Level

F1 1 1,12 1 VI Table A9.

F12 1,12 12 12 Level VI of ISM

CSF Reachability set Antecedent set Intersection set Level

Table A10.
F12 12 12 12 VII Level VII of ISM

CSF Reachability set Antecedent set Intersection set Level

F4 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11,12 1,2,3,4,5,6,7,8,9,10,11 I

F11 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11 1,2,3,4,5,6,7,8,9,10,11
F9 1,3,9 1,2,3,5,6,7,8,9,10,12 1,3,9 II
F2 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10 III
F3 1,2,3,6,7,10 1,2,3,6,7,8,10 1,2,3,6,7,10
F6 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F7 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F10 1,2,3,6,7,10 1,2,3,5,6,7,8,10,12 1,2,3,6,7,10
F8 1,8 1,5,8,12 1,8 IV
F5 5 1,5,12 5 V Table A11.
F1 1 1,12 1 VI Summary of levels
F12 12 12 12 VII of ISM
BPMJ Driving
CSF 4 11 9 2 3 6 7 10 8 5 1 12 power

F4 Supply chain 1 1 1 1 1 1 1 1* 1* 1* 1 0 11
collaboration/
partnership
F11 Customer 1 1 1* 1* 1 1* 1* 1* 1* 1* 1 0 11
satisfaction
F9 Supply chain risk 1* 1 1 0 1* 0 0 0 0 0 1* 0 5
management
F2 Quality management 1 1 1 1 1* 1 1* 1* 0 0 1* 0 9
F3 Sales forecast 1 1* 1 1* 1 1 1* 1 0 0 1* 0 9
F6 Resource 1* 1 1 1 1* 1 1 1 0 0 1* 0 9
management
F7 Strategic and 1 1 1 1* 1 1 1 1* 0 0 1* 0 9
manufacturing
flexibility
F10 Workplace health 1* 1* 1* 1* 1* 1* 1* 1 0 0 1* 0 9
and safety
management
F8 Continuous 1 1* 1 1 1* 1 1 1 1 0 1* 0 10
improvement
F5 Human resource 1* 1* 1* 1 0 1 1* 1 1 1 0 0 9
management
F1 Top management 1 1* 1 1 1* 1 1 1 1 1 1 0 11
support and
Table A12. commitment
Conical matrix F12 Government support 1* 0 1* 1* 0 1* 1* 1 1* 1 1 1 10
(considering and legislation
transitivity) Dependence power 12 11 12 11 10 11 11 11 6 5 11 1

Corresponding author
Golam Kabir can be contacted at: golam.kabir@uregina.ca

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