Textile clusters usually had their beginning in the locality of raw material sources.
Many traditional textile firms with relative advantages in cheap raw material availability have relocated and disintegrated to form clusters with smaller firms specializing in a single process.
Their rivalry blooms on end-products and they team up on technology and infrastructure maintenance. The elegant crumbling has produced thriving textile clusters like Tirupur and Ludhiana.
The spirited atmosphere is now balanced to change the operation of these clusters. Innovative products will restore some of the existing mix, thereby upsetting capacities of existing firms in the cluster.
Increasing requirement for niche products and decline in volumes will require greater flexibility specialization.
The technology stock, especially in power loom clusters, is very poor compared to countries like Turkey.
A number of other non-tariff barriers are expected to crash these clusters negatively. In the long run, competition between clusters is a 'challenge of competencies'.
Cluster progress programme of Unido that began in 1996 at four locations in India is well cherished.
Since then, importance in clusters has grown significantly. Achievement in clusters spans across a group of firms interconnected through linkages that cut contract costs.
Unisom's programme has extremely put impact to the mainstream development programmes of the central government.
More than 10 government institutions, particularly in the textiles sector, re-crafted their strategies.
Infrastructure development in the textile sector is now customized for textile clusters.
At the same time, growing agencies are looking at the cluster move as a plan without understanding the tools for the same. Achievement factor have also not been develop by them.
Indicators such as the number of meetings and workshops are shallow rather than real capacitating factors and turnaround hard work.
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