Marcia Perry

Quick response practices and technologies in developing supply chains

Discusses the adoption of quick response (QR) practices and technologies in developing supply chains within the Australian textiles, clothing and footwear (TCF) industry. The results presented are based on a four‐year study in which 50 companies were involved. Discusses the in‐house practices identified which enable quick response. A case study is also presented of a company that is recognised in the Australian TCF as a leader in the adoption of QR practices. Identifies a number of key factors that impact on the success of QR and supply chain management.

Effective quick response practices in a supply chain partnership ‐ An Australian case study

Presents a case study on quick response practices in a supply chain within the Australian textiles, clothing and footwear (TCF) industry, conducted as part of a government‐led project aimed at improving the performance of the Australian TCF industry towards becoming more internationally competitive. Details of the Australian TCF Industry Quick Response Program are provided, which comprised six major activities: assessing company commitment and readiness; formulation of supply chain clusters; roundtable meetings; workshops and seminars; implementation of quick response techniques and technologies; and audits to assess improvements. The supply chain consists of Myer/Grace Brothers (retailer), Diana Ferrari (shoe manufacturer), Burrowes (shoe components supplier), and Packer Tannery (leather supplier). The activities undertaken within this supply chain are discussed and some of the key lessons learnt from this case study are highlighted.

Developing partnerships and networks: learning from practices in Australia

Abstract This paper discusses the development of partnerships and networks in Australian industry. Two projects are discussed. Project one is funded by the Commonwealth Government and involves the retailers, manufacturers and suppliers in the textiles, clothing and footwear industry. The aim of this project, which started in 1992, is to improve the competitiveness and responsiveness of the industry by implementing quick response technologies and methodologies. Fifty companies are involved in this project which have been brought together into clusters of three supply-chain companies. Roundtable meetings, workshops and seminars have been conducted to establish good inter-company working relationships and the building of a climate where problems are openly shared. The second project is funded by industry to help promote the adoption of Best Practices amongst the companies in the southeast region of Melbourne. Over the past two years, 90 companies have been involved in various activities which has resulted in strong networks being developed around the region. The paper provides details of how these networks and partnerships have developed. Key success factors in establishing networks and partnerships are identified. Problems in facilitating and managing these networks and partnerships are also identified and discussed.

Supply chain improvement initiatives in the Australian textiles, clothing, footwear and leather industry: a field study

This paper examines the findings of a field study on supply chain initiatives in 12 Australian companies. The companies were all recipients of Australian government assistance aimed at enhancing supply chain and global competitiveness in the Textiles, Clothing, Footwear and Leather (TCF&L) industry. The government assistance in this instance concerned Australian-based supply chain initiatives servicing local customers. The findings indicate that an increased strategic and global focus by the supply chain needs to be sustained by adequate information flow, appropriate value-adding processes, with suitable leading technology applications and people-valuing and innovation-fostering company environments. Important too for company prosperity is continuous reduction of waste and cost. The findings further reflect the general instability of trading arrangements in the Australian TCF&L industry as companies and their respective supply chains adjusting, not always with success, to global competition and a shrinking industry infrastructure.