Impact of supply chain information sharing on performance of fashion enterprises

Abstract

Purpose The purpose of this paper is to develop a novel research model to examine the relationship among information sharing (IS), supply chain integration (SCI), operational performance (OP) and business performance (BP) in the fashion supply chains. Design/methodology/approach A survey of 247 executives from Chinese fashion brand firms was conducted and the data were analyzed to investigate how IS affects the organizational BP. Structural equation modeling (SEM) was applied to study the relationship among IS, SCI, OP and BP. Findings The empirical research results indicate that IS is critical to enhance the SCI and OP, and both SCI and OP exert mediating effects on BP of fashion brands. This result also reveals constructive suggestions that allow fashion brands to strengthen their SCI and OP, as well as BP. Research limitations/implications Multiple data sources were applied to develop the sampling frame, and respondents were selected (according to their experience and position) to ensure they had the knowledge and expertise to provide valid response. However, this could not guarantee the adequacy of the sample. This limitation is compounded by the reliance on a simple respondent per firm, which precludes testing for inter-rater reliability. Practical implications The empirical findings provide an enhanced understanding of the relationship among IS, SCI, OP and BP in Chinese fashion brand settings. The research results will help fashion brands to improve supply chain efficiency and enhance company performance. Originality/value Although previous studies have realized that the value of IS varies in different industries, few have specifically explored the impact on the fashion industry characterized by short life cycles, high volatility, low predictability and high impulse purchasing. To fill this knowledge gap, the present study employed a questionnaire survey and SEM techniques to explore the relationship among IS, SCI, OP and BP in the fashion supply chain. Comprehending the impact mechanism of IS on organizational performance can provide useful management insights into the development of effective strategies that allow enterprise to improve BP.

Mediating effect of big data analytics on project performance of small and medium enterprises

“…Information sharing in the supply chain has a positive effect on large organizations (Chen et al , 2019) as well as SME's performance (Ali et al , 2019). Data analytics plays a major role in demand and procurement management (Inamdar et al , 2020).…”

Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

“…Fashion Supply Chains (FSCs): FSCs have received increasing interest in academic literature across multiple disciplines and market levels, including fast fashion, mid-market and luxury (Perry et al, 2015;Chan et al, 2017;Chen et al, 2019), due to their dynamic, complex and volatile nature. The fashion industry is highly global with garment manufacturing taking place mainly in Asia and retailing in the Western economies (Caniato et al, 2012 manufacturing is comparatively low-tech and labour-intensive with low barriers to entry (Perry et al, 2015), hence, a mass trend of outsourcing of production to lower labour cost countries, resulting in long and geographically complex supply chains with decreased visibility and control (Masson et al, 2007).…”

“…The main characteristics of fashion are: short product life cycles, high demand volatility, low predictability and high impulse buying, constant renewal of products and seasonality to create a higher consumer appetite for renewals (Barnes and Lea-Greenwood, 2006;Perry et al, 2015;Chen et al, 2019). These characteristics require agile and responsive supply chains, management structures based upon close interfaces, real-time information sharing and process alignment, flexibility and collaboration to respond on-trend demand in timely manner (Sull and Turconi, 2008;Panahifar et al, 2018).…”

“…Highly fragmented industry and fashion characteristics makes FSCs more prone to disruptions including social, environmental and ethical issues (Perry et al, 2015;Chen et al, 2019). Thus, it is vital for FSCs to integrate resilience into their supply chain structures and operations.…”

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