Abstract

The apparel sector plays a crucial role in the global economy, providing employment
opportunities and contributing significantly to trade and manufacturing. However, the sector
faces challenges related to skill gaps, which hinder its growth and competitiveness. This
paper presents a skill gap analysis in the apparel sector, focusing on identifying areas where
there is a disparity between the skills demanded by employers and those possessed by the
workforce. The analysis considers factors such as technological advancements, changing
consumer preferences, and evolving industry practices that influence skill requirements.
Through a review of literature, surveys, and interviews with industry stakeholders, the study
identifies key skill gaps across various segments of the apparel supply chain, including
design, production, marketing, and retail. Additionally, the paper explores the implications of
these skill gaps on productivity, innovation, and overall industry sustainability. Finally,
recommendations are provided for addressing the identified gaps through targeted training
programs, educational reforms, industry-academic collaborations, and policy interventions.
By bridging skill gaps and aligning workforce competencies with industry needs, the apparel
sector can enhance its capacity for innovation, adaptability, and competitiveness in the
global marketplace.

Introduction:
In today's dynamic and competitive business environment, the apparel sector faces
numerous challenges in meeting evolving consumer demands, technological advancements,
and global market trends. Among these challenges, one critical aspect is ensuring that the
workforce possesses the necessary skills and competencies to thrive in the industry. Skill gap
analysis emerges as a crucial tool for addressing this challenge by identifying disparities
between the skills employees currently possess and those required by the organization to
achieve its goals.

Importance of Skill Gap Analysis:

Skill gap analysis holds significant importance for both organizational success and employee
development within the apparel sector. Firstly, for organizations, understanding and
addressing skill gaps is essential for maintaining competitiveness and operational efficiency.
By identifying areas where employees lack essential skills or knowledge, companies can
strategize training programs, recruitment efforts, and talent management initiatives to
bridge these gaps. This proactive approach ensures that the workforce remains adaptable
and capable of meeting changing market demands, thus enhancing overall organizational
performance.
Secondly, skill gap analysis is instrumental in fostering employee development and
engagement. Employees who receive targeted training and development opportunities to
address skill gaps are more likely to feel valued and motivated within the organization. This,
in turn, leads to increased job satisfaction, higher productivity, and reduced turnover rates.
Moreover, by aligning employee skills with organizational objectives, skill gap analysis
promotes career advancement opportunities and succession planning, creating a pathway
for long-term growth and success for both employees and the organization.

Let’s delve into the literature related to Skill Gap Analysis in the Apparel Sector. This topic is
crucial for understanding the alignment between the skills possessed by the workforce and
the requirements of the industry. Here are some relevant insights:

Literature review
Indian Textile Industry:
 The textile industry in India is labor-intensive and highly fragmented. Small and
medium-sized businesses, along with the unorganized sector, dominate this industry.
 Foreign investors have been hesitant to invest due to unfavorable tax codes and
government policies.
 The competitive nature of the textile industry necessitates continuous improvement
in product quality and manufacturing methods.
 India ranks as the second-largest producer of textiles and apparel globally. It
contributes significantly to industrial production, employment, and export revenue.
 Around 45 million people are employed in the textile industry, including 3.5 million
working on handlooms.
 In FY22, India exported $44.4 billion worth of textiles and apparel (including
handicrafts), with a 41% YoY increase. By FY26, total textile exports are expected to
reach US$65 billion.
 The Indian textile and apparel market is projected to grow at a 10% CAGR, totaling
US$190 billion by 2025–2026.
 The Production-Linked Incentive (PLI) scheme, worth Rs. 10,683 crore ($1.44 billion),
aims to boost the textile industry, particularly in man-made fiber (MMF) clothing and
technical textiles.

Skill Gap Study in Apparel Made-ups and Home

Furnishing Sector:
 A recent study conducted by the Apparel, Made-Ups & Home Furnishing Sector Skill
Council analyzed skill gaps in the apparel and home furnishing sector. The report
provides valuable insights into the existing gaps and potential areas for improvement.
 Skill Gaps in Fashion Designing Industry:
  Employers express concern about skill gaps in the fashion design sector. Diverse
abilities, including design, technical, and business skills, are essential for success in
this field.
 Managerial Skill Gaps in Textile and Clothing Industry:
 A study in Romania analyzed the textile and clothing industry’s managerial
capabilities. The focus was on measuring organizational potential based on
configurative theory.

Fashion, Sustainability, and Apparel Lifecycle:

While not directly related to skill gaps, a systematic literature review explored sustainability
throughout the lifecycle of apparel products. Understanding sustainability practices is
essential for the industry’s future.

