We have direct access to the most current innovations and technologies in textile manufacturing.
Through our manufacturers in United States, South Korea, China, and Ethiopia we have direct access to the companies that are inventing proprietary fabrics and processes for new textiles. This gives us the ability to integrate the newest technical features into our designs, including our first tech, NITRON-BAMBOO ®.
Building Relationships With Our Suppliers
At Balandi, we form long-standing connections with our contract manufacturing suppliers (suppliers) because we know having trust and mutual respect chains our ability to create product more maturely, innovate efficiently and better serve athletes and protect their trust in the Balandi Brand. Balandi branded apparel is made by factory groups that we have worked with for over 4 years.
Balandi is rising with suppliers that share our obligation to sustainability and understand that inspired workplaces are productive, profitable and successful.
Transparency is central to BALANDI, Inc. business and our strategy to sustainability.
Supporting Suppliers to Meet Our Standards
We work with our suppliers’ improving sustainability by setting practical boundaries that create more transparency and predictability.
Balandi collects feedback from suppliers through an anonymous rating initiative that collects supplier feedback on purchasing practices. We use the information to help inform system and process improvements.
Balandi’s credible, long-standing connections with suppliers help us create innovative product responsibly. Our approach also ropes better outcomes for our suppliers, the people who work in our supply chain and for the planet.
We’ve been on a journey and learned a lot since we first established our business.
From 2014 to 2017 (we are still young), David Djaryang, the founder, was actively building relationships with suppliers in East Africa and Asia. During that time the company exclusively provided custom apparel and uniforms to high school teams, sport clubs, and social club teams. The experience taught us we had unintentionally built a business model that constructed the long-term perspective needed to enable a fair or growing supply chain.
We also understand that a valued and engaged workforce advances compliance levels and business performance – it raises quality of product, improves business performance for the supplier, and, benefits workforce and their families. We inform and push suppliers to invest in human resource systems and culture to allow their workforces to perform their best. We encourage all our suppliers to find modern methods, especially relying on mobile technology, to communicate with, train and support their workforces.
Online technology is a great tool to engage workers. But currently, many suppliers do not have modern infrastructure communication systems within their facilities, which limits opportunities for workers and management to communicate effectively and efficiently. To help bridge this communicate gap, we work with platforms – WhatsApp & Facetime – to enable better two-way communication.
There is fantastic opportunity to use technology to support factory staffs and we continue looking for openings to create the conditions for technology to be more easily adopted and leveraged by our suppliers.