Supply Chain Organizational Governance

Investing in People Yields Dividends in Supply Chain Resilience

Future-proofing our global apparel-manufacturing business means investing in the people who power it — and arming ourselves with the right data to continuously improve.

Brand Provided | By Catherine Chiu | Published 4 days ago | About a 5 minute read

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In the face of changing markets, evolving climate risks, shifting expectations from brand partners and ever-changing regulatory pressures, apparel suppliers are under intense scrutiny to prove that our facilities are not only efficient but also ethical and resilient. For large apparel manufacturers such as Crystal International, future-proofing our business starts with investing in the people who power it — and equipping ourselves with the right data to continuously improve.

Strategic supply chain initiatives can transform not only your business but also the wellbeing of the people who form the backbone of the fashion and apparel industry. As suppliers and partners to a host of sustainability-driven brands and retailers, it is our responsibility to operate a resilient and responsible business — one that supports our workers and innovates to consistently reduce business risks for ourselves and our business partners, and improve our performance and our impact on people and the environment.

Companies investing in measuring energy, emissions and water use in their facilities should not ignore the social and human aspects of their business. Tools such as the Higg Facility Environmental Module (FEM) and the Higg Facility Social & Labor Module (FSLM), developed by global non-profit alliance Cascale, not only provide the metrics to show progress on environmental targets — they can also inform investments to enhance the wellbeing of the people who work in the global supply chain.

Investing in women is good for business

Comprising 80 percent of the garment industry’s factory floor, women play a critical role in driving innovation, positive change and sustainability in the apparel supply chain; women comprise more than 70 percent of Crystal International’s global workforce. Yet many women still struggle with lower positions in society compared to their male counterparts, particularly in emerging countries. Unlocking their potential within our workforce and helping women grow is key to being responsible employers and running an efficient and profitable business. However, this cannot happen overnight and requires structured programs that factor in both facility workers and the communities they operate in.

At Crystal International, we partnered with one of our brand customers to pilot Personal Advancement & Career Enhancement (PACE) — a training program designed to support women in developing skills critical within the workplace and in their communities. For many participants, PACE was the first time they’ve been exposed to this kind of holistic personal development. The results spoke for themselves: PACE graduates reported improved confidence, better communication with peers and family, and more stability in their personal lives. In our factories, we’ve seen increased harmony, higher retention and stronger operational performance. One remarkable success story comes from Sri Lanka — where a PACE graduate was promoted to Senior QA Manager, taking responsibility for quality assurance across six factories in the country.

While these in-person training programs are effective, COVID taught many of us the value of digitizing and scaling impact through technology. Ultimately, COVID is but one example of why supply chain risks ultimately impact all elements of business; factoring in ways to mitigate those risks is key to long-term success. Rather than being a deterrent, we saw digitization as an impact accelerator and were able to digitize PACE — which enabled us to almost double our original goal and train more than 70,000 women across our facilities.

I must acknowledge that only about five percent of our female employees choose to advance to higher-level positions. While many workers value the training, not all who participated expressed a desire to take on supervisory or management roles with increased responsibilities. As brands and facilities shape training programs, it’s critical we remember that empowerment isn't solely about career advancement — it's equally about providing workers with the confidence to make their own choices, and providing the infrastructure so they may care for themselves and their families as they grow professionally.

Sustainability is not just about the environment

To minimize risk amid evolving economic, climate and societal challenges, brands and facilities must operate as true partners and prioritize climate-risk preparedness. According to a recent World Economic Forum study, even small steps towards supply chain digitization can deliver real value — helping companies identify risks, reduce emissions and build resilience. Leveraging digital tools to ensure robust social and environmental impact data doesn’t just strengthen operations — it fosters trust, transparency and long-term stability.

It’s important that facilities not lose sight of the people they employ as well as the communities in which they operate; both play a vital role in long-term business success. As more brands look to prepare their supply chains for inevitable global changes, a proactive approach to recognizing the value of the people who hold that supply chain together should not be an add on — it’s essential. Finding the right measurement tools provides a clear picture of supply chains so that businesses may understand the pain points that must be addressed and can yield the most impact.

In an increasingly unpredictable business environment, partnerships with brands and retailers that are driving impact through data-driven insights will be the key to navigating these changes together.