Journal 1.
A skills gap refers to a mismatch between the skills demanded by employers and those
possessed by the workforce. In the manufacturing sector, this gap can manifest as a shortage
of specific skills needed for modern, technologically advanced processes.
Problem Statement:
1. Demographic Gap: The aging workforce contributes to a shortage of skilled labor.
Older workers may be perceived as less adaptable to new technologies, leading to
doubts about their retraining success.
2. HR Management Gap: Workforce planning and labor costs are prioritized in
corporate strategy, but informal hiring practices persist. There's a lack of alignment
between industry needs and educational/training programs.
3. Educational Gap: Weak links between what schools teach and industry needs,
especially in STEM (Science, Technology, Engineering, and Maths). Traditional
education models struggle to keep up with rapidly changing industrial requirements.
4. Manufacturing Image Gap: Negative perceptions about manufacturing careers
discourage the younger generation from pursuing them. Media portrayal and social
biases contribute to this problem.
5. Flexibility Gap: Changing nature of work in STEM fields, with a rise in temporary
positions and outsourcing. Companies, reluctant to invest in training, prefer
outsourcing, creating barriers for young people entering engineering.
Journal 2.
1. Technology Obsolescence:
The text mentions that technology obsolescence is a major issue faced by the
Indian textile industry. However, it lacks specific details on the outdated
technologies, areas affected, and the extent of the problem. More concrete
information on the technological challenges would help in understanding the
severity of the issue.
2. Skills Shortages:
The text briefly touches upon skills shortages in the Indian textile industry but
lacks in-depth information on the specific skills that are in demand, the
sectors facing the most significant shortages, and the geographical
distribution of the skills gap. Detailed insights into the skills needed and the
gaps would provide a clearer picture.
3. Employment Potential:
The text mentions that one of the major advantages of the textile sector is its
employment potential at low capital cost. However, it doesn't delve into the
specifics of how this potential is realized, the types of jobs created, and
whether there are challenges in finding skilled labor for the sector.

Journal 3.
1. Training Disparities:
a. In domestic brand trouser manufacturing, the majority of skilled operators
acquired skills on the job without formal training or certification.
b. International brand trouser manufacturing has a higher percentage of skilled
operators with on-the-job training and certification from educational
institutions.
2. Educational Training:
a. International brand companies have a significant number of skilled operators
with formal certification for trouser manufacturing from educational
institutions, indicating a focus on formal training.
b. Domestic brand companies lack a substantial number of skilled operators
with formal educational training, suggesting a potential area for improvement
in skill development.
3. On-the-Job Training:
a. Skilled operators in international brand companies show a strong preference
for on-the-job training within the company, indicating a company-specific skill
development approach.
b. Domestic brand companies have a higher reliance on skills acquired during
previous job experiences, with less emphasis on on-the-job training.
4. Semi-Skilled Operators:
a. Semi-skilled operators in both domestic and international brand companies
often lack formal training, relying on skills acquired during job experiences.
b. International brand companies have a higher percentage of semi-skilled
operators with on-the-job training, contributing to a more skilled workforce.
5. Skill Gap:
a. Domestic brand companies exhibit a notable gap in training programs for
specific operations, especially for trouser manufacturing, compared to their
international counterparts.
b. The lack of formal educational training and company-specific skill
development programs in domestic companies contributes to the observed
skill gap.
6. Recommendations:
a. Domestic brand companies should consider implementing structured training
programs, especially for specific operations related to trouser manufacturing,
to bridge the skill gap.
b. Emphasizing formal educational training for skilled and semi-skilled operators
can enhance the overall skill level and productivity in domestic brand
companies.
c. Companies in the ready-made garment industry, both domestic and
international, could benefit from a strategic focus on continuous training and
development to ensure a skilled and adaptable workforce.
Journal 4.
Identified Gaps:
1. Skills and Technology Adoption:
There is a clear gap in adopting IT and technology in the textile industry,
hindering productivity and competitiveness.
2. Human Resource Management:
Poor people management skills and low HR productivity contribute to low wages
and morale, affecting overall industry performance.
3. Training and Development:
Lack of focus on training and development practices at the organizational
level hampers skill enhancement and overall industry growth.
4. Quality Management:
Poor quality management practices impact the overall quality of textile and
garments products, affecting market competitiveness.
5. Market Knowledge and Marketing Management:
Gaps in market knowledge and marketing management hinder market
diversification and exploration of potential markets.
6. Gender Development:
The potential for empowering women in the industry through skills upgrading
needs more attention.

