PurposeThis study aims to analyse the resilience of customer demand management post-coronavirus disease 2019, using fast fashion as an example. The paper provides insights for potential applications to micro-, small and medium enterprises (MSMEs).Design/methodology/approachBased on the qualitative analysis and an integrated Plan-Do-Check-Act (PDCA)-decision making trial and evaluation laboratory (DEMATEL)-fuzzy technique for order of preference by similarity to the ideal solution (TOPSIS) methodology of fuzzy multi-criteria decision-making, we explored and prioritised the enablers of resilience management for fast-fashion MSMEs.FindingsThe results reveal that the highest priority enabler is maintaining customer loyalty. Other enablers are associated with e-commerce endorsement, a customer-focussed assortment of items and flexible store operations.Research limitations/implicationsThe study findings will enable fast-fashion MSMEs to develop effective actions and priorities in operations efforts to promote post-pandemic recovery.Originality/valueDespite the importance of the resilience project and the changing fast-fashion customer patterns, only a handful of studies have explored how resilience can be managed in this field. Thus, the findings can contribute to closing this gap in the context of operations resilience research as well as MSME operations.

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Purpose Focussing on issues that have impacted textiles, clothing and fast fashion following the COVID-19 outbreak, this study aims to identify agility factors pertinent to retail maturity management, mainly on resilience. These factors were then assessed based on priority. Design/methodology/approach The authors conducted a strengths, weaknesses, opportunities and threats (SWOT) analysis to identify the main factors. This analysis was integrated with the analytic hierarchy process to rank the internal and external factors. Then, the authors used fuzzy technique for order of preference by similarity to the ideal solution to evaluate the significant strategies from the SWOT analysis based on adaptability and flexibility. Thus, the authors produced a prioritised list of relevant factors and guidelines useful in practical settings. Findings The authors identified and ranked 14 agility and resilience SWOT factors for maturity management and proposed and prioritised six relevant strategies. These highlighted changes and adaptations must be undertaken by various actors, ranging from the supply/manufacturing side to global retail locations. Research limitations/implications The sampling study of experts is limited, and the application is focussed on one area. Future research might investigate other fields, for retail and industry. Practical implications The output of this study enables a better understanding of the internal and external factors of maturity management for fast-fashion retailers. Hence, it will further help them go through resilience and agility challenges following the pandemic. Originality/value This study significantly contributes to the literature because the results can guide retailers in developing effective decision-making systems for mature business operations following the pandemic outbreak. Here, the authors incorporate internal, external, agility and resilience aspects into one decision-making support system while enhancing existing knowledge on fuzzy multi-criteria decision-making applications. Further, this study discusses critical issues that have affected several aspects of the fashion and textile industry and will likely persist for some time.

Fast fashion trends are changing in nonstop. Brands are consequently faced to big challenges. Processes must be fluent, while costs must be optimized within all the constraints. This article is a literature review, about the fast fashion process engineering challenges, from production to retