The changing dynamics which are related to the fashion industry have been able to force the retailers for the lower costs and the flexibility in the quality and the designs with the marketing speed and the key strategies. They need to work on the maintenance of the positions which are profitable for the increase in the demands of the consumer. The focus has been on the facing of the mass production with the increase in the number of the fashion seasons and the other modified structural characteristics in the supply chain which desire for a lower cost and the flexibility in the design, quality, demand, delivery and the marketing speed. (Bruce et al., 2004). The focus has been also on the marketing and the capital investment strategy which are identified through the driving competitiveness in the fashion apparel industry. The sense and the response are mainly the key strategy to handle the profitable position with the increasingly dynamic positions with the demanding market. The defined characteristics are based on the responsiveness with the greater flexibility and the maintenance of the close relationship in between the supplier and the buyer. Considering the use of the forecasting consumer demand and the other fashion trends, there is a need to work on competing in the market with the assurance that will lead to provide the development along with the fashion shows with the runways. The retailers need to be credited with the adoption policy of the quick and better fashion in the unplanned process in order to reduce the time gap in the designing and the consumption process.
Considering the changing structure, there is a need to shape the industry using the Porter Five Forces which are:
The competitive rivalry which is for examining the intense competition with the number of the existing competitors. The competition is high and needs to focus on the products and the services. At the time, when the rivalry competition has been higher, then the advertisement and the price wars are easily ensued. (Lee, 2002).
The bargaining power of the suppliers where the force is about the power of how much the business supplier has and the way to control the price rise. There is a need for the switching of the cost firms in the industry with the supply purchase costs.
The bargaining powers of the customers which have the power to handle the pricing and the quality.
The threat of the new entrants with the absolute advantage of cost, input access, economic scale and the other recognised brands.
The threat of the substitute products and the services are mainly to determine the ability for the lowering of the costs and working on the immediate and the long term inclination to change. (Maloni et al., 2006).
In the short life cycle, there have been spotting trends which quickly translate into the products in the time which is possible for the shortest period. The set structure has been pre-requisite for the success. The companies have been slower to the market which suffers in the ways where there has been a miss in the sales opportunities that does not repeat. The supplier needs to work on the products which is arriving in the marketing place with the demands starting to fall or lead to the markets of markdowns. The figure illustrates about the double jeopardy where the confrontation is based on handling the slow market system. The manufacturing is based on the flexibility and the batch size reduction which helps the organisation to work on reduction in the time-to-market. (Lummus et al., 1999). The usage of the automation process like the computer aided design and the computer aided manufacturing has set to the revolutionary process with the ability to make the changes in the product with the progress in the season or the life cycle. The markets of the fashion industry have been fuelled by the change where the trends are seen to be short lives and the consumers have the choice to keep with the demands of the consumer. The inexpensive price which adds to the social network have the power to dictate on the market structure. (Wathne et al., 2004). The business needs to work on the different fashion shifts with the trending look to focus on the shift of the attention from the time to market to the time to the consumer. The focus has been on the designing, production and holding the consumer closets.
There have been growing interests in the design with the implementation of the agile supply chain strategies. The ideas of the agility are set to focus on responsiveness with the conventional supply chain. This has a longer leading time with the forecast driven necessity. There have been shortage of the supply chain management and need to look for the demand driven needs and requirements. The focus has been on holding the applications which are inventory based. The fashion markets are seen to be volatile and difficult for the production where the specific patterns are market sensitivity with the close connections to the end-user trends and the virtual shared information for the supply chain partners. (Lee et al., 1997). The network based patterns focus on gaining the strengths of the specialist players with the process aligned to the higher degree of process interconnectivity. With the increase in the supply chain management the power has been shifted and to focus on the suppliers, manufacturer to the brand owners and the retailers. The focus has been where the consumers realised about the price drop or waited for the time which has less ordering.
With the change customer preferences in the apparel industry, there is a need to focus on the purchase and the needs or the wants of the people. This can be viewed as holding the management of the trade-offs in between the variety benefits and the inventory with the other costs which has been changing from the increase in variety. The change in the category of the apparel has been set by the attributes like the colour, style or the size where there is a detailed modelling for investigating the effects on the performance of the supply chain. The system dynamics with the simulation will help in addressing the long term and the dynamic management issues. (Lummus et al., 2001). The change in the variety of the products completely affect the departments with the increase in the varied style, size and the packaging functions. (Gereffi, 1999). The increasing variety has been set on the logistics operations and the costs which has a net impact on the supply chain performance and the development.
The major focus has been on handling the performance with the effect of the product variety when the leading time is ignored completely. The analysis is based on the recognition of the leading time variety trade-off with the demonstration to handle the leading company offers. (Lee et al., 1997).
Considering the trade-offs in the regard of the sourcing countries and the quality, there have been set patterns which include that the companies need to focus on the supply chain management with the increased globalised competition. The risk management has been important as it allows for the balancing of the trade-offs and the sourcing with the lower cost countries. The renewed focus has been on handling the profit of the size sigma to control the quality with the balancing of the costs and the other productivity metrics. The suppliers need to work on the environmental factors and other regulatory compliance for the operational metrics. (Christopher et al., 2004). The structure has been set to manage the supply network with the quality and reliability and sustainability to revaluate the supply network strategy in order to reflect on the cost of the business. The main characteristics of the model include the employed raw materials with the manufacturing that has been done through the periodic review policy. The mark-on for the products is selected in the way which depends the final pricing in the retailer level. (Metters, 1997). There have been fashionable markets which include the short life cycles, high volatility, and lower predictability with the higher impulse purchasing.
Bruce, M., Daly, L., & Towers, N. (2004). Lean or agile: a solution for supply chain management in the textiles and clothing industry?. International journal of operations & production management, 24(2), 151-170.
Lee, H. L. (2002). Aligning supply chain strategies with product uncertainties.California management review, 44(3), 105-119.
Maloni, M. J., & Brown, M. E. (2006). Corporate social responsibility in the supply chain: an application in the food industry. Journal of business ethics,68(1), 35-52.
Wathne, K. H., & Heide, J. B. (2004). Relationship governance in a supply chain network. Journal of marketing, 68(1), 73-89.
Lummus, R. R., & Vokurka, R. J. (1999). Defining supply chain management: a historical perspective and practical guidelines. Industrial Management & Data Systems, 99(1), 11-17.
Lee, H. L., Padmanabhan, V., & Whang, S. (1997). Information distortion in a supply chain: The bullwhip effect. Management science, 43(4), 546-558.
Lummus, R. R., Krumwiede, D. W., & Vokurka, R. J. (2001). The relationship of logistics to supply chain management: developing a common industry definition. Industrial Management & Data Systems, 101(8), 426-432.
Christopher, M., & Lee, H. (2004). Mitigating supply chain risk through improved confidence. International journal of physical distribution & logistics management, 34(5), 388-396.
Gereffi, G. (1999). International trade and industrial upgrading in the apparel commodity chain. Journal of international economics, 48(1), 37-70.
Metters, R. (1997). Quantifying the bullwhip effect in supply chains. Journal of operations management, 15(2), 89-100.
Lee, H. L., Padmanabhan, V., & Whang, S. (1997). Information distortion in a supply chain: The bullwhip effect. Management science, 43(4), 546-558.
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