Journal 5.
The term "gap" in this context refers to the difference between the demand for skilled
workers in the Apparel, Made-ups, and Home Furnishing (AMH) sector and the available
supply of skilled workers. The analysis conducted in the journal assesses the employment
trends, growth, and skill requirements in various segments of the AMH sector, including
manufacturing, trade, and ancillary activities.
Here are the key points related to the gap identified in the analysis:
1. Incremental Demand: The incremental demand for skilled workers in the AMH sector
is estimated to be about 35 Lakh (3.5 million) over the 5-year period from 2021-22 to
2025-26.
 2. Skill Gap in Manufacturing: Within the manufacturing segment of the AMH sector,
the skill gap is projected to be 1,256,000 workers. This is calculated by subtracting
the projected incremental supply of workers (1,844,000) from the incremental
demand (3,100,000) during the same period.
3. Distribution of Skill Gap: The skill gap is further categorized into core and ancillary
sectors. In the core sector (manufacture and trade of AMH products), the skill gap is
estimated to be 3,481,000. In the ancillary sector, the skill gap is projected to be
5,195,000.
4. NSQF Level: The skill gap is analyzed based on the National Skills Qualification
Framework (NSQF) levels, which represent different skill levels. The analysis provides
insights into the demand and supply at different skill levels to identify where the gaps
are most pronounced.
5. Total Incremental Supply: The total incremental supply of skilled workers during the
specified period is projected to be 18.4 Lakh.
Understanding and addressing this skill gap is crucial for the AMH sector to ensure
sustainable growth, meet industry demands, and provide adequate employment
opportunities for the workforce. Efforts in skill development and education may be required
to bridge this gap effectively.

Journal 6.
The presented research highlights several key skill gaps in the fashion designing industry. The
identified gaps include:
1. Lack of Information and Abilities: Respondents emphasized that a significant cause
of the skill gap in the fashion industry is the absence of up-to-date information and
skills needed to fulfill market demands. This implies that professionals may not be
adequately equipped with the latest trends and methodologies.
2. Creativity Above Technical Proficiency: The industry's emphasis on creativity and
innovation may overshadow the importance of technical skills such as pattern cutting
and garment manufacturing. This preference for aesthetics over technical proficiency
could contribute to skill gaps, particularly in production and manufacturing.
3. Lack of Market Knowledge and Demand: Understanding market trends and
demands is crucial for success in the fashion industry. The research indicates that a
challenge in the sector is a lack of knowledge about the market and its demands,
which can hinder competitiveness.
4. Lack of Workforce Training: The study suggests that a shortage of training initiatives
for the workforce is contributing to skill gaps. Fashion companies are encouraged to
invest in training programs to enhance the skills of their staff members.
 5. Lack of Technology and Experienced Designers: The industry faces challenges
related to technological advancements and the availability of experienced designers.
Keeping up with new technologies and having skilled professionals is essential for
remaining competitive in the global market.
6. Lack of Creativity Leading to Skill Gap: Interestingly, the research indicates that a
lack of creativity can also contribute to skill gaps, making it difficult to meet the
dynamic demands of the market.
These findings suggest that addressing these skill gaps is crucial for the growth,
sustainability, and competitiveness of the fashion designing industry. The study emphasizes
the need for updated educational programs, continuous training, collaboration between the
industry and educational institutions, and financial support for research and development.
Stakeholders, including designers, educators, policymakers, and investors, are encouraged to
work together to overcome these challenges and support the future success of the fashion
design sector.

Journal 7.
1. Specific Skill Gap Analysis: While the paper mentions the objective to compare skills,
it does not provide a detailed analysis of specific skill gaps identified between
national and international brands.
2. Training Programs: The paper briefly mentions the importance of training but does
not delve deeply into the types of training programs employed by these companies,
and their effectiveness.
3. Recommendations: The paper could benefit from specific recommendations for
improving training programs, addressing identified skill gaps, and enhancing overall
workforce capabilities.
4. Statistical Analysis: The data analysis section provides percentages, but a more in-
depth statistical analysis could strengthen the findings.
5. Future Research Directions: The paper could suggest potential areas for future
research, such as the impact of specific training methods on productivity or the
effectiveness of cross-cultural training in international brands.
Remember that these observations are based on the information provided, and a thorough
reading of the entire paper would be necessary for a more comprehensive understanding.
Journal 8.
The provided information outlines the production processes, skill requirements, and skill
gaps in the spinning, fabric manufacturing, and fabric processing sectors of the textile
industry. Here is a summary of the key points:
1. Spinning Sector:
1.1 Production Processes:
• Blow room operations: Opening bales of cotton, cleaning, and converting into laps.
• Carding: Producing a thin, uniform sheet of cotton.
• Drawing: Making the carded sliver uniform in thickness.
• Roving: Thinning out slivers to the required level.
• Spinning: Drafting roving to the desired count, imparting twist.
• Winding: Winding yarn onto bobbins.
• Finishing: Additional processes like bleaching, dyeing, and packaging.
1.2 Skill Requirements and Gaps:
• Procurement:
• Lack of knowledge in sourcing internationally.
• Limited awareness of market trends.
• Maintenance:
• Limited awareness of maintenance requirements for various machines.
• Production:
• Inadequate cross-functional knowledge.
• Limited practical knowledge of tools.
• Operator:
• Knowledge confined to single or few machines.
• Lack of ability to multitask between different machine types.
• Quality Control:
• Inadequate understanding of quality parameters.
Lack of knowledge of cause-effect relationships for defects.
Fabric Manufacturing Sector:
2.1 Production Processes (Weaving):
• Warp Preparation:
• Warping, sizing, and beam winding.
• Weft Preparation:
• Winding weft yarn on pirns.
• Weaving:
• Basic operations include shedding, picking, and beating.
2.2 Skill Requirements and Gaps:
• Similar to spinning, there are gaps in procurement, maintenance, production,
operator, and quality control skills.

