Concurrent engineering for product development in mass customization for the apparel industry

Abstract

Purpose -Firms in the apparel industry seek operational information on ways to implement mass customization. The purpose of this research is to investigate the potential for concurrent engineering (CE) to realign the traditional, linear apparel product development process to a more concurrent and consumer-focused process in order to facilitate the implementation of the new supply chain process (i.e. mass customization) with sensitivity to time-to-market demands. Design/methodology/approach -The case study method was used with three non-competing apparel firms. Survey instruments and focus group feedback were utilized, which allowed the researchers to collect in-depth information about the apparel product development process, often considered proprietary in many industries. Findings -Product development activities in the lengthy apparel product development process were realigned with many activities being ranked as early or middle activities. This realignment into a compressed and nearly simultaneous process supports activities that must be done early and often simultaneously rather than late to support a mass customization strategy.Research limitations/implications -The case study approach and apparel-oriented sample reduces generalizability of findings; however, realignment of activities and provided operational information encourage future research to document the findings for apparel and other industries. Practical implications -Suggested movement of activities can be used as a guide for designers and manufacturers when trying to improve their product development process. Originality/value -The paper provides needed detailed or operational information about implementation of mass customization in the apparel industry.

The Co-design Process in Mass Customization of Complete Garment Knitted Fashion Products

“…In MC the business process must be changed, from a linear to a concurrent or parallel process [43,44]. This process often starts with the co-design process and then selling the product to the customer before manufacturing starts.…”

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“…The process of an apparel product production is quite long and the process continues like in a pipeline. The traditional pipeline system starts with an idea about a product, often generated from a forecasted fabric or color, pushes that idea through a lengthy product development period as well as through extensive business-to-business market and production processes, and concludes with a push type sale to a final consumer (Kincade et al, 2007). Cao et al…”

“…A close collaboration throughout the chain is a must as operations and manufacturing steps are interdependent. Because current competition does not just concern the individual firm but, rather, involves the entire SC (Jin, 2006). Christerson & Appelbaum (1995) state that most firms which market brand-name labels in apparel do not take part directly in any manufacturing activities, but focus on design, marketing and retailing.…”

Customisation and Fashion Logistics Effects of Flat Knitted Fashion Products using Complete Garment Technology SAMAND’ OR - A Case Study

“…For a business to be engaged in the sale of mass-customised products, the traditional structure of development, production, and distribution needs to be reformulated from a linear to a concurrent or parallel process [38,39]. Closing the sale with a customer becomes one of the initial steps in a retail transaction, rather than the final one.…”