The fashion industry is facing increasing global scrutiny of its environmentally polluting supply chain operations. Despite the widely publicized environmental impacts, however, the industry continues to grow , in part due to the rise of fast fashion, which relies on cheap manufacturing, frequent consumption and short-lived garment use. In this Review , we identify the environmental impacts at critical points in the textile and fashion value chain, from production to consumption, focusing on water use, chemical pollution, CO 2 emissions and textile waste. Impacts from the fashion industry include over 92 million tonnes of waste produced per year and 79 trillion litres of water consumed. On the basis of these environmental impacts, we outline the need for fundamental changes in the fashion business model, including a deceleration of manufacturing and the introduction of sustainable practices throughout the supply chain, as well a shift in consumer behaviour-namely , decreasing clothing purchases and increasing garment lifetimes. These changes stress the need for an urgent transition back to 'slow' fashion, minimizing and mitigating the detrimental environmental impacts, so as to improve the long-term sustainability of the fashion supply chain.

With complex buyer-driven global production networks and a labour-intensive manufacturing process, the fashion industry has become a focal point for debates on the social responsibility of business. Utilising an interview methodology with influential actors from seven export garment manufacturers in Sri Lanka, we explore the situated knowledge at one nodal point of the production network. We conceptualise factory management perspectives on the implementation of corporate social responsibility (CSR) in terms of the strategic balancing of ethical considerations against the commercial pressures of cost and lead time. Factory managers framed CSR in terms of compliance, rather than going above and beyond regulatory requirements; seeing it as a strategic competitive imperative and less a developmental mechanism. Sri Lankan manufacturers maintain that they have benefitted from a unique combination of factors, including strict national labour laws, an educated workforce, the characteristics of the garments produced, industrial upgrading, and long-term non-adversarial buyer-supplier relationships, which they argue has supported the establishment and maintenance of CSR practices. The paper thus provides managerial implications that relate CSR activities to CSR outcomes which include both reputational and production benefits. Such insights will be of strategic relevance for lead retail buyers as well as apparel producers keen to invest in CSR to partly mitigate against increasing price-based competition.

Porter's Five Forces in the era of mobile communication technologies 5.1 The Threat of Entry of New Competitors 5.2 The Bargaining Power of Buyers 5.3 The Bargaining Power of Suppliers 5.4 The Intensity of Competitive Rivalry 5.5 The Threat of Substitute Products or Services Emergence of Omni-channel retailing 6.1 History and Growth of Online retailing 6.2 Development of Online Retailing 6.3 Omni-channel development 6.3.1 Pureplay 6.3.2 Bricks and Clicks 6.3.3 Multichannel 6.3.4 Omni-channel 6.4 Towards a Definition of Omni-Channel Retailing 6.4.1 Simultaneous Channel Usage 6.4.2 Connectedness 6.4.3 Single View of the Customer 6.4.4 Seamlessness 6.4.5 Consistency Profiling the modern day Consumer behavior 7.1 Channel switching 7.2 Researching online 7.3 Browsing 7.4 Channel adoption 7.5 Composite Channel Usage 7.5.

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Abstract:Incorporating sustainability into the supply chain is becoming a key priority for many textile and apparel companies. For example, H&M, Patagonia, and The North Face have incorporated various approaches to enhance their levels of sustainable supply chain management. Typical approaches include sustainable product strategy, sustainable investment, sustainable performance evaluation, corporate social responsibility, and environmental management system adoption, which contribute to the development of sustainable supply chain management in the textile and apparel industry. In this paper, we introduce the fifteen articles published in this special issue, and summarize the key findings and future research directions in the area of textile and apparel sustainable supply chain management.