A time and action plan (TNA or T&A) is the schedule for an order. It lists every task needed to deliver the order, with a planned date, a responsible person and the actual completion date. It is the merchandiser's main tool for keeping an order on time.
Why a TNA matters#
Garment orders depend on many steps done by different people and suppliers: lab dips, fabric, trims, samples, approvals, tests, cutting, sewing, finishing, inspection and shipping. A delay in any early step pushes everything after it. A TNA shows these dependencies, so delays can be seen and handled early.
Building a TNA backwards#
Start from the fixed date, usually the ex-factory or ship date, and work backwards:
- Ship date: agreed with the buyer.
- Final inspection: a few days before ship date.
- Finishing and packing: before final inspection.
- Sewing: duration from the production plan. See production planning basics.
- Cutting start: before sewing starts.
- PP meeting: before cutting. See pre-production meeting.
- Bulk fabric and trims in-house and tested: before cutting.
- Fabric production: knitting or weaving, dyeing and finishing lead times.
- Approvals: lab dips, strike-offs, fit samples, PP samples, trims.
- Order confirmation: the start.
If the backward schedule shows a start date earlier than today, the order is at risk from the beginning. Negotiate with the buyer or find faster options before accepting.
Typical activities#
| Stage | Activities |
|---|---|
| Development | Tech pack review, costing, fit sample, lab dips, strike-offs |
| Approvals | Lab dip approval, fit approval, size set, PP sample, trim approvals |
| Materials | Yarn booking, fabric booking, knitting or weaving, dyeing, finishing, fabric tests, trims booking and receipt |
| Production | PP meeting, cutting, printing or embroidery, sewing, washing, finishing, packing |
| Quality | Inline inspection, mid-production inspection, final inspection, test reports |
| Shipping | Booking, documents, handover to forwarder |
Lead times#
Lead times depend on product, supplier, location and season. Use your own records for each supplier and process rather than generic figures. Record actual lead times on every order, so the next plan is more accurate.
Columns in a TNA#
| Column | Purpose |
|---|---|
| Activity | What must be done |
| Responsible | One person or department |
| Planned date | From the backward schedule |
| Revised date | If the plan is changed |
| Actual date | When it was completed |
| Status | On time, at risk, late |
| Comments | Reason for delay and action taken |
Critical path#
Some activities are on the critical path: a delay in them delays the ship date directly. Fabric is usually on the critical path. Highlight critical activities and follow them most closely.
Using the TNA#
- Review it weekly with everyone involved, and daily for orders close to shipment.
- Flag risks early: a late lab dip approval is a warning for fabric delivery weeks later.
- Record reasons for delays, so that repeated problems can be fixed.
- Share status with the buyer where agreed, especially when approvals are late on the buyer's side.
Common mistakes#
- Building the plan forwards from today and hoping it meets the ship date.
- No owner for each task.
- Planned dates changed without recording why.
- Tracking only production, not approvals and materials.
The merchandising TNA template is ready to use.
Related guides#
- Bill of materials: the materials whose booking dates drive the plan.
- FOB cost: the shipping terms behind the ex-factory date.
- Garment costing: confirming costs before the plan starts.
- Pantone color guide and its application in textile: lab dip approval, often on the critical path.