The high product quality expectations of end apparel consumers in Western markets create pressure on lead buyers (brand retailers) to source high-quality garments from their suppliers (Bhardwaj and Fairhurst, 2010; Romano and Vinelli, 2001; Swinker and Hines, 2006), and this pressure is transmitted to the garment suppliers in developing countries (Caputo and Palumbo, 2005; Lee et al., 2013; Rana et al., 2019). However, these suppliers are not in an optimal position to meet product quality expectations, as many still adhere to unsystematic quality control practices, and in fact most only use basic quality control tools. This is despite the fact that many manufacturing industries have adopted systematic approaches to improve quality performance (Hongen and Xianwei, 1996; Yang and Chen, 2001), and many sophisticated quality control tools, such as statistical process control (SPC), failure mode and effects analysis (FMEA), six sigma, quality function deployment (QFD), and design of experiments (DoE) have also had a proven impact (Judi et al., 2011). Of these options, and based on the current quality control practices in garment supplier factories in developing countries, the systematic quality control (SQC) approach emerges as a viable choice because it is simple and yet can effectively contribute to improving product quality performance. Research suggests that suppliers’ lack of understanding and knowledge of the SQC approach is in fact causing them to struggle to meet quality expectations (Lee et al., 2013; Rashid and Taibb, 2016). This chapter defines SQC as the formal process of identifying and analyzing product quality defects, specifying the root causes of