Robert H. Lowson

Creating agile supply chains in the fashion industry.

Fashion markets are synonymous with rapid change and, as a result, commercial success or failure is largely determined by the organisations flexibility and responsiveness. Responsiveness is characterised by short time‐to‐market, the ability to scale up (or down) quickly and the rapid incorporation of consumer preferences into the design process. In this paper it is argued that conventional organisational structures and forecast‐driven supply chains are not adequate to meet the challenges of volatile and turbulent demand which typify fashion markets. Instead, the requirement is for the creation of an agile organisation embedded within an agile supply chain.

RETAIL OPERATIONAL STRATEGIES IN COMPLEX SUPPLY CHAINS

The correct choice, implementation and evolution of an operations strategy can provide considerable competitive advantage. However, how many organizations in the Fast Moving Consumer Goods (FMCG) industries really understand the components of such strategies and their power when properly deployed? Supply chain management, lean thinking, agile operations, quick response, virtual organization, time‐based competition to name but a few, currently receive extensive coverage in management literature. But, what core competencies, management activities, resources and technologies comprise an effective operational strategy in a retail logistics context? From empirical research, we demonstrate that the various elements forming an operational strategy are often part of a distinct implementation pattern that can be customized at the level of individual product and/or customer behavior and replicates the complexity of the setting. The research aims to help management better understand demand and tailor a number of operational strategies to the behavior of that demand.

Apparel sourcing: assessing the true operational cost

In a earlier debate, it was suggested that for many reasons, the decision by a retailer to source low‐cost clothing offshore from low‐wage suppliers may be ill‐advised. We were able to show that using lower priced textiles and apparel manufactured by foreign sources could be sub‐optimal operations strategy. In numerous cases, those relying upon this form of procurement failed to consider all the relevant information. Despite the obvious attraction of low cost, there were serious trade‐offs and disadvantages. We classified the latter as the hidden costs of importing (for example, delays, use of airfreight, administrative and quality costs, etc.) and the inflexibility costs. When properly attributed and quantified, these disadvantages often outweighed the benefits of low cost foreign supply. It was at this point that we proposed the need for an objective, axiomatic framework (widely accepted across the textile industry) to demonstrate the full implications of domestic versus offshore purchasing – a total acquisition cost model. Here, we expand this thinking, and begin to explore how such a model can be developed using the data obtained from a sample of international textile and clothing retailers and their suppliers.

Assessing the Operational Cost of Offshore Sourcing Strategies

This paper reports on an empirical study to construct an objective and quantifiable method to assess the cost of sourcing from low wage, foreign suppliers. The work details development of a Total Acquisition Cost Model (TACM) that can be used to quantify the supply system costs associated with such sourcing strategies. In so doing, we explore the sourcing policies of a number of European and North American retailers operating in consumer goods sectors. A detailed case study demonstrates the potential inflexibility cost of offshore as opposed to onshore procurement. The research reveals how an understanding of these various metrics can be used to customize an operations strategy; reflecting the contingencies of the particular trading environment

Operations strategy: genealogy, classification and anatomy

This paper seeks to offer some unity in a new and evolving discipline. The aim is to provide clear and unambiguous foundations to aid development of operations strategy as a field of study. Using empirical evidence and theoretical reasoning, it seeks to clarify the nature of operations strategy: its lineage, composition and purpose. In so doing, it is able to asseverate that such strategies develop and evolve through both market and resource influences – they shape both the composition and architecture of such strategies. In so doing, it is possible to demonstrate that these strategies can be customised to the exigencies of the situation.

The nature of an operations strategy: combining strategic decisions from the resource‐based and market‐driven viewpoints

To date, the exact nature and classification of an operations strategy vis‐a‐vis other popular operational solutions have eluded many commentators. Against a background of the various approaches to strategy formulation, including the resource‐based and market‐driven views, the composition of an operations strategy is discussed in terms of the decisions involved. Research findings conclude that such strategies contain diverse building‐blocks initially reflecting various resources, capabilities and competencies. However, their composition and subsequent interconnections are also influenced by the exigencies of the market and other supply network forces. Finally, the work debates how these strategies and their components can be customised to reflect different competitive agendas. This latter aspect breaks new ground, takes the study beyond mere definitions, and has clear implications for both practice and further research.

How supply network operations strategies evolve

This paper explores the nature of a supply chain operations strategy. There are two distinct strands reflected in the work. First, the character of a supply network or supply chain operations strategy is discussed, with particular reference to the historic features directly related to their evolution. An operations strategy definition is provided and, perhaps for the first time, a genealogy offered that locates such a strategy in the wider supply chain and operational debate. Second, empirical evidence is reported that confirms the use of such strategies and demonstrates how they are customised to reflect the business domain and competitive priorities of the organisation.

The implementation and impact of operations strategies in fast‐moving supply systems

This paper provides an empirical contribution to the debate concerning the implementation and impact of operations strategies. Their nature is described, as is the necessity for their adoption. Details of the possible composition of such strategies is suggested and consideration given to how they attain strategic status. The work also offers some quantitative evidence as to the possible impact of these strategies and their contribution to competitive advantage.

The building blocks of an operations strategy for e-business

This paper sets out to explain the vital role of an operations strategy in e-business. Suggests, through various research findings, that a firm can employ a number of operations strategies, and that they each possess certain core building blocks. Further, when properly combined, these strategies can be customised to a particular situation and offer substantial benefits for an organisation in driving e-business best practices. The paper gives definitions and descriptions of operations management, e-business, e-operations and an operations strategy for e-business. The work is also supported by empirical research data in the form of a small case study.

Retail operations strategies

Purpose – The purpose of this study is to examine the role and contribution of an operations strategy for the retailer.Design/methodology/approach – The methodology is mainly qualitative empirical research.Findings – Analyses of the data collected reveals that the respondent organisations had a number of strategic aspirations and these objectives could be isolated, described and classified. It became apparent that the development and deployment of an operations strategy was closely related to these longer‐term business aims. The research was able to establish clear correlations between the application of these strategies and the achievement of both strategic and tactical objectives over a period of time.Originality/value – The work demonstrates support for the contention that the use of an operations strategy is important to fuel the success of these organisations. It also questions the lack of emphasis given to this aspect in the strategic literature and most conceptual models of strategy.