Lucy Daly

Lean or agile: A solution for supply chain management in the textiles and clothing industry?

The textiles and apparel industry has been neglected in terms of supply chain management research. Recently, the industry has undergone a great deal of change, particularly with global sourcing and high levels of price competition. In addition, textiles and clothing has market characteristics, such as short product lifecycle, high volatility, low predictability, and a high level of impulse purchase, making such issues as quick response of paramount importance. This article discusses characteristics of the textiles and apparel industry and identifies the perspectives of lean, agile and leagility (a combination of these) within existing supply chain literature, which have been proffered as solutions to achieving quick response and reduced lead times. Through case studies of textile and apparel companies, different approaches to supply chain management are illustrated.

Buyer behaviour for fast fashion

Purpose – This paper seeks to address the complex nature of fast fashion buying through case studies with a supermarket, department store and own brand label. The phenomenon of fast fashion raises questions about traditional approaches to sourcing and buying, which are addressed here.Design/methodology/approach – Case studies were compiled with companies managing fast fashion, alongside other purchase and retail activities, namely a supermarket, department store and specialist fashion chain.Findings – Reveals the buying practices for fast fashion, namely, a combination of global and local suppliers, a leagile approach is typical; trust is an important factor in the supplier‐retailer relationship to ensure fast delivery at an agreed quality; and integration of key internal activities and processes to facilitate the speed of buying decisions that may be required.Originality/value – Gives insight into the factors affecting buying behaviour for fast fashion.

Design and marketing connections: creating added value

Marketing and design are interconnected. Innovative design opens up new markets and clever design rekindles interest in a mature market. Well-designed products communicate quality and value to the consumer. Logotypes, leaflets, packaging and signage provide visual cues to reinforce the values of the company to the customer. Advertising and promotional activity makes consumers aware of new products and gives a message to the consumer about the product and/or service available. However, little is known about design management processes and activities from a marketing perspective. The paper addresses this issue primarily through the use of detailed cases.

Adding value: challenges for UK apparel supply chain management – a review

Apparel and textiles is a dynamic sector, subject to constant change. In the recent times, the industry has experienced structural changes, particularly with global sourcing and high levels of price competition. In addition, textiles and clothing are characterised by short product lifecycles, high volatility, low predictability and high levels of impulse purchase. The latest wave of change is that of the credit crunch and its impact on consumer behaviour. It seems that consumers are migrating away from high cost and luxury items, focussing on long-lasting classics and generally consuming less. This article outlines the key features of the textiles and apparel supply chain and identifies the perspectives of lean, agile and leagility (a combination of these) as solutions to achieving quick response, fast fashion and reduced lead times. A case study approach was adopted to understand how companies in the sector are combining both lean and agile to address market conditions.

Innovative Process in E-Commerce Fashion Supply Chains

Fashion is price sensitive and runs on tight margins. Consumers expect high quality fashion at competitive prices, and in a recession falling prices and demand are particularly acute. This presents challenges for the supply chain. The sector is driven by cost and the need to manage the supply chain more effectively to reduce excess stock and risk in product forecasting. Increasing competition from low labour cost countries puts pressure on manufacturers to push down prices and, at the same time, to offer exceptional levels of service. Manufacturers may not wish to compete on the basis of price, and thus must find some other means of differentiation to remain competitive. E-commerce allows companies to improve communications within the supply chain and enhance service offering, thus providing opportunities for competitive differentiation. However, companies may not have the skills to develop e-commerce operations immediately, nor be able to realise revenue stream from investment in this technology and so may be unable to assess fully the risk of investment. Through the presentation of primary research, this chapter addresses the adoption process and the use of e-commerce in the textiles and clothing supply chain.