• Journal of Fashion Business
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• v.11 no.4
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• pp.221-231
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• 2007

SCM system is required inter-industrial cooperation as well as inter-organizational cooperation. It means not only standardization of inter-organization but also standardization of inter-industry. SCM makes possible one circulation from fiber to retail industry in the respects of information and product flows. QR is the SCM of textile apparel industry, which satisfy customer need with least cost and maximum profit. Customer-oriented supply chain system focused on information sharing, cost reduction, inventory control, lead time reduction, quick response on customer demand. How we can measure the performance of successful SCM is issued on the approach of Balanced Scorecard which evaluates 4 perspectives such as customer perspective, internal business perspective, financial perspective, and innovation and learning perspective. This can project the blueprint of textile fashion business to right direction with vision.

• Journal of Fashion Business
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• v.9 no.4
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• pp.44-58
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• 2005

In a global market environment with information technology, the textile and apparel industry tries to survive by having competitive power embedded in Supply Chain Management to improve the interrelation among different stages of industries such as fiber, textile, apparel manufacturing, and retailing. The purpose of this empirical study was to investigate performance on Supply Chain Management of textile firms such as 4 textile export firms and 10 collaborate firms which were adopted SCM system. For research methodology, we developed questionnaires based upon interview and literature review. The results of this study were as follows: There were neutral responses or somewhat dissatisfactions on SCM application from CEOs, CMOs, site workers, and collaborators, but over half of respondents indicated 21-40% improvement of affairs. Standard documents and information sharing of SCM system were salient effects. SCM system with standard documents improved receipts/payments and inventory management most.

• Journal of Distribution Science
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• v.22 no.3
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• pp.93-104
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• 2024

Purpose: Using green supply chain management (GSCM), the current study focuses on the fashion design industry as a central player in promoting an eco-conscious consumption culture by creating awareness of the need to produce and consume eco-friendly fashion products instead of only capitalizing on the shifting consumer tastes, preferences, and expectations. Research design, data and methodology: This study selected a PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) checklist as a research methodology. The purpose is the detailed and disinterested evaluation of all the published information related to the topic of the research. Results: This study suggests brief solutions of the GSCM based on the five categories of sustainable fashion activities that contribute to the development of eco-friendly fashion designs and marketing strategies. This strategy employed by firms to promote sustainable production and consumption is a major factor in enhancing consumers' environmental awareness. Conclusions: The study delves into how brands in the fashion design industry provide a platform for collective action by investing in educational campaigns and transparent communication, collaborating with various stakeholders to maximize awareness of the need for eco-conscious consumption and the availability of green fashion products. Practitioners should consider developing a comprehensive framework to assess the feasibility of different awareness strategies and purchase stimulation approaches.

• Journal of the Korea Fashion and Costume Design Association
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• v.22 no.2
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• pp.29-43
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• 2020

This study investigated the luxury supply chain management called 'See now, Buy now'. This has been a new way of controlling the supply and demand for luxury brands in the fashion industry since 2016. In this study, we explored the backgrounds and impacts of 'See now, Buy now' in the digital era. 'See now, Buy now' was launched by the fashion brand, Burberry in February 2016. It was the first luxury brand to showcase its entire collection using 'See now, Buy now' among the brands which showcase in Paris, Milan, New York, and London fashion weeks. That has not only caused many controversies in the fashion world but also generated followers. In this study, we analyzed 'See now, Buy now' in three aspects, economics, efficiency, and management strategy, and this was done through a literature survey on articles pertaining to 'See now, Buy now' and empirical surveys on Burberry's collections. Based on 'See now, Buy now', Burberry tried a new process of supply and sale. In the era of SNS, the spread of information is getting faster. The speed of SNS and changes in the fashion market combining IT and mobile technology are major changes faced by the fashion industry. 'See now, Buy now', a model of the new supply and demand in luxury fashion brands, should be noted as a new directional aspect for the future of the fashion industry. Since it was a relatively recent trend that started from the September show of Burberry in 2016, there was still a lack of academic discussion or prior research on this phenomenon. Therefore this study aimed to predict future directions by recognizing the importance of 'See now, Buy now' in the fashion industry. Also, based on this research, the significance of this study was to present a management strategy that applies 'See now, Buy now' to the future of the fashion industry in the digital era.

• Journal of Fashion Business
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• v.11 no.3
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• pp.97-105
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• 2007

The purpose of this study was to investigate SCM performance of textile fashion business in a competitive market environment. For the methodology of this study, the questionnaire was developed based upon the literature. 230 questionnaires were distributed to the experts who operate SCM in textile fashion firms. The returned usable 149 were analyzed by SPSS10.0 with multiple regression analysis and Cronbach's Alpha for internal consistency and reliability. The results of this study were as follows: The SCM performance of the textile fashion firms was affected by information system, business environment, and partnership in a descending order. Analyzing on the business environment, CEOs' concern about incorporating SCM and the degree of assistance from government and textile fashion federation impacted the performance of SCM in a descending order. For information system, standardized computerization, information sharing, and computerization with infrastructure on intra/inter business impacted the SCM performance of the firms in a descending order. For partnership, strategic alliance, openness about corporate culture, and credibility of partnership impacted the SCM performance of the firms in a descending order.

• The Research Journal of the Costume Culture
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• v.17 no.1
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• pp.177-188
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• 2009

SCM as the important marketing strategy enhance the firm's efficiency and compatibility in global market environment such as global outsourcing. Firms adopted SCM realized the need to evaluate precisely the performance of SCM. In spite of importance of SCM, there was not much intention and research to measure SCM performance in textile fashion industry. Therefore, the purpose of this case study was to measure performance of supply chain management in textile fashion business using BSC(Balanced Score Card) to measure not only financial perspective but also non-financial perspectives such as customer perspective, internal business perspectives, financial perspective, and innovation & learning perspective. The questionnaire developed by the reviews of the literature was adopted for this study. The results of this study showed that SCM performance was enhanced from the point of customer perspective(cost, quality, time, service), financial perspective(cash cycle time, inventory turn over, inventory obsolescence, return on asset, return on investment, capacity utilization), and innovation & learning perspective(cost for human resource management, service for human resources). But there was same performance level regarding internal business perspective(lead time, cost for manufacturing process, product quality control, productive flexibility for time, quantity, and variety). Therefore, we should keep close relationship and two way communication among supply chain members to promote better SCM performance.

• Fashion & Textile Research Journal
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• v.24 no.2
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• pp.206-216
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• 2022

This study sought to examine the sustainability criteria found in the global sourcing practices of global fashion retailers. Sustainable supply chain management, with a particular focus on the sustainability criteria of global sourcing, was analyzed. This qualitative study was based on a focus group interview and corporate social responsibility (CSR) annual reports. Eight master categories, 18 middle categories, and 37 bottom categories were extracted. The key categories and their middle categories were as follows: (1) Social compliance (working conditions, employment, safety); (2) Environment concerns (environmental pollution management, eco-friendly production, supply chain environment); (3) Energy efficiency (energy saving program, store environment); (4) Consumer protection (restricted substances management, consumer product safety improvement); (5) Management system (code of conduct, triangle audit system); (6) Community social activities (local community service, voluntary activities, charitable activities); (7) External stakeholder engagement (media & non-governmental organization management, maintenance of relationship with local authority); (8) Brand protection (respect for companies' intellectual property). The findings of this study offer academically significant insights into the sustainability criteria that can be encountered by companies under diverse global sourcing scenarios, revealing that global sourcing by fashion retailers is not merely a means of reducing costs, but a way of generating new jobs and making a social contribution to developing countries. The study's findings also have practical significance, offering guidelines for general CSR activities in the global sourcing process.

• The Research Journal of the Costume Culture
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• v.16 no.3
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• pp.432-443
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• 2008

Fast fashion is widely accepted in young generation who are eager to the new fashion trends. With the consumers' rapid adoption of fast fashion, fashion retailers have tried to adopt strategies to reflect current and emerging trends as quickly as possible and effectively in current merchandise assortment, raises important issues with respect to the processes of effective merchandise management. However, the concept of fast fashion has not been academically investigated and developed properly yet. Therefore, this study mainly reviewed secondary data such as leading fast fashion companies' website, newspaper articles and Zara's case study which covers fast fashion issues. Fast fashion gets widely spreading in market, current investigation showed that domestic fashion companies have adopted fast fashion concept in early stage. This study tried to examine characteristics and strategies used by fast fashion businesses to provide domestic fashion industry with valuable information of production and marketing strategies. Suggestions through the result are as follows: 1. Fast fashion requires flexible managing systems such as SCM, QRS and JIT in order to promote efficient production and assortment management from the entire supply chain. 2. Domestic fast fashion companies should build up not only quality of good design but also reasonable price and strengthen marketing strategies in order to compete with abroad fashion companies 3. Fashion companies that succeed in satisfying consumer's desire for new trend show that it has been successful their strategy to make market area wider to the world not focusing on domestic market.

• Journal of Fashion Business
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• v.9 no.3
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• pp.37-46
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• 2005

The purpose at this study was to investigate how component factors at SCM affect the performance at textile and apparel firms in a competitive market. For the methodology at this study, the questionnaire was developed based upon the literature review. 150 questionnaires were distributed to the CEOs, CMOs, and experts who operate SCM in textile and apparel firms. The returned usable 85 were analyzed by SPSS10.0 with multiple regression analysis and Cronbach's Alpha for internal consistency and reliability. The performance at the textile and apparel firms that adopted SCM was affected by information system, partnership, and business environment in a descending order. For details, the performance of the textile and apparel firms that adopted SCM was affected by computerization, information sharing, CEO's concern, alliance, and support in a descending order.

• The Research Journal of the Costume Culture
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• v.9 no.1
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• pp.100-110
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• 2001

The purpose of this study is to identify Internet usage for the implementation of Quick Response Supply Chain Management across Business-to-Business Electronic Commerce in textile and apparel industry. This paper involves theoretical studies, which developed 3 steps to analyze the relationship of B-to-B EC, SCM, and QR, and provides broader awareness of new trend in the textile and apparel industry. SCM as one of B-to-B EC solutions introduced QR into the textile and apparel industry in 1985, and B-to-B EC is regarded as a means for achievement of QR with the widespread adoption of Internet technologies by businesses over the last four years. Finally, the Internet enables textile and apparel firms to access international networks of suppliers, distributors, and customers, so Internet-based B-to-B EC, SCM, and QR with Internet/EDI and XML/EDI are expected to become a central part in propelling fashion business into new directions.