3. Fabric Processing Sector:

3.1 Production Processes:
• Preparatory processes (shearing, singeing, desizing, scouring, bleaching).
• Dyeing: Continuous or batch processes.
• Printing: Applying one or more colors in specific patterns.
• Finishing: Improving fabric appearance, texture, or performance.
3.2 Skill Requirements and Gaps:
• Similar gaps in technical competence, process improvement, and understanding
quality requirements.
Overall:
• Common Skill Gaps:
• Limited awareness of market trends.
• Inadequate cross-functional knowledge.
• Lack of understanding of international standards and buyer requirements.
• Insufficient soft skills for managing personnel.
This information highlights the areas where the textile industry needs improvement in terms
of skill development and knowledge enhancement to enhance productivity and
competitiveness.
Journal 9.
The information provided outlines the production processes and skill requirements in the
Fabric Manufacturing and Fabric Processing sectors, along with identified skill gaps. Let's
analyze the gaps mentioned in the journal:
Fabric Manufacturing Sector:
Production Processes:
1. Warp Preparation:
1. Processes: Warping, sizing, and beam winding.
2. Gaps: Not specified.
2. Weft Preparation:
1. Processes: Winding weft yarn on pirns.
2. Gaps: Not specified.
3. Weaving:
1. Basic operations: Shedding, picking, and beating.
2. Gaps: Not specified.
Skill Requirements and Gaps:
• Similar to Spinning:
• Procurement: Lack of knowledge in sourcing internationally.
• Maintenance: Limited awareness of maintenance requirements for various
machines.
• Production: Inadequate cross-functional knowledge.
• Operator: Knowledge confined to single or few machines.
Quality Control: Inadequate understanding of quality parameters.
Fabric Processing Sector:
Production Processes:
1. Preparatory Processes:
Shearing, singeing, desizing, scouring, bleaching.
2. Dyeing:
Continuous or batch processes.
 3. Printing:
Applying one or more colors in specific patterns.
4. Finishing:
Improving fabric appearance, texture, or performance.
Skill Requirements and Gaps:
• Common Gaps:
• Technical competence: Limited understanding of both fabric and chemicals.
• Process improvement: Insufficient knowledge of cross-functional processes.
• Quality Control: Inadequate understanding of buyer requirements.
Overall Skill Gaps:
1. Limited Awareness:
1. Lack of awareness of market trends.
2. Insufficient understanding of international standards.
2. Inadequate Cross-Functional Knowledge:
Gaps in both spinning and fabric manufacturing sectors.
3.
4. Communication Skills:
Insufficient soft skills for managing personnel.
Summary:
The journal identifies specific processes but lacks details on skill gaps within those processes.
To address the gaps effectively, more detailed information on the specific skills lacking in
each process is needed. Additionally, providing actionable recommendations for skill
development and improvement could enhance the practicality of the suggestions.

Journal 10.
The journal highlights various aspects of the textile industry in Bangladesh, including its
contribution to the economy, employment generation, and challenges faced. Let's identify
some gaps in the information presented:
 1. Specific Skill Gaps:
While the journal mentions the need for skilled manpower in the textile
sector, it lacks specificity regarding the exact skills that are in demand.
Specific skills related to machine operation, maintenance, design engineering,
and software-based production are mentioned but not elaborated upon. A
more detailed breakdown of the required skills would provide a clearer
understanding of the industry's needs.
2. Gender Disparity:
The journal acknowledges a nearly equal gender distribution in employment
in the textile industry but notes that women are limited to managerial and
technical positions. The reasons behind this gender disparity are not
explored, and recommendations for promoting gender diversity and
inclusivity are not provided.
3. Mismatch Between Education and Industry Needs:
Although there is an extensive education system for textile engineering and
related fields in Bangladesh, the journal hints at a potential mismatch
between the skills acquired through education and the skills demanded by
the industry. There is a need for more information on how the educational
curriculum can be better aligned with industry requirements.
4. Limited Information on Vocational Training:
The journal mentions the insufficiency and poor quality of vocational training
institutes catering to the textile industry's demand for skilled workers.
However, it lacks specific details on the current state of these institutes, the
challenges they face, and potential strategies for improvement.
5.Global Competition and Technological Advancement:
While acknowledging the importance of technological advancement and
skilled manpower for the textile sector's productivity, the journal does not
delve into specific strategies or initiatives to address the challenges posed by
global competition. More insights into how Bangladesh plans to stay
competitive in the global textile market would enhance the discussion.
6.Insufficient Details on Imported Cotton Dependency:
The journal mentions Bangladesh's dependence on imported cotton but does
not provide details on potential challenges arising from this dependency. A
more in-depth exploration of the impact of global cotton market fluctuations
on the textile industry could provide a comprehensive view.
7.Lack of Recommendations:
The journal identifies various issues and challenges in the textile industry but
lacks concrete recommendations for addressing these gaps. A more
actionable set of recommendations and proposed strategies would make the
insights more practical for policymakers, industry stakeholders, and
educational institutions.
In conclusion, while the journal provides valuable information on the textile industry in
Bangladesh, addressing the above gaps would enhance its comprehensiveness and
usefulness for stakeholders involved in the development of the textile sector.

