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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It is apparent that more and more organizations are embarking on collaborative ventures to develop products. This is particularly evident in Information and Communication Technology (ICT) sectors, so much so that part of the ‘received wisdom’ of ICT companies is that collaboration is the preferred route for product development. The benefits of collaboration have been well documented and are linked to the complexity and costliness of product development and the need for inputs from wide and varied areas of expertise as well as shorter lead times for product development. But the risks and costs of collsborative product development have been less well defined. In this paper, it is argued that the alleged rewards of collaboration may not be experienced in practice and that collaboration can lengthen the product development process, add to the cost of product development and prove difficult to control. However, management practice can facilitate the effective outcome of collaborative product development and the critical factors affecting the likelihood of successful management practice are presented here.