Identification of overseas vendor selection criteria used by Canadian apparel buyers

Thaver, Ismat; Wilcock, Anne

doi:10.1108/13612020610651123

Cited by 19 publications

(11 citation statements)

References 13 publications

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“…From 2005, some apparel companies such as Levi Strauss, Nike, Gap, and Eddie Bauer have started to develop their own standards for environmental compliance and conduct their own audits to determine the level of compliance of their suppliers (Hamner, 2006). Moreover, some major fashion brand owners regard ISO 14000 as an instrument to determine supplier's capability in the industry's environmental standards (Teng & Jaramillo, 2005;Thaver & Wilcock, 2006). From 2006 to 2008, the number of ISO 14000 certified firms or business divisions had increased by 47% (ISO, 2009).…”

Section: Data Analysis and Resultsmentioning

confidence: 98%

Perception of fashion sustainability in online community

Shen

Zheng

Chow

et al. 2014

The Journal of The Textile Institute

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The issue of sustainability is crucial in fashion business and has received considerable attentions from the consumers. In this paper, we investigate the change in people's concerns on sustainable fashion by using secondary data collected from two major online fashion forums from 2004 to 2012. Our analysis is taken by a cross-time approach and the results reflect that forum discussions over sustainable fashion have changed over time. While topics on sustainable production and remanufacturing, green information sharing, and green attitude and education once received heated discussions in the mid-2000s, green marketing has become the main focus lately. Our results imply that provision of green information by fashion retailers is a way to educate consumers and improve their awareness in the importance of sustainability. It is also beneficial to stimulate consumers' purchase decision of sustainable fashion. The findings provide industry insights for practitioners to better develop and promote sustainable fashion.

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Section: Data Analysis and Resultsmentioning

confidence: 98%

Perception of fashion sustainability in online community

Shen

Zheng

Chow

et al. 2014

The Journal of The Textile Institute

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“…Typically, the cost element consists of many features, such as competitive prices (see Menon et al, 1998;Muralidharan et al, 2002;Bertolini et al, 2004;Wisner et al, 2005) and flexibility in payment terms (see Lehmusvaara et al, 1999). For the delivery criterion, there are many key highlights, such as delivery lead-time (see Verma and Pullman, 1998;Muralidharan et al, 2002;Onesime et al, 2004;Lau et al, 2005;Wisner et al, 2005;Traver and Wilcock, 2006) and shipment condition and delivery flexibility (see Kent and Parker, 1999;Choy and Lee, 2002;Aktas and Ulengin, 2005;Wisner et al, 2005). According to this development, the technical service consideration has also been recognised as an important criterion for supplier management in the earlier periods.…”

Section: Resultsmentioning

confidence: 99%

“…According to Lee et al (2001), an ability to manage production and service facilities becomes an important consideration in ensuring supplier's long-term capability with manufacturers' plans and targets. Nowadays, the term 'management' tends to be associated with quality management systems such as ISO 9001:2000 (Barla, 2003;Wisner et al, 2005;Traver and Wilcock, 2006). Ten-year intervals and the use of the main criteria criteria 1966-1986 1987-1996 1997-2006 Quality ( The historical development indicates that responsiveness has been cited since the 1990s.…”

Section: Resultsmentioning

confidence: 99%

Supplier management: past, present and anticipated future perspectives

Phusavat

Kanchana

Helo

2007

IJMED

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The study illustrates the historical development of the criteria used for supplier management, and suggests a possible future trend as a result of this development. This study stems from globalisation in the private sector, and many policy initiatives of Thai public agencies to assist specific industries, such as electronic and automotive sectors. The awareness of these past and current developments, coupled with anticipation of a possible future trend, should help large companies and Small and Medium Enterprises (SMEs) become better prepared. This study initially relies on literature reviews for identifying the criteria's historical development, and later confirms the result with separate surveys to companies belonging to the Federation of Thai Industries (FTI). A future trend on accreditation practices is suggested and discussed. This is potentially useful for value chain management, especially for SMEs when dealing with large companies. The follow-up discussion seems to agree with this suggestion.

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“…Since productivity is a key performance area, timely and effective decisions/actions can be made. Apparently, audit activities from important customers at a manufacturer location have become more common (Hoehn, 2003;Traver and Wilcock, 2006). Demonstrating an organization's awareness on when productivity information is needed should contribute to a client's confidence in a manufacturer's long-term capability.…”

Section: Circumstances With Complimentary Relationships Circumstancesmentioning

confidence: 99%

“…The importance of this process on business competitiveness and successes can be highlighted by the following illustrations. The requirement eight of ISO 9001:2000 stresses a strong foundation of a management process for an effective quality-management system (Traver and Wilcock, 2006). It includes performance measurement, analysis, and improvement.…”

Section: Introductionmentioning

confidence: 99%

When to measure productivity: lessons from manufacturing and supplier‐selection strategies

Phusavat

Jaiwong

Sujitwanich

et al. 2009

Industrial Management &Amp; Data Systems

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Purpose -This study aims to identify the set of circumstances that requires productivity information. It is part of an effort to improve productivity measurement. For this research, when to measure productivity is addressed by linking with manufacturing and supplier-selection strategies. Design/methodology/approach -A survey is developed in order to gain insights into three areas: manufacturing strategies, supplier-selection strategies for maintenance services (MS), and productivity. The development and distribution of a survey are conducted jointly with the Federation of Thai Industries. There are 40 companies completed the survey. The analysis on top executives' opinions, by the correlation analysis, is based on a two-stage manner. The first stage is to list a circumstance that indicates the positive relationships between manufacturing and supplier-selection strategies. The second stage is to match each circumstance with productivity information. Findings -Altogether, they are nine circumstances that need productivity information. For example, when delivery is selected as a manufacturing strategy and quality is chosen as a supplier-selection strategy for MS, productivity measurement is required for an effective management process. Practical implications -Awareness of the relationship between strategic decisions and productivity information helps strengthen performance measurement and subsequently a management process. A strong management process can drive organizational policies and objectives. Originality/value -The more insights into when to measure productivity have been urged by several prominent researchers. A research methodology in this study is also perceived to be useful for possible future applications.

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Identification of overseas vendor selection criteria used by Canadian apparel buyers

Cited by 19 publications

References 13 publications

Perception of fashion sustainability in online community

Perception of fashion sustainability in online community

Supplier management: past, present and anticipated future perspectives

When to measure productivity: lessons from manufacturing and supplier‐selection strategies

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