Journal 11.
The identified gap in this journal revolves around the misalignment between the educational
preparation provided in the Senior High School (SHS) Garments and Textile program and the
actual demands of the garment industry. Several challenges faced by SHS graduates during
their Work Immersion (WI) program point to deficiencies in the curriculum and teaching
methodologies. These gaps include:
1. Lack of Practice and Mastery: The foremost issue is the "lack of practice on how to
draft patterns." Graduates reported insufficient hands-on experience and mastery of
skills due to rushed teaching methods and limited opportunities for pattern drafting
in SHS classes. This raises concerns about the effectiveness of the curriculum in
providing practical skills.
2. Mismatch in Techniques: The graduates expressed "unfamiliarity with techniques"
used in pattern drafting, highlighting a disconnect between what is taught in schools
and the actual techniques applied in the industry. This reflects a broader problem of
curriculum misalignment with industry practices.
3. Procedural Difficulties and First-time Experiences: Additional problems include
difficulties in understanding procedures, especially when sewing jersey fabric, and a
lack of knowledge in operating industry machines. These issues indicate a gap in
preparing students for the practical aspects of the garment industry during their SHS
education.
4. Inadequate Addressing of Challenges: Despite completing their SHS diploma, the
challenges faced by graduates were not adequately addressed. This lack of resolution
raises questions about the effectiveness of the education system in preparing
students for real-world challenges in the garment industry.
5. Industry-Inadequate Confidence: Partner industry managers noted that students
lacked confidence in their skills and tended to seek help from teachers rather than
their workplace supervisors. This reflects a disconnect between the education system
 and the expectations of the industry, emphasizing the need for a curriculum that
fosters self-reliance and industry-specific confidence.
6. Concerns about K to 12 Program Goals: The identified challenges raise concerns
about the K to 12 program's goal of producing a skilled workforce for the garment
industry. The misalignment between educational practices and industry demands
poses a threat to the program's overarching objectives.

Journal 12.
Gap Identified :
1. Theoretical Integration: While the article provides a comprehensive review of the
literature on skills and their importance, there could be more integration of theories
across disciplines to provide a holistic understanding of skill dynamics in the
workplace.
2. Generalizability: The study focuses on a specific company in the designing industry.
Generalizability of the findings to other industries or contexts may be limited. Future
research could explore skill gaps in diverse industries to enhance the applicability of
the findings.
3. Causality vs. Correlation: While the article examines the relationship between skills
and performance, it is essential to distinguish between causality and correlation.
Future studies could employ longitudinal designs or experimental methods to
establish causality more robustly.
4. Qualitative Insights: The study primarily relies on quantitative data from surveys.
Incorporating qualitative methods such as interviews or focus groups could provide
deeper insights into the factors influencing skill gaps and their impact on
performance.
Addressing these gaps could strengthen the validity and applicability of the findings,
contributing to a more comprehensive understanding of skill dynamics in the workplace and
informing effective strategies for skill development and performance improvement.

