Supplier management in fast moving fashion retailing

Abstract

Purpose -The over-arching purpose of this research is to explore the issue of supplier management within the context of fast-moving fashion retailing. Design/methodology/approach -Qualitative research utilising key informant interviews was used.Findings -The research suggests that retailers may adopt a multi-tiered approach, whereby dynamism and responsiveness are achieved through only partially agile supply chains. Practical implications -Based on the nature of the qualitative data, the paper provides useful insight into the mechanism by which retailers may balance the need for customer responsiveness with the need for operational and financial viability. Originality/value -The research highlights the need for the establishment of relationships, the benefits of developing a networked approach, and suggests three distinct stages for a multi-staged approach.

An Overview About Fashion Retailing Sector: UK Versus Spain

“…The changing dynamics of the fashion industry over this period, such as the fading of mass production, increase in number of fashion seasons, and modified structural characteristics in the supply chain (Doyle et al, 2006;Fernie et al, 2009;Bhardwaj and Fairhusrst, 2010) have forced retailers to desire low cost and flexibility in design, quality, delivery and speed to market (Doyle et al, 2006). Nevertheless, there exist also high-cost supply markets like Italy and Spain that have a significant number of manufacturing suppliers (Fernie et al, 2009).…”

Buyer-Supplier Partnerships in the Global Apparel Industry: A Study of US Buyers and Indian Suppliers

“…Indeed, a study by Forker and Stannack (2000) revealed that buyer-supplier relationships based on cooperation may be less effective than those forged through competition. As retailing becomes more fast fashion in orientation, the primary criterion for buyers in selecting a supplier is not necessarily price, due to intense market competition and the requirement of just-in-time deliveries (Doyle et al 2006). This shift was made evident by Lowson's (2001) study that revealed how hidden costs can outweigh the benefits of buyer relationships with suppliers in low-cost countries, and particularly those costs that emerge from engaging in long distance sourcing relationships.…”

“…Young et al (2003: 444) define flexibility as: "the willingness of parties in a trading relationship to adapt, change, or adjust to new knowledge without resorting to a series of new contracts and renegotiations." This flexibility is particularly important within the fast fashion supply chain (Doyle et al 2006). Ultimately, the supplier's ability to respond with flexibility leads to the viability of long-term relationships with buyers (Webb and Laborde 2005).…”

Relationship between sustainability and risk management in fashion supply chains

“…Although retailers may source from hundreds or thousands of suppliers worldwide to maximise flexibility, a significant proportion of business tends to be channelled through a smaller number of key suppliers. Teller et al (2016) noted the importance of key supplier relationships in SCM, as they allow firms to achieve the advantages of responsiveness, agility, speed and ultimately profitability (Doyle et al, 2006).…”