Course Duration Certificate of CompletionTraining Materials 
2 hoursIs awarded after completing the courseUnlimited access


In these unpredictable and challenging times, manufacturers are looking for new ways to survive and eventually to grow their businesses. Great change often arises in the aftermath of crisis. But for this change to be positive requires significant mindset changes. How will it be possible to reinvent and redesign manufacturing platforms in order to significantly minimize costs and enhance future financial performance? What directions does the manufacturer have to take in order to respond to future business trends and density of demand?

It’s pretty clear that the leaders of the world’s largest nations are still uncertain as to how and when their economies can be reopened and returned to normal conditions. But it’s also clear that whatever happens, both now and until concrete national strategies are laid out, sourcing practices for apparel brands and retailers will be greatly affected. However, although the future remains unknown, people will always require clothing. So even if sourcing mechanisms will be reshaped, they will never end. Smart manufacturers need to take this time to review and adjust their supply concepts and systems. Those who are able to adapt seamlessly to future demands will be the first to recover from the crisis.

On the positive side, based on several capacity assessments carried out by DCG over the past two decades, some companies have been able to achieve significant reductions of as much as 65% of overall costs by optimizing their manufacturing operations and related services. But there are many more companies, located particularly in Asia, who have yet to achieve those goals. Some who claim to have adopted Lean operations have in fact achieved only lackluster single-digit overall cost improvements or have even met with complete failure in their improvement efforts. Therefore, it is vitally important for owners, directors and improvement teams to study and examine the relationships between organizational financial performance and measurements of market change, as well as their impact on the organization’s needs and goals.


This course, two chapters are offered enabling manufacturers to analyze, plan and deploy organizational change policy to overcome financial challenges and to realize desired goals through the design of a competitive manufacturing platform.

To find out your best suitable course for your career, We would be glad to assist you in making the right choice

Communicate with our advisors

  • 0 Videos

  • 0 Quizzes

  • 2 Worksheets

  • 0 Files

  • 1. Analysis of key factors affecting the achievement of strategic objectives

  • 2. Critical success factors and key driving forces and gap analysis

  • 3. Analytical tools supporting Gaps Analysis

  • 4. Feasibility study for design of a competitive and flexible value chain

  • 5. Potential and possibilities for manufacturing costs reduction

  • 7. Bridging the Gaps meeting to discuss ongoing operational needs and desired profitability

  • 8. Redesign all manufacturing areas

  • 9. Assess resources deployment in line with an overall strategic plan

  • 10. Changes in strategy implementation and direction

  • Your feedback is important to us