Journal 13.
The provided text covers various studies and reports related to skills shortages and the need
for skilled workers in different industries, particularly focusing on the textile and garment
sectors. Here's a summary of the key points and findings from the text:
1. Definition of Skills Shortages: Skills shortages occur when there's a lack of
adequately skilled and/or qualified individuals available in the accessible labor
market. Recruitment difficulties may indicate skills shortages, which can be
 exacerbated by uncompetitive working conditions or ineffective recruitment
practices.
2. Managerial Skills: Scholars define managerial skills as specialized technical
knowledge necessary for managers to perform their duties effectively. These skills
are essential for effective job performance and are considered crucial for bridging the
gap between knowledge and its practical application.
3. Studies on Skills Development:
1. Kerr et al. (1973) highlighted the importance of technological development in
increasing the complexity of work tasks, leading to rising skill levels and
responsibilities, particularly in the service sector.
2. Beach (1982) emphasized the significance of soft skills and proper work habits
in job success, indicating the need for both technical and soft skills training.
3. Ross & Ruhleder (1993) suggested that Information Science professionals
require technical, business, and social skills, as well as the ability to adapt to
rapidly changing technological environments.
4. Various other studies from different years underscored the importance of
technical training, soft skills, communication abilities, and business
knowledge for success in different sectors.
4. Industry-Specific Studies: Many studies focus on the textile and garment industry,
highlighting issues such as low wages, long working hours, poor productivity due to
socio-economic factors, and the need for modernization and skills development in
these sectors.
5. Globalization and Competition: Several studies emphasize the impact of
globalization on industry competitiveness, stressing the need for skilled labor to
compete effectively in international markets.
6. Policy Implications: Some studies discuss policy implications, such as the need for
reforming labor laws, investing in education and training, and promoting
collaboration between educational institutions and industries to address skills gaps
and shortages.
Overall, the text underscores the critical importance of skills development, both technical
and soft, in addressing skills shortages and enhancing the competitiveness of industries in
the global market.
Journal 14.
The journal outlines several skill and knowledge gaps in the context of the textile and
garments sector in Pakistan. Here's a summary of the identified skill gaps:
1. Information Technology (IT) Skills Gap: Many firms lack awareness of the benefits of
IT in enhancing competitiveness. The slow diffusion of technology is attributed to the
conservative culture among owners and top management.
2. People Management Skills Gap: Productivity in human resources is low, primarily
due to poor people management skills. Owners and top management often ignore
the importance of organizational culture, leading to inefficiencies.
3. Training and Development Practices Gap: There is a lack of emphasis on training and
development within organizations. While some recognize the need, many companies
lack enthusiasm for capacity building among employees.
4. Yarn Quality Management Gap: Poor management of yarn quality leads to defects in
products, impacting the overall quality of garments.
Application of Dyes and Chemicals Skills Gap: There's a shortage of qualified dye masters,
resulting in improper application of dyes and chemicals, which devalues the products.
1. Creative Designing Skills Gap: Lack of creativity in design affects the value of
garments. Many respondents don't recognize the potential for innovation in design
to fetch higher market prices.
2. Losses Management Gap: Inefficient management of processes leads to various
types of losses, such as inventory, processing, and stitching losses. Capacity building
in process and material management is necessary to reduce losses.
3. Marketing Management Skills Gap: Many companies face challenges in marketing
management, leading to a concentration of exports in few markets and low market
knowledge. Capacity building in marketing can help diversify markets and improve
returns.
4. Quality Management Gap: Poor quality management is a significant issue, requiring
training for top management to address.
5. Gender Development and Skills Enhancement: While women form a significant part
of the textile industry workforce, there's a need for capacity enhancement programs
to empower them further and contribute to poverty alleviation and economic
development.
Overall, these skill gaps highlight the need for comprehensive capacity-building initiatives at
various levels within organizations and across sectors to improve competitiveness,
productivity, and overall quality in the textile and garments industry in Pakistan.
Journal 15.
The identified gap in this research paper revolves around the skills and human capital
development within the Clothing, Textile, and Apparel (CTA) industry in Kenya, particularly in
relation to the training approaches used in degree programs. Here are the key points
highlighting the gap:
1. Lack of Practical Skills Alignment: The paper highlights that the current CTA training
programs in Kenyan institutions of higher learning provide inadequate practical skills
that are misaligned with the labor market needs and lack access to new technology.
This suggests a gap between the skills taught in degree programs and the skills
demanded by the industry.
2. Insufficient Industry-University Collaboration: There is a lack of collaboration and
interaction between the CTA industry and educational institutions offering CTA
courses. This hinders the sharing of knowledge, skills, and trends across the
spectrum. The paper emphasizes the need for enhanced collaboration to ensure that
educational programs are relevant and up-to-date with industry requirements.
3. Shortcomings in Internship Duration and Quality: Internship stints in Kenya typically
last for only four to six months, which might not be sufficient for students to gain
practical experience and develop industry-relevant skills. This lack of strong
interaction with the market limits the competitiveness of graduates compared to
their counterparts from other countries.
4. Curriculum Outdatedness: The study suggests that curricula in most higher
education institutions in Kenya are theoretical and do not meet the practical needs of
the market. There is a focus on the status quo rather than creativity and
entrepreneurial problem-solving skills, which are essential in the dynamic CTA
industry.
5. Lack of Teacher Preparedness: A significant portion of teachers in higher learning
institutions in Kenya are reportedly disconnected from changing industry needs. This
results in a reluctance or minimal inclination to teach content that prepares students
for the evolving trends in the CTA industry.
Overall, the gap identified in the research paper underscores the need for a more practical,
industry-oriented approach to CTA education in Kenya, as well as stronger collaboration
between educational institutions and the industry to ensure that graduates are equipped
with the necessary skills and knowledge to thrive in the field.
Journal 16.
The skill gap identified in the journal article revolves around the disparity in skills between
skilled sewing operators (Category A) and semi-skilled sewing operators (Category B) in the
ready-made garment industry. Here are some key points regarding the skill gap:
1. Skill Levels and Specialization:
1. Skilled operators (Category A) have acquired expertise in specific garment
operations, such as collar fixing, pocket attachment, and placket making. They
possess multi-skills and can handle various sewing machines effectively.
2. Semi-skilled operators (Category B) specialize in only particular sewing
operations and lack the ability to handle critical operations. They may be
proficient in basic tasks like thread cutting and passing on packets but lack
leadership qualities and advanced communication skills.
2. Training and Certification:
1. Skilled operators may acquire their skills through a combination of on-the-job
training and previous job experiences. Some may have obtained certificates
from educational institutions, while others rely solely on practical experience.
2. Semi-skilled operators often have minimal or no formal training. They may
have learned their skills through previous job experiences or acquired basic
training from non-educational institutes. There is a lack of certification and
formal education among this group.
3. Industry Discrepancies:
1. There is a notable difference in the training approaches between domestic
and international brand companies.
2. International brand companies tend to invest more in on-the-job training for
specific garment operations, resulting in a higher proportion of skilled
operators with specialized skills.
3. Domestic brand companies, on the other hand, have a higher percentage of
semi-skilled operators who lack formal training and specialization. There is a
need for these companies to implement training modules tailored to specific
garment operations to bridge the skill gap.
4. Recommendations:
1. For skilled operators, the focus should be on providing advanced training for
specific garment operations, both on the job and through formal certification
programs.
 2. For semi-skilled operators, there is a need to enhance training opportunities,
particularly in domestic brand companies, to improve specialization and skill
levels.
3. Bridging the skill gap requires targeted training modules that address the
specific needs of the ready-made garment industry, especially in domestic
manufacturing units.
Overall, the skill gap identified in the journal highlights the importance of investing in
training and skill development initiatives to ensure a competent workforce capable of
meeting the demands of the apparel manufacturing industry.

