For this part of the logistics, our methodology allows us to understand the technical knowledge and necessities of each artisan we work with. Doing so enables us to scale responsibly by analyzing each project to meet its particular demand without compromising the work-life balance we aspire to offer all our partners.
Through this route and after ten years of collaboration with over 250 artisans, we now own a methodology to generate best practices around actions that lead to social and environmental impact. We can replicate the model according to the various types of artisan groups to strengthen and grow the productive chains within their communities.
To achieve this, we take our Pathway through different stages that allow us to introduce, analyze, manage, and compare each group’s data. With this method, we can measure and report the social and economic impact and, ultimately, evaluate and redefine our strategies.
Now, this is how it works if we are talking about worksites. First, we measure the textile work’s quality, technique, adaptation potential, and the use of technologies for archiving and designing. Then we evaluate the conditions of the workplace, like its logistics tools, effective planning, time availability, growth capacity, and use of technology.
We also consider the operational processes such as sources of financing, production and sales planning, costing, growth capacity, market strategies, fiscal and legal figures, and operating and administrative management.
Finally, if it is a collective organization, we analyze its structure, leadership, communication, solidarity and mutual support practices, self-management activities, and decision-making and vision. And if it is a local enterprise, we analyze its operational structure, labor policies, training and development of skills, communication, self-management aptitudes, and vision.
