The textiles and apparel industry has been neglected in terms of supply chain management research. Recently, the industry has undergone a great deal of change, particularly with global sourcing and high levels of price competition. In addition, textiles and clothing has market characteristics, such as short product lifecycle, high volatility, low predictability, and a high level of impulse purchase, making such issues as quick response of paramount importance. This article discusses characteristics of the textiles and apparel industry and identifies the perspectives of lean, agile and leagility (a combination of these) within existing supply chain literature, which have been proffered as solutions to achieving quick response and reduced lead times. Through case studies of textile and apparel companies, different approaches to supply chain management are illustrated.

Purpose -This paper seeks to address the complex nature of fast fashion buying through case studies with a supermarket, department store and own brand label. The phenomenon of fast fashion raises questions about traditional approaches to sourcing and buying, which are addressed here. Design/methodology/approach -Case studies were compiled with companies managing fast fashion, alongside other purchase and retail activities, namely a supermarket, department store and specialist fashion chain. Findings -Reveals the buying practices for fast fashion, namely, a combination of global and local suppliers, a leagile approach is typical; trust is an important factor in the supplier-retailer relationship to ensure fast delivery at an agreed quality; and integration of key internal activities and processes to facilitate the speed of buying decisions that may be required. Originality/value -Gives insight into the factors affecting buying behaviour for fast fashion.

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Preparing for and managing the global product launch process offers unique challenges as each targeted country can pose unique differences across the design categories of channel parameters, country mores, language and colloquialisms, and technology infrastructure. Though not an exhaustive list, these have a predominant influence on the global product launch process on a per-global-region basis. Using a case-study methodology, this article draws on the global product launch experiences of two firms, showing that such influences preclude use of a mass-marketing, standardization approach. Though it appears that certain elements of global product launch may be standardized for purposes of efficiencies, a global product launch appears to require at least some degree of customization. Such thinking parallels a design perspective, which mandates a tailoring of product and marketing mix to encourage early acceptance within the intended global market. To suggest when customization should be employed, four design categories of channel parameterscountry mores, language and colloquialisms, and technology infrastructure-appear to have strong propensity to dictate customized design requirements for a worldwide launch, where greater differences across these design categories would mandate more customization toward each respective global region. Post hoc comments by managers in the focal case studies support this and further delineate that these four design factors necessitate keen consideration in the course of planning and enacting activities during the global product launch process. The two cases studies especially show that customized design decisions will likely pertain to launch schedule due to local retailers' calendars, product aesthetics due to local consumer preferences, point-of-sale and other marketing communications due to language requirements, and technology enhancements in light of local market acceptability and both social and regulatory expectations. Managers involved in planning a global product launch should therefore heed channel owners-brand owners, retailers, and distributorsso that they give preference to, promote, and sell the respective company's product relative to competitors' products. To assist toward securing such preference status, channel owners should have a role in advising the timing of launch and design considerations (e.g., color and form). Logistic issues, such as delivery and after-sales support via this channel, are keen considerations as well. Logistics has to be thought through to ensure that demand can be met across all regions for a new product. And with the growing prevalence of Internet worldwide, managers must pay keen attention to cultural references and language used on any Internet site to ensure that the product is properly represented and promoted during its global launch.