Journal 17.
The skill gap identified in this journal article pertains to the shortage of adequately skilled
and qualified individuals in the clothing and textiles manufacturing industry in South Africa.
Here are some key points regarding the skill gap:
1. Skills Shortages in Specific Occupations:
1. The article highlights shortages primarily at the operative and technical levels,
such as machinists, ironers, cutters, and sample machinists.
2. There is a severe shortage of skilled machine operators, particularly
machinists, which significantly impacts the efficiency, productivity, and
profitability of firms. This shortage is attributed to factors such as the
reluctance of older, qualified workers to enter the industry and the lack of
skilled individuals in the available labor pool.
2. Transition to World Class Manufacturing (WCM):
1. Firms actively transitioning to WCM practices experience greater skills gaps
due to the redefinition of production activities and the introduction of new
skills requirements.
2. The shift to WCM methodology results in the creation of new skills gaps,
especially if firms fail to address them promptly.
3. Vacancy Fill Times:
1. The article discusses the vacancy fill times as an indicator of the state of the
labor market. Vacancies in critical positions like machinists remain unfilled for
extended periods, hindering business growth and expansion.
2. Vacancies labeled as "hard-to-fill" are primarily due to a lack of available
skilled workers in the labor pool, particularly in occupational categories such
as craft and related trade or plant and machine operatives.
 4. Skills Shortages by Occupational Category:
1. Specific occupational positions, such as machine operators, ironers, cutters,
and sample machinists, face significant skills shortages.
2. The shortage of skilled workers in these positions directly impacts the
operational efficiency and effectiveness of firms.
5. Impact on Industry Advancement:
1. The shortage of skilled workers impedes industry advancement and
innovation, as firms struggle to meet the demands of modern manufacturing
practices.
2. The lack of new, younger individuals entering the industry exacerbates the
skills shortages, leading to a stagnation of skills development and progression
within the sector.
Overall, the skill gap in the clothing and textiles manufacturing industry in South Africa
manifests as a shortage of skilled workers in critical operational positions, hindering the
industry's growth, competitiveness, and ability to adopt modern manufacturing practices.

