The Emergence of the Fast Fashion Business Model and Imposed Quick Response Challenges for Chinese Fabric Manufacturers
The Emergence of the Fast Fashion Business Model and Imposed Quick Response Challenges for Chinese Fabric Manufacturers
Jennie Hope Peterson, Jimmy Chang, Yiu-Hing Wong, and Carl A. Lawrence
Abstract This chapter explores and develops fast fashion in the current retailing industry and its impacts on how the Chinese textile manufacturing industry has adjusted to remain competitive. Fast fashion evolved at the turn of the twenty-first century into a business approach characterized by fresh fashions, shorter life cycles, and faster production, placing significant pressure for rapid delivery, quality products, and low prices for each segment of the supply chain in a highly competitive environment. Manufacturers must utilize dynamic capabilities to maximize their competitive advantages in their production strategies, business models, and activities toward achieving retailers’ fast fashion requirements. The main aims of this reported study were to examine the “need” for fast fashion in the current retailing industry and to look at its impacts on the Chinese textile manufacturing industry. The focus was therefore on textile suppliers’ production strategies, and the suppliers’ intentions and activities toward achieving their customers’ fast fashion requirements. A study with Chinese fabric suppliers analyzes the dynamic capabilities and production methods applied in response to the fast fashion industry. Steps were taken to develop a framework for future research into the crucial production planning and manufacturing of fabrics for the fast fashion retail market. Attempt is made to identify the organizational changes following a shift in the industry environment, in the context of how a textile factory adapts to a change in its manufacturing as a result of the onset of fast fashion. Keywords China Dynamic capabilities Fabric suppliers Fast fashion Production Quick response Retailers
J.H. Peterson (B) Institute of Textiles and Clothing, The Hong Kong Polytechnic
Jennie Hope Peterson, Jimmy Chang, Yiu-Hing Wong, and Carl A. Lawrence
Abstract This chapter explores and develops fast fashion in the current retailing industry and its impacts on how the Chinese textile manufacturing industry has adjusted to remain competitive. Fast fashion evolved at the turn of the twenty-first century into a business approach characterized by fresh fashions, shorter life cycles, and faster production, placing significant pressure for rapid delivery, quality products, and low prices for each segment of the supply chain in a highly competitive environment. Manufacturers must utilize dynamic capabilities to maximize their competitive advantages in their production strategies, business models, and activities toward achieving retailers’ fast fashion requirements. The main aims of this reported study were to examine the “need” for fast fashion in the current retailing industry and to look at its impacts on the Chinese textile manufacturing industry. The focus was therefore on textile suppliers’ production strategies, and the suppliers’ intentions and activities toward achieving their customers’ fast fashion requirements. A study with Chinese fabric suppliers analyzes the dynamic capabilities and production methods applied in response to the fast fashion industry. Steps were taken to develop a framework for future research into the crucial production planning and manufacturing of fabrics for the fast fashion retail market. Attempt is made to identify the organizational changes following a shift in the industry environment, in the context of how a textile factory adapts to a change in its manufacturing as a result of the onset of fast fashion. Keywords China Dynamic capabilities Fabric suppliers Fast fashion Production Quick response Retailers
J.H. Peterson (B) Institute of Textiles and Clothing, The Hong Kong Polytechnic
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