Key Production and Workforce Challenges After Tet in Garment Factories

After the Lunar New Year holiday, garment factories enter a very particular phase. It is not a peak season, yet it is no longer a period of rest. Production resumes while people, processes, and resources have not fully stabilized. On the surface, machines are running and orders are being accepted, but beneath that, many hidden issues quietly drive up costs and reduce operational efficiency.

The first and most visible challenge is workforce stability. Very few factories are able to return to 100% staffing immediately after Tet. Some workers come back late, some do not return at all, while others are newly recruited and unfamiliar with the workflow. During this period, production lines may operate, but the rhythm is uneven, movements lack consistency, and productivity falls below normal levels. This also explains why defect rates in the first weeks of the year are often higher, even when order volumes are relatively small.

Alongside the human factor is the issue of production planning. After Tet, orders tend to arrive sporadically, with smaller quantities, short lead times, and frequent changes. Many factories become reactive, accepting orders first and only then trying to arrange materials and manpower. When planning lacks clarity, operations turn into a series of short-term fixes, making it difficult to control additional costs and inefficiencies.

Another common issue is material shortages, even when inventory still exists. After a long holiday, stock data is often inaccurate. Materials carried over from the previous year may be inconsistent in color or size, or no longer suitable for new orders. When shortages are only discovered once production has started, factories are forced to make urgent purchases at higher prices or wait for replenishment, causing production interruptions. These are “invisible costs” that are not immediately apparent but directly impact delivery schedules and profitability.

Product quality control also becomes a concern in the post-Tet period. Workers are not yet fully back in rhythm, equipment may not have been thoroughly rechecked, and materials may lack uniformity. Minor issues such as misaligned components, incorrect accessories, or handling errors occur more frequently. Without early control, factories lose additional time on rework or even remanufacturing, increasing costs at a time when revenue has not yet stabilized.

Financial pressure quickly follows after the holiday. Operating expenses resume immediately—labor, utilities, and materials—while cash flow from orders remains uncertain. Many factories hesitate to build material buffers, leading to a vicious cycle: shortages force urgent purchases, urgent purchases mean higher prices, and higher costs further strain working capital.

Beyond operational challenges, there is also a mindset barrier. Many factories focus on simply completing small early-year orders, leaving little time to review processes, reorganize material storage, or improve coordination between departments. In reality, the post-Tet period is one of the most suitable times to reassess, reorganize, and standardize operations before entering the peak production season.

Overall, the period after Tet is not just about whether there are orders or not. It is a true test of a factory’s production management capability. Factories that proactively stabilize their workforce, regain control of materials, clarify production planning, and prepare early for the coming months will enter the second quarter with lower costs, reduced risk, and a much stronger operational position.

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