Journal 18.
The gap identified in this journal article revolves around the disparity in skills acquisition and
training between operators in domestic brand trouser manufacturing companies and those
in international brand trouser manufacturing companies. Here are the key points
highlighting the gap:
1. Training Disparities:
1. Skilled operators in international brand companies have undergone more
formal training, including certificate courses from educational institutions,
compared to those in domestic brand companies.
2. International brand companies have a higher percentage of skilled operators
who have received on-the-job training specifically for trouser manufacturing
operations, enhancing their skills for better performance.
2. Lack of Training Programs:
1. Domestic brand companies lack structured training programs for operators,
especially for specific operations related to trouser manufacturing.
2. A significant proportion of operators in domestic brand companies have
acquired skills solely through previous job experiences, without any formal or
informal training.
 3. Skill Acquisition Sources:
1. International brand companies primarily rely on in-house training programs
to develop the skills of their operators, while domestic brand companies have
a higher proportion of operators who acquire skills from non-educational
institutes or previous job experiences.
4. Need for Improvement:
1. The article suggests that domestic brand companies can bridge this gap by
implementing training modules specifically tailored to enhance skills for
trouser manufacturing operations.
2. There is a recommendation for domestic brand companies to hire and train
skilled operators to improve the quality and efficiency of their production
processes.
5. Skill Sets Comparison:
1. The study indicates that there is a notable difference in the skill sets of
operators between domestic and international brand companies, with the
latter demonstrating a higher level of training and skill acquisition,
particularly in trouser manufacturing operations.
Overall, the gap identified in the journal article highlights the need for domestic brand
trouser manufacturing companies to invest more in structured training programs to enhance
the skills of their operators, particularly in specific garment operations, to improve
productivity and competitiveness in the market.

Journal 19.
The skill gap highlighted in the journal encompasses various aspects across different studies
and industries within the apparel sector. Here are some of the key skill gaps identified:
1. Technical Skills vs. Soft Skills: Many studies emphasize the importance of not just
technical skills but also soft skills such as communication, problem-solving, and
teamwork. There's a recognition that both types of skills are crucial for success in the
apparel industry.
2. Training and Education Mismatch: There's often a misalignment between the skills
taught in educational institutions and those required by the industry. For example,
while educators may focus more on advanced machinery, employers may prioritize
deeper knowledge of basic sewing operations.
 3. Lack of Hybrid Skills: The absence of hybrid skills, which combine vocational and
generic skills, is identified as a significant gap. These hybrid skills are seen as essential
for adapting to the changing demands of the industry.
4. Supervisory Skills: A shortage of skilled supervisors is noted in several studies.
Supervisors are expected to possess not only technical know-how but also
management skills like line balancing, work allocation, and quality control.
5. Shop Floor Discipline: In some cases, operators lack the necessary discipline and
knowledge of shop floor protocols. This gap can affect productivity and overall
efficiency.
6. Multi-tasking Abilities: The need for workers who can perform multiple tasks
efficiently is highlighted. This requires not only technical proficiency but also
adaptability and versatility.
7. Quality Compliance and Assurance: There's a recurring theme of the need for
workers who can ensure quality compliance, especially for high-value garments. This
involves attention to detail, adherence to standards, and the ability to troubleshoot
issues.
Overall, the skill gap in the apparel industry involves a combination of technical, managerial,
and soft skills. Bridging this gap requires a comprehensive approach that includes
improvements in training programs, educational curriculum, and industry standards.
Additionally, there's a need for greater collaboration between educational institutions,
industry stakeholders, and government bodies to address these challenges effectively.

Journal 20.
The skill gap in this journal article lies in the methodology and analysis of the data. While the
study aims to analyze the difference between perceived and preferred employee-
organization congruence factors, there are several areas where the methodology could be
improved:
1. Sample Size and Selection: The sample size of 322 usable questionnaires seems
relatively small considering the population of factory workers in the apparel sector.
Additionally, the method of random selection should be clearly described to ensure
the sample is representative of the population.
2. Data Analysis Techniques: The study mentions conducting exploratory factor analysis
(EFA) to assess unidimensionality, but the details of the EFA process, such as the
criteria for factor extraction and rotation method, are not provided. Providing more
transparency in the EFA process would enhance the credibility of the findings.
 3. Statistical Analysis: While paired sample t-tests and non-parametric tests (Wilcoxon
Signed Rank Test) are used to analyze the gap between perceived and preferred
factors, the interpretation of the results could be more thorough. Providing effect
sizes or confidence intervals alongside p-values would help readers understand the
practical significance of the findings.
4. Interview Methodology: The in-depth interviews with factory workers are
mentioned briefly, but there is limited information on the interview process, such as
the interview questions, duration, and method of analysis. Providing more detail on
the qualitative data collection and analysis methods would strengthen the study's
qualitative findings.
5. Recommendations: The recommendations provided at the end of the article are
insightful but lack specificity. Clear, actionable recommendations backed by empirical
evidence would enhance the practical implications of the study.
Overall, addressing these gaps would improve the rigor and validity of the research findings,
making them more useful for both academic and practical purposes.