The ability of an industry to respond to a crisis like the COVID-19 and its aftermath, and to come out stronger the other side is a testimony to its resilience. Sri Lanka’s clothing sector was no exception.
The ability of an industry to respond to a crisis unprecedented in its scope, such as COVID-19 and its aftermath, and emerge stronger is demonstrated by its response. Sri Lanka’s clothing sector was no exception.
The initial COVID-19 wave posed many challenges for the industry. However, the Sri Lankan clothing sector’s response has improved its long-term competitiveness. This could have a profound impact on the future of global fashion and the way it operates.
The stakeholders in the industry can benefit from analysing the response of the sector. This is especially true since some of these results were not anticipated during the chaos at the beginning of the pandemic. The insights discussed in this article may also have wider business applications, especially from a perspective of crisis adaptation.
Two factors are evident when examining the Sri Lankan clothing industry’s response to this crisis: the industry’s ability to adapt and innovate and the foundation of the relationship between the apparel manufacturers and their customers.
Rapid adaptability
Initial challenges were caused by the volatility of COVID-19 on buyer markets. The cancellation of future export orders, which were usually in the development stage up to six months before they were placed, left companies with little or no business. In response to a severe downturn in fashion, manufacturers switched production to Personal Protective Equipment. This product category saw a global explosion of demand due to the rapid spread of COVID-19.
It was difficult for a variety of reasons. In the beginning, to ensure worker safety, strict adherence to safety protocols was required. This included, among other things, modifying production floors in accordance with social distancing standards, which made it difficult for existing facilities to accommodate as many employees as they had before. In addition, all employees needed to be upskilled, as many companies had little or no experience in PPE manufacturing.
PPE production began after these problems were resolved, and manufacturers received revenue to continue through the pandemic’s initial period. It was also a way for companies to keep their employees and make it through the first period. The manufacturers then began to innovate, for example, by developing fabrics that had improved filtration. This ensured greater effectiveness in keeping the virus away. Sri Lankan clothing companies, who had little or no experience with PPE, were able to produce improved versions of PPE products within months, meeting the strict compliance standards of international markets.
Technology-driven innovation
The fashion industry’s pre-pandemic design cycle was based on traditional processes. Buyers preferred to feel and touch garments/fabric samples through multiple iterative development rounds before finalizing the production order. This was not possible after the closure of buyer offices in Sri Lanka and apparel company offices. Sri Lankan manufacturers responded to the challenge by using 3D and digital products development technologies that were available before the pandemic, but which had been underutilized.
Utilizing 3D technology for product development to its fullest potential has brought about a number of improvements, including a reduction of the product cycle duration by 84%. This was from 45 days to only 7 days. This technology has also helped to advance product development as it was easier to experiment with more color and design options. Even further, companies like Star Garments, where the writer works, and other major players in the apparel industry began virtual photoshoots by using 3D avatars. This was because, due to the lockdowns that were imposed during the pandemic, it was difficult to arrange photoshoots involving actual models.
Images generated by the process allowed our brands and buyers to continue their digital advertising efforts. This helped further cement Sri Lanka’s position as a trusted provider of end-to-end apparel solutions, not only a manufacturer. Sri Lankan apparel firms were ahead of the curve when it came to technology adoption, and this helped a lot. They already knew how to develop digital products in 3D.
Long-term Relevance
All stakeholders have now realized the importance of these technologies, and they will remain relevant for a long time. Star Garments now uses 3D technology in more than half of its product development, compared to 15% before the pandemic.
Sri Lankan apparel leaders such as Star Garments are now experimenting with value-added proposals, such as virtual showrooms, using the impetus provided by the pandemic in terms of adoption. The virtual galleries will allow consumers to see fashion in 3D-rendered galleries that are similar to the museums of buyers. The concept is still in development but once it’s adopted, the potential for global impact will be huge. The idea would allow apparel companies to demonstrate their product development abilities more effectively.
Strategic Partnerships
These cases show how Sri Lankan apparel’s adaptability and innovative spirit led to resilience, increased competitiveness, and improved the sector’s reputation and trust with buyers. This response would not have been as effective and could not have happened without the strategic partnerships Sri Lankan apparel has developed over many decades with its customers. If the relationship with buyers was transactional, and the country’s offer was based on commodities, the impact of the pandemic could have been much worse.
In many cases, both sides made compromises to deal with the pandemic. Buyers saw Sri Lankan clothing companies as long-term trusted partners. The pandemic also provided greater opportunities for collaboration in finding solutions. This is illustrated by the decision to abandon traditional product development in favor of 3D product design.
Sri Lankan clothing’s response will probably give us a competitive edge. The sector should not ‘ rest on its laurels’ but rather continue to innovate and adopt new technologies ahead of the competition. The practices and initiatives that are a part of the
It is important to institutionalize the positive outcomes that were achieved during the pandemic. These collectively can play a crucial role in realizing the vision to transform Sri Lanka into an apparel hub for the world in the near future.
Jeevith Senaratne is currently the treasurer of the Sri Lanka Apparel Exporters Association. He is an industry veteran and a director of Star Fashion Clothing. This is an affiliate of Star Garments Group where he also serves as a senior manager. He is a graduate of the University of Notre Dame and holds a BBA in Accounting as well as an MSc.
