To achieve competitive advantages, the effectivemanagement includes the ability tomanage a complex network as a whole. In the fashion industry context, theoperational strategy consists of ordering, well in advance,a large number ofdifferent references, each having a relatively short life cycle of only a fewweeks.
However, in order to meetcustomers requests and increase profitability, a fashion supply chain mustrespond quickly to market changes. These opposing requirements, in order to find the best definition and mixof all the variables, the management are force to face several decision makingproblems such as the definition of the seasonal budget, the selection of theitems composing the collection, the choice of the quantities to be purchasedwith the aim of maximize profits and customer satisfaction.2.0 Contents Of JournalThe paper include :ü Short Product Life CyclesTo capture the mood of the moment, then the productis designed , compared to other markets, fashion sales trend has a rapidgrowth, a peak of popularity and immediately a stage of decline or evenrejection of the product by the market. Retailers have to be more efficient inthe replenishment process since products have a limited time in the market fromtheir introduction to decline.
ü Long time-to-marketThere is almost a year lapse from the definition ofthe clothing item to the delivery to the stores. It means that before theprevious season is over, the wholesalers and stores define their orders andtherefore the level of unsold stocks is not known yet (Forza and Vinelli, 2000)thus contributing to enlarge demand uncertainty (Tiaojun and Jiao, 2011)ü New Product Development (NPD)This process is long and not always successful. Notall items that come out from this process are introduced into the marketbecause this activity usually begins two years before production. The processis difficult to standardise and control thus generating costs of developmentand prototyping that cannot be recovered by sales. In fact, pattern book onlyrepresents the collection idea but items which are not successful duringpresentation will not be produced.3.
0 Improvement and examplesVarious management techniques, specific for thefashion and clothing industry have arisen to respond to all the issuesillustrated in the articles. The increasing demand for fashion products insteadof basic ones, the increasing number of mid-season collections in order toexpand product offer and the introduction of techniques that allow thereduction of lead Time Fairhurst and Bhardwaj, 2010, such as Quick Response(QR) and Fast Fashion (FF), deeply changed this sector. The traditional onemodels which is based on planned manufacturing clearly differ from these newmanagement.
It lies in producing according to orders received during thepresentation of collection Orders in Hand, before the sales season. A single collection for the whole season isinvolves on this traditional management model and it is still widely employedby luxury brands because the high stylistic and material content of theclothing items requires to produce almost exclusively based on consolidatedorders.Quick Response and Fast Fashion instead, try to respond much morequickly to market needs by planning production on the effective demand recordedin stores.