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Über dieses Buch

This book serves as a comprehensive guide to understanding the theories and applications in managing the Asian fashion supply chain, presenting both quantitative and exploratory studies. Providing academicians and practitioners insights into the latest developments and models, it also offers diverse perspectives on areas like strategic sourcing, quick response strategies, and other essential parts of the supply chain.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction to Fashion Supply Chain Management in Asia

Abstract
Textile and apparel constitutes an important sector in the global economy and plays a key role in the national economies of many countries in the world. This is particularly true in Asia. For example, in Vietnam and Bangladesh, the textile and apparel industry contributes the majority of the countries’ foreign exchange earnings. This paper firstly introduces the concept of fashion supply chain management. The typical fashion supply chain includes raw material farmers/producers, fiber and textile producers, apparel manufacturers, transporters, warehouses and retailers. The supply chain is complex as many members are involved, and many interdependencies between them exist. To better manage supply chains and increase overall supply chain efficiency, there is a strong need for collaboration among supply chain members. This paper also analyzes and discusses the strengths and weaknesses of textile and apparel production in major Asian countries (i.e., India, Vietnam, Bangladesh and China) from a supply chain perspective. It is demonstrated that although textile and apparel production capacities in India, Bangladesh and Vietnam grow fast, China will remain the leading textile and apparel sourcing country in the world in the foreseeable future, mainly due to its well-developed supply chain systems. Furthermore, this paper examines new opportunities and challenges for Asia’s fashion supply chain, including China’s Belt and Road Initiative, the development of sustainable supply chains, and the increasing popularity of e-commerce in fashion.
Bin Shen, Moritz Mikschovsky

Fashion Supply Chain Management Concepts

Frontmatter

Chapter 2. Regional Comprehensive Economic Partnership (RCEP): Impact on the Integration of Textile and Apparel Supply Chain in the Asia-Pacific Region

Abstract
The Regional Comprehensive Economic Partnership (RCEP) is an ambitious free trade agreement (FTA) currently under negotiation between ten member states of the Association of Southeast Asian Nations and other six large economies in the Asia-Pacific region. This study intends to quantitatively evaluate how the implementation of the RCEP will affect the integration of T&A supply chain in the Asia-Pacific region. By adopting the GTAP computable general equilibrium model based on the GTAP9 database, the study finds that: first, the trade creation effect of the RCEP will significantly encourage its members to source more textile and apparel from within the RCEP area and form an ever more integrated regional T&A supply chain. Second, the trade diversion effect of the RCEP will affect textile exports from non-RCEP members, particularly the USA and the EU, to RCEP members negatively. Third, apparel exports from RCEP members would benefit from a more integrated regional T&A supply chain facilitated by the RCEP and demonstrate more competitiveness in the world’s leading apparel import markets. Findings of this study augment our understanding of the T&A-specific sectoral impact of the RCEP and provide valuable inputs that could support the T&A sectoral negotiation under the RCEP and related policy making in response to the implementation of the agreement.
Sheng Lu

Chapter 3. Sustainability Issues in Asian Fashion Supply Chains: Retailers Versus Suppliers

Abstract
A large part of the empirical research on sustainable supply chains takes place in fashion and apparel industry. Such a practice is not a surprise due to many scandals that society witnessed in the industry and the sense of urgency raised regarding especially the social dimension of sustainability in fashion supply chains. Although from an aggregate perspective, Asia is the fashion supplier market and Europe and USA are the fashion retail markets, with the impact of globalization one can no longer separate these two worlds. Both segments of fashion supply chains are prevalent in all markets, and they have different sustainability considerations. Despite the interest in scholarly literature on sustainability in fashion and textiles, a specific focus on the differentiated sustainability demands of the industry is lacking. This chapter makes an attempt to address this void by exploring sustainable supply chain management (SSCM) practices in fashion retailers and fashion suppliers. The chapter utilizes the triple bottom line (3BL)-based framework in order to analyze secondary data from Turkish fashion suppliers and retailers. The findings are discussed from a supply chain segmentation perspective.
Ceren Altuntas Vural

Chapter 4. Cashmere Value Chain in China

Abstract
As one of important natural materials in textile and apparel, cashmere is expensive and made for luxury products. China is the largest producer and exporter of cashmere products, and a big potential consumer in the world. To better understand cashmere value chain, in this paper, we review the cashmere value chain structure in China. We introduce two Chinese cashmere companies who are successful in designing, manufacturing, and selling cashmere products. Last but not least, we propose challenges and problems in Chinese cashmere industry. We believe that cashmere will be more and more important in textile and apparel industry as consumers’ increasing awareness of high-quality products. Thus, developing a responsive cashmere value chain is critically important.
Qingliang Gu, Bin Shen

Fashion Supply Chain Management Models

Frontmatter

Chapter 5. Existence and Causes of Bullwhip Effect: An Empirical Study on a Designer Footwear Supply Chain

Abstract
Bullwhip effect is one of the critical problems resulting in supply chain inefficiency. To alleviate the negative impacts brought by the bullwhip effect, it is important for the supply chain partners to develop collaboration to reduce lead time, facilitate information sharing, or execute vendor managed inventory strategy. This study focuses on a targeted designer footwear brand and statistically examines the existence and the causes of the bullwhip effect in the designer fashion supply chain. We collected 825 data including the real order quantity of each supply chain member, MOQ requirement, lead time, and heel heights, and conducted the empirical tests. Our findings show that the degree of bullwhip effect in our targeted brand is significantly correlated with the lead time and the shoe height only but not the minimum order quantity requested by the manufacturers. Managerial insights are also discussed.
Hau-Ling Chan, Tsan-Ming Choi, Shuyun Ren, Bin Shen, Wing-Yee Wong

Chapter 6. Application of Human Rights Due Diligence and the LeanIn Concept for Addressing Pregnancy-Related Discrimination in Cambodia’s Garment Sector

Abstract
Workers in Cambodian garment factories often suffer from human rights and labor abuse issues. The gender income disparities were growing in most Asian developing countries over the past years (OECD in OECD due diligence guidance for responsible supply chains in the garment and footwear sector, 2017)and pregnancy-related human rights issues appear to have received little attention. Most female workers in Cambodian garment factories lack awareness to resist abuses and struggle against human rights issues. This paper considers how companies can implement the due diligence recommendations for responsible supply chains in the garment and footwear sector. We draw on guidance from the Organisation for Economic Co-operation and Development (OECD) to propose ways to address pregnancy-related human rights and labor abuse issues for female workers in Cambodia’s garment industry. Also, we offer some suggestions related to LeanIn.org that could help raise worker awareness of the issues. For Cambodia, to stay at the forefront of the promise of improved human rights in the garment industry, it is vital for them to solve the pregnancy-related human rights and labor abuse issues.
Bai Li, Marsha A. Dickson

Chapter 7. RFID-Embedded Smart Washing Machine Systems in the Big Data Era: Value Creation in Fashion Supply Chain

Abstract
Both RFID and intelligent decision support system have been widely integrated into manufacturing and retailing. In this paper, the RFID-embedded smart washing machine (RFID+SWM) is proposed and its intelligent decision support system prototype is described. It is discussed that how this application and system create values to the fashion industry through data analysis. The data from RFID+SWM is recorded, stored, and analyzed for decision making. For example, the fashion color trend is analyzed by using consumer washing data from the RFID+SWM. The proposed intelligent decision support system is identified to monitor customers’ apparel wearing behavior at the usage stage and to provide various values to change product development, production planning, and retailing management in the fashion business. The new era’s fashion business becomes smarter with intelligence, interconnection, and visibility. The proposed technology and developed prototype system help optimize business process in the fashion supply chain.
Bin Shen, Xuemei Ding, Yanyan Wang, Shuyun Ren

Fashion Supply Chain Management Cases

Frontmatter

Chapter 8. The Value of Online-to-Offline Channel for Start-up Fashion Designer Brands: Lessons from China

Abstract
Being a start-up fashion designer is more and more popular in China. In recent years, after receiving well education in fashion design, the increasing number of start-up fashion designers creates and sells new collections. However, with limited brand recognition, start-up designers may not have sufficient resources to find consumers. In China, the Showroom platform, a new business model in fashion industry, including both online and offline channels, particularly helps start-up designers in retailing. In this paper, the value of Showroom platform model was explored. According to expert interviews and desk data, the management status of designer brand’s offline-to-online (O2O) marketing model was analyzed. Through the questionnaire survey, fashion buyers’ intention and the development path of applying O2O were examined. Integrating the existing resources of the case enterprise, a Showroom O2O service platform serving for designer brands and fashion buyers was proposed and its profit model was discussed. We find that, in order to increase brand recognition and attract more consumers, start-up designers are particularly eager to find more outlets with the use of the internet. However, the O2O marketing model of select shops is just beginning with many potential challenges, such as the conflict between high-cost investment and low return. We find that launching new collections in the Showroom platform is beneficial for the start-up designers and more diversified online channels such as Web site, mobile applications, social media, and Wechat micro-shop can attract young consumers’ attention on start-up designers’ brands and collections.
Jingjing Wang, Yixiong Yang

Chapter 9. The Impacts of Transshipment on Dual-Channel Coordination: A Fashion Company Case Study in China

Abstract
In the textile and apparel supply chain, the supplier and the retailer may have various objectives. In order to coordinate interests of apparel supply chain members in a dual channel, this paper examines the causes of retail interest conflicts and analyzes how the changes of cooperation and order quantity influencing index data on channel performance, e.g., inventory turnover, shortage quantity, and profit. We conduct a case study on a fashion company which uses the transshipment strategy to coordinate a dual-channel supply chain. Our findings reveal that the application of trans shipment strategy can reduce the changing risk of market demand and achieve the benefit sharing between apparel supply chain partners. More managerial insights are discussed.
Tianyu Sun, Yixiong Yang

Backmatter

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