Unifi Forms Alliance With DuPont Adds To Worldwide Production Base

Unifi Inc., Greensboro, N.C., and DuPont, Wilmington, Del., have announced their intention to form
a manufacturing alliance in the United States to produce polyester filament yarn. The alliance will
optimize the companies partially oriented yarn (POY) manufacturing facilities, increase
productivity and improve product quality. The alliance will only involve production.Under the terms
of the agreement, DuPont and Unifi will cooperatively run their polyester filament manufacturing
facilities, with a combined capacity of 800 million pounds, as a single unit, with DuPont managing
the production planning and scheduling. According to the companies, production will be realigned
among DuPonts Dacron® polyester filament plants in Kinston and Wilmington, N.C., and Unifis plant
in Yadkinville, N.C., to take advantage of the unique capabilities of each site.DuPonts Dacron POY
business and Unifis textured yarn business will remain separate entities.Unifi also recently
announced its acquisition of Intex Yarns Ltd., Manchester, England, giving Unifi high-quality
package dyeing capabilities in Europe. Intex will be renamed Unifi Dyed Yarns Ltd.According to
Unifi, the new company enhances its flexibility to adjust to evolving market needs and represents
an ongoing commitment to provide customers worldwide with a broader range of specialized products.
The acquisition gives Unifi 4,000 tons of dye capacity annually.”Our goal is to establish Unifi as
a high-quality supplier of dyed yarns throughout Europe,” said Brian Parke, Unifi CEO. “The
acquisition is a logical addition to our yarn production facility in Letterkenny, Ireland, and
allows us to offer our European customers a unique advantage in the marketplace.”Unifi plans to
upgrade the plant over the next 18 to 24 months. All employees will remain with the new company.

June 2000

People

PeopleRodney J. Merriweather, global brand manager for DuPont Dacron®, Micromattique and Supriva®
brands has been promoted and takes over the global brand management responsibilities for the
CoolMax®, CoolMax® Alta and Thermolite® brands from Dana B. McCauley, who has been promoted to
e-commerce venture manager for the DuPont Polyester Enterprise.Both will be based in the companys
Wilmington, Del., headquarters.

June 2000

JERZEES To Invest 21 Million In Alabama Plants

JERZEES Activewear, Alexander City, Ala., a division of Russell Corp., has announced plans to spend
approximately $21 million on expansions and renovations of its textile operations in Wetumpka,
Sylacauga and Alexander City, Ala.The two-year plan to expand our Coosa River textile operations in
Wetumpka calls for us to spend $11 million in that facility alone, said Dean Riggs, vice president
of operations.By expanding our capacity to produce material at Coosa River, we are making the
operation more cost-effective and efficient. That is a crucial factor in JERZEES efforts to become
more aggressive in the marketplace and to grow our business. We have to ensure that our
manufacturing costs are in line with the prices we can charge for our products. The only way to
create any stability for our business and for our employees is to be the low-cost producer so we
can be competitive in our pricing and still make a profit as a business.Beginning last year, with
the conversion of our cutting and sewing operation in Sylacauga to a world-class textile facility,
we have invested $7 million in that plant with plans to spend approximately $1 million more, Riggs
said.We are now producing all of the white T-shirt material we use at Sylacauga and doing it in a
very cost-effective manner.In addition to the Coosa River and Sylacauga plants, JERZEES will spend
an additional $2.5 million to modernize knitting, dyeing, finishing and cutting equipment at its
Alexander City operations.

June 2000

Committed To Successful Independence

JandJ Industries Inc., Dalton, Ga., is committed to independence. According to Jim Jolly,
chairman and CEO: “Our whole focus is on our marketplace and is driven by a desire to meet the
needs of our customers. “We feel that this can best be done by remaining independent. This
independence permits us to be very flexible and quick on our feet as well as allowing us to work
with all of the various distribution systems currently in place.” Jolly feels this flexibility
serves the firm well and helps to deliver the very best in product and service to its customers.
Performance Objectives And LeadershipAnother key component supporting the firms independence is its
participation in training and development of leadership and succession within the company.
Management has continued to place more and more emphasis and commit more resources to training
within all levels of the organization. Along with the training and other resources, JandJs
leadership team shares a mutual vision. The company has set four key objectives for this year:
10-percent growth in volume, increased speed to the marketplace, elimination of barriers between
departments and leadership development. Management still holds the key to success or failure in
business. Whether fate drops an opportunity in your lap or hard work has paid off, it still takes
decision-making skills to continue prospering. JandJ has always had a strong leadership team, but
larger efforts to broaden and strengthen began in March 1999 with the promotion of Jim Bethel to
president and chief operating officer, along with the promotion of Bob Hubbs to vice president of
service and customer relations, and Louis Fordham to vice president of human resources. Those,
along with current officers Fran Brantley, vice president of products and planning; Lee Martin,
vice president of sales; Ray Moss, vice president of manufacturing; and David Jolly, vice president
of marketing and contract services, make up the top leadership team.”I am extremely proud of this
team and am gratified to serve with them,” Jolly said. “Our team represents a tremendous number of
years of experience as well as providing some youth and vitality for balance.” JandJ has also
embarked upon a program that is called Leadership 2000, where a core group of associates are
involved in a comprehensive leadership development program which will last through 2002.
Environmental Issues

“In our business of calling on various specifiers of our product, we are dealing with the
most environmentally conscious group of people anywhere,” Jolly said. “We are continually quizzed
and pressed about our commitment to and role in environmental issues, and we certainly have many
different initiatives underway. “We have dramatically reduced our solid waste streams to the
landfill and are now delivering 16 percent as much solid waste as we did in 1992 when we initiated
this effort.” In recognition of these accomplishments, JandJ received the national Keep America
Beautiful award in 1996. The firm has also substantially reduced its environmental impact by
eliminating the hazardous waste generated from parts washers and by removing methanol from the
adhesive that is sold for glue-down applications.Continuing to work hard on its Buy Recycled
program, JandJ has increased the percentage of recycled items purchased dramatically year by year.
“Our solution-dyed nylon, Encore® SD Ultima®, is manufactured with a minimum recycled content of 15
percent,” Jolly said. “We continue to work with key suppliers to encourage their supply of recycled
content products.”In addition, JandJ is actively involved in the Georgia Pollution Prevention
Partners Program and with all of its fiber suppliers in recycling used carpet, thereby keeping
these products out of the landfill a major accomplishment. Increased VisibilityHistorically known
as the “quiet company” within the industry, JandJ decided there was a need to do a better job of
promoting the company and its products to the public. “We have embarked on a major program during
the past year to increase our advertising activity both with JandJ Commercial and with Invision
Carpet Systems,” Jolly said. “We have also performed a complete redo of our sample portfolios and
product presentations within each division. We are committed to being more involved with the public
relations aspect of our business.”The firm has always had a great public relations image within the
local community. “We have a very active leadership role in many civic, industry and church
organizations, but we have not had equal recognition and appreciation where our products are bought
and used,” Jolly said. “In my opinion, we have made great progress in this area and will continue
to do so.” Products And Marketing

JandJs largest market within both lines is the corporate office market. The firm enjoys an
ideal situation with the two lines in that they are very complementary rather than being in
conflict with each other.Invision is a beautifully styled, exciting, boutique-type product, whereas
JandJ Commercial represents one of the finest values across the board within the industry. Invision
price points begin where the JandJ Commercial price points end. This gives a very broad range,
meets the needs of customers and brings great synergy to people in the marketplace. “We continue to
invest in the machinery that gives us the necessary technology and capability as we continue to
serve a marketplace that demands more and more texture and pattern,” Jolly said. Machinery And
EquipmentTo continue its growth and prosperity as an independent within the carpet industry, it has
been necessary for JandJ to vertically integrate to the maximum extent and become as
self-sufficient as possible. Thus, the firm is involved in all steps of the manufacturing process
from fiber extrusion forward, with the exception of yarn spinning. A major expansion is being
completed in the twisting and heat-setting facility, which supplants any need for a yarn-spinning
plant. JandJ uses Card-Monroe Corp.s (CMC) latest technological achievement YARN-trONICS
(Computerized Yarn Control System). Unlike a typical scroll attachment, the system has rolls which
are accessible and spaced so that hands fit between, and the operator can thread in seconds. For a
typical 96-roll scroll, the YARN-trONICS has 672 fewer primary wear points than existing scroll
attachments. Controlled entirely by electronics, the system uses a programmed floppy disk for
transfer of pattern information to the computer. In fact, the system is user friendly for the
operator, mechanic, designer and management. A Bright FutureAs a leader in the industry, JandJ
provides customer-driven performance improvement solutions through quality consultation, products
and services. When the downstream distribution began three and a half years ago, a tremendous
amount of uncertainty existed with everyone. Specifiers and designers were caught in the middle
with making recommendations. But things always have a way of working out, and interestingly enough,
JandJs business during the past three years has been the best in its 43-year history. “We have been
fortunate to have been profitable in each of our 43 years, but the last three have been our
strongest by far,” said Jolly. “I dont know whether these distribution alignments by others have
helped our business, but they certainly havent hurt us.” This firm is one that generates profits
and cash flow, eliminates items that do not help the bottom line and diversifies only within the
companys core competencies. With a top-notch management team, proper training for key employees,
vertical integration, the right products and the ability to match customer demand with planned
production and inventories, the future does indeed look bright for JandJ.

June 2000

Schlafhorst And Zinser Present New Products Showroom

In recognition of the importance of the North American textile market, Schlafhorst Inc. (SI)
recently held an open house to promote the use of a new working showroom, located in Charlotte,
N.C., for its present and potential customers. This facility is equipped with the latest technical
and technological innovations that Schlafhorst and Zinser, both members of the Swiss Saurer Textile
Group, have to offer. It is available to customers every working day of the year and allows the use
of the equipment in a hands-on working environment to meet all customer needs. The showroom
features the latest machine generations of Schlafhorst and Zinser. For example, it displays in full
working order the SE 11 spinbox on the Autocoro for open-end spinning, and the Autoconer 338 V for
automatic winding in a linked execution to the ring-spinning machine.Examples of the Zinser
products are the Model 670 roving frame with the new RO-WE-CLEAN, an integrated bobbin changer and
bobbin stripper for the automated roving bobbin transport systems, linked to a Model 350
ring-spinning machine. These products provide the basis for completing spinning and winding trials
across the wide spectrum of textile applications, as often requested by SI customers.Heinz
Bachmann, presidentandCEO of Saurer Textile Group, promoted “closer to the customers” as a global
goal for Saurer. Aided by representatives and sales branches in all textile centers of the world,
Schlafhorst, Zinser and the other members of the group are dedicated to realizing that goal in the
most effective way. Bachmann emphasized that Saurers Textile Division represents market leadership
in automatic rotor spinning, automatic winding, automated ring spinning, and roving machines. The
recent merger and integration of Barmag into the Saurer Group incorporates another leader, namely a
well-recognized machinery manufacturer into the textile filament sector.As a member of this global
network, Schlafhorst Inc., based in Charlotte, N.C., has the task to provide important information,
sales and service support throughout North America. The company is currently working closely with
its affiliate Schlafhorst de Mexico and the worldwide Saurer organization, with specific focus on
the emerging Mexican market.

June 2000

New Software Eliminates Guesswork Over Thread Color

SofTeam USA, Baltimore, recently announced the addition of a Thread Color Wizard to its highly
acclaimed Punto for Windows and Punto for Mac embroidery software. According to the company, this
first-of-its-kind thread-matching capability allows designers to create designs on their computers
and then match the colors they see on-screen to actual threads eliminating the guesswork over
choosing thread colors and enabling designers to achieve exactly the look they want.After creating
a design, users choose the colors and then select the Wizards match feature from the floating
pallet. All of the colors chosen will change to the closest thread in the chosen thread library. As
a result, designers get the look they want, and companies save time and money.The Thread Color
Wizard integrates the databases of 15 popular thread libraries, including Madeira and
Robinson-Anton. Software users can also import their own thread databases.

June 2000

Glen Raven Mills Adopts New Name Logo

Glen Raven Mills Inc., Glen Raven, N.C., has dropped the Mills from its name to become Glen Raven
Inc., a name which, according to the company, emphasizes its increasing global strength in
marketing and sales, in addition to a long-standing reputation as a leading manufacturing
company.The name Glen Raven Mills gave the impression of a manufacturing-focused company, said
Allen Gant Jr., president. While manufacturing is obviously an essential component of our company,
we have evolved into a much broader marketing and sales organization operating on a global basis.
Its time for a new name and a contemporary logo that better represent our company.The company has
also done some restructuring, with Glen Raven Inc. as a holding company, and each of the companys
operating divisions restructured as wholly owned subsidiaries.

June 2000

Cotton39 S Share Of Apparel Market Highest In 30 Years

Cotton’s Share Of ApparelMarket Highest In 30 YearsAccording to consumer data furnished by NPD
Group, cottons share of the apparel market reached 59.7 percent in 1999, a half-point increase from
1998 and its highest level in more than 30 years.The data said cottons share of mens apparel
increased for the 21st consecutive year. By fiber weight, mens apparel accounted for 36.8 percent
of sales in 1999. Denim jeans, underwear, slacks, shorts, pajamas and socks registered share gains
and contributed to cottons 76-percent market share of mens apparel.Cottons share of womens apparel,
the largest segment of the apparel market, increased to 48.6 percent in 1999, a 0.4-percent gain
over last year. Total shirts and blouses, the largest apparel category, has a 9.4-percent increase
in total cotton sales and finished the year with a 65.5-percent cotton share.

June 2000

DuPont And Akra-Teijin Cancel Letter Of Intent

DuPont and Akra-Teijin S.A. de C.V., recently discontinued talks on a joint venture to make and
sell polyester filament yarn in the Americas.Akra-Teijin is the subsidiary company of Alpek S.A. de
C.V., which is part of the Alfa Group, and Teijin.The companies signed a letter of intent in April
1999 to combine their polyester filament operations in the Americas in a 50/50 joint venture. (See
“News,” ATI, May 1999.)According to the companies, depressed market conditions throughout 1999 and
the complexity of the U.S. market made it difficult to gain alignment on future direction.

June 2000

Prices Inch Upward

The first three respondents to the Yarn Market this month set an optimistic tone which hasn’t been
heard from cotton spinners in months. “A11 markets are busy. We are running full – seven days.”
This from an open-end spinner.

3 The second spinner commented: “Our markets are great for both open-end and ring-spun
yarns. We are on a full seven-day schedule and can’t meet the demand.”

The third yarn man, speaking of his markets, said: “They are tight across the board.
Ring-spun carded-cotton yarns are especially tight, but ring-spun combed is almost as strong.”

All three mentioned that their customers were optimistic as well. So optimistic in fact that
spinners are beginning to make projections of superior markets for several months ahead. In the
recent past, most spinners would tell you that they couldn’t predict what would happen tomorrow or
next week, let alone several months ahead. Here again, all three commented that they were sold up.

When a spinner was asked what caused the upsurge in business, particularly in open-end
markets, no one had a clue. In fact, one asked to be advised if an answer was forthcoming from any
source.

Pricing Woes

In spite of the improvement in sales, there is no joy in pricing. A spinner observed that
while they couldn’t make enough yarn to meet the current demand, prices weren’t following.

One spinner said: “Pricing has improved slightly. We were able to pass on the increase in
polyester prices, but you can’t make any bold moves.”

Another spinner said: “We are nothing but a conduit for cotton.” He was referring to the
fact that spinners were paying more than 55 cents a pound for cotton and expected to sell yarn for
30 cents more, leaving little or no margin for profit.

Interest in open-end yarns of poly/cotton have surged. Carded ring-spun yarn for the denim
trade is, according to one yarn man, bigger than ever, and the demand for open-end yarns for this
same market is on the rebound. Markets for air-jet yarns are tight as well. The only market
currently in doubt is fleece. One respondent said that initial reports from their biggest customers
indicate that a turn-around will happen soon and probably last through the summer.

The subject of exports comes up nearly every month, and this month was no exception. There
was, however, a different take on the subject by one spinner, who said: “We can export open-end
yarn now because we are competitive, but who would want to? With the domestic markets so good, why
export? Besides, I have always heard said that anything we export will come back to haunt us.”

Synthetic Shares Better

Spinners of man-made fibers have also seen an improvement in their markets. The mills are
running full – some running extra shifts. A synthetic spinner said: “The increase in acrylic fiber
prices has given us an opportunity to increase yarn prices. We book everything with a fiber clause,
but the big boys still want to deal. Smaller operators accept our pricing pretty well. As far as
the hosiery trade is concerned, there is very little left for acrylics. It has all moved to cotton
unless it is something special, like antibacterial.”

South Of The Border

On a recent visit to Mexico, one respondent mentioned that businessmen were complaining about
cheap garments and cheap goods coming in from China and the scarcity of trained labor. They
complained about the fact that once they trained an employee, the person would go to the United
States, send half of his pay back to Mexico, work two years and return to Mexico where he would be
rehired.

Many spinners wonder aloud why, with so many mergers and take-overs, we never see much of a
reduction in total pounds produced. They wonder as well why some marginal operations don’t go out
of business. One opinion expressed to the Yarn Market was that some mills can’t afford to go out of
business. They simply owe too much money.

In addition, the banks are afraid to get out because they are owed too much money. Now there
is something to think about.

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