Apparel product development: an overview of existing models

Seram, Niromi; Nanayakkara, Julian; Lanarolle, Gamini

doi:10.1504/ijpd.2016.10004447

Cited by 3 publications

(15 citation statements)

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“…New product development concerns several areas for improvements such as the development time of a new product and the easiness with which it can be industrialized [19]. Moreover, communication covers a fundamental role in this phase since new product development concerns multiple business areas and suppliers which are involved in the development and industrialization phases [20]. As stated in [21], many fashion brands move from the traditional original equipment manufacturing (OEM) strategy to the original design manufacturing (ODM) strategy.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of COVID-19 on the Italian Footwear Supply Chain of Small and Medium-Sized Enterprises (SMEs)—Evaluation of Two Case Studies

Braglia

Marrazzini

Padellini

2022

Designs

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This paper aims to provide a case study related to two small and medium-sized enterprises (SMEs) of the Italian footwear supply chain, comparing sales and production data from pre-pandemic years with those affected by the COVID-19 (SARS-CoV-2) pandemic. Specifically, two Tuscany companies in the world of fashion footwear sector have been assisted in the analysis of their supply chains. In particular, the case research method has been employed for theory building to evaluate how companies reacted to the disruption caused by the COVID-19 pandemic to focus on potential resilience strategies that could be adopted to deal with a disruption, such as that caused by the COVID-19 pandemic. Specifically, in order to understand the dynamics of the supply chains, the standard production processes were initially studied and mapped, analyzing in detail the planning, programming, and control phase. After conducting a descriptive analysis of the data, possible resilience factors of SMEs’ fashion supply chains have been extracted, and strategies that SMEs could adopt to better cope with the disruption caused by the pandemic have been suggested. The outcomes of this study can be used by decision-makers to predict the operative and long-term impacts of epidemic outbreaks on the supply chains with some suggestions of potential resilience improvement strategies. The paper is concluded by summarizing the most important insights and outlining future research agenda.

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Section: Literature Reviewmentioning

confidence: 99%

The Impact of COVID-19 on the Italian Footwear Supply Chain of Small and Medium-Sized Enterprises (SMEs)—Evaluation of Two Case Studies

Braglia

Marrazzini

Padellini

2022

Designs

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“…However, retailers have introduced a number of phases within seasons, each lasting on average 8-12weeks, due to the influence of fast fashion and rising consumer demands (Tyler, Heeley, & Bhamra, 2006). Owing to its connections with the seasons, the product-development lead times for fashion are very tight and strictly applied as the annual calendar and the weather changes (Lanarolle, Seram, & Nanayakkara, 2016).…”

Section: Speedmentioning

confidence: 99%

“…FPD is recognised as a key element for ensuring the long-term success and sustainability of businesses involved in fashion. Constantly re-evaluating the strategy and tactics of product development is deemed to be crucial for creating more 'on-point' products (Lanarolle et al, 2016). However, the process varies depending on the type and size of business, product type, and business objectives.…”

Section: The Fashion Product Development Process Within Industrymentioning

confidence: 99%

“…The process of developing products consists of setting up various functional areas, handling a large flow of information, juggling with multiple requirements and the involvement of a considerable number of people. Maintaining an effective interrelationship among these elements requires coordination in order to better manage the process to create products (Lanarolle et al, 2016). The process may be viewed as a system of decisions that influence each other in a complex way (McCarthy, Tsinopoulos, Allen, & Rose-Anderssen, 2006), and that is characterised by functional independence with each participant contributing to the process sequentially (Tyler et al, 2006).…”

Section: The Fashion Product Development Process Within Industrymentioning

confidence: 99%

“…• Most of the specific phases of the apparel models, compared with the generic model of da Costa and Rozenfeld (2006), are in the development macro phase and some phases of the macro stage of pre-development (Moretti & Braghini Junior, 2017) Figure 15. The apparel product development process stages (Lanarolle et al, 2016). © Inderscience.…”

Section: Fashion Product Development Stagesmentioning

confidence: 99%

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Product development, fashion buying and merchandising

et al. 2022

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This issue of Textile Progress provides a critical literature review and reflection relating to academic research in the field of fashion buying and merchandising, with a specific focus on the fashion product development process. As the topic has not been reviewed before in Textile Progress, the paper follows the process of fashion product development, a key task that forms one of the many responsibilities of fashion buyers and merchandisers and explores the literature from its origins to the present day, capturing the significant elements that have changed and shaped the process over time. Establishing the challenges and changes in contemporary fashion retailing enables the development of an understanding of how and why these fundamental factors impact not only the process of getting products from idea to concept, but also the roles and responsibilities of the buyers and merchandisers; added to this, the review provides a critical overview of the Buying Cycle. The review further explores the external and internal components and participants influencing the fashion product development process, thereby updating what can be found in the existing product development literature to reflect the current state-of-play in the industry. By illustrating and reviewing the process models of new product development and fashion product development from their original and early forms to the present day, the review establishes the links, connections, and differences across both the more-general and specific areas of research. Subsequently, there is a review of the roles and responsibilities of the fashion buyer and merchandiser, alongside a discussion of how the developments, advancements and transformation of the industry have changed the nature of the involvement of these crucial personnel in the fashion product development process over time. This aspect of the review provides a base upon which to analyse the contemporary fashion-retail buying cycle, establishing its early connection to organisational decision-making process models and the implications and challenges that product assortment planning, development, and retailing pose on the cycle. The last two chapters of this review are dedicated to two crucial areas of the contemporary fashion industry, namely sustainability and technology and address how they have become key drivers in determining the roles of the fashion buyer and merchandiser and how the fashion product development process is now addressed.

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