Supply Chain Management Fast Fashion Industry
MBA 4642 - Products & Processes
Module Leader: Dr. Louise Boutler
Venkatesh Kumar Subburaj
Assignment 2 (Individual)
Word Count: 2193
Middlesex University Business School
1.1 Nature of fast fashion industry
2. Importance of agile supply chain in fast fashion industry
3. Managing the Fashion logistics pipeline
4. Global Quick Response (GQR) in Fashion Industries
4.1 The new garment design and development process
4.1.1 New garment development process
4.1.3 Concurrent Engineering for new product design and development
4.2 The First volume order
4.2.1 Decisions on Appropriate production units
4.2.2 Learn from the established contracts
4.3 The repeat order process
4.3.1 Dependable and capable network
4.3.2 Effective order placing process
4.3.3 Effective control Systems
4.4 Enablers of GQR
Appendix 1: Key Operational practices and principles
Appendix 2: Characteristics of Agile Supply Chain
Appendix 2: Enablers of Global quick response (GQR)
Fashion markets are synonymous with rapid change, global supply and, as a result, commercial success or failure in those markets is largely determined by the organisation’s flexibility and quick 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 (Martin Christopher, Robert Lowson, Helen Peck, 2000).
This Report emphasize on new concept - Global Quick Response (GQR), embedded within an agile supply chain - which strives to combine cost and scale efficiencies by sourcing globally with quick and accurate response to market requirements. GQR is based on lead time compression, effective information management, dynamic planning and strong logistics. This report also examine agile supply chain and GQR in the perspective of the garment design and development process, the first volume order process and the repeat order process. We also discuss its requirements with respect to market intelligence and rapid new product introduction; network planning and staged postponement; and network capability.
Finally, reviewed and identified the good practice in relation to what other ‘fast fashion’ retailing companies are doing in this context and made the following recommendations a) Creation of agile organisation using an agile supply chain embedded with Global quick response(GQR) b) SCOR model to be used as reference model in framing/managing the supply chain and their network c) Key operating Principles and Practices
These recommendations will give the edge for the organisation to have a greater chance of succeeding in a very competitive environment.
The clothing industry has become one of the most mobile industries comprising complex global supply networks to supply clothing to world markets. The nature of these global networks poses significant challenges for quick and accurate response. Refer Figure 1 for understanding of generic high level structure of global clothing industry supply chain. In order to ensure the right product volume and mix within retail stores from a globally dispersed supply network, it requires innovative operational strategies and practices.
|Figure 1 : Generic high-level structure of the global clothing industry supply chain | | | |[pic]...
References: • Martin Christopher, Robert Lowson & Helen Peck (2000). ‘Creating Agile Supply chain in the Fast Fashion Industry’. Available at Web:
• Christopher, M., (2000), “The Agile Supply Chain: Competing in Volatile Markets”, Industrial Marketing Management, Available at Web:
• Fernie, J. (1994) ‘Quick Response: an International Perspective’, International Journal of Physical Distribution and Logistics Management, Vol. 22, Issue 6, pp 38-46.
a) Market sensitivity
Being close to the customer is vital for fashion retailing (Martin Christopher, Robert Lowson, Helen Peck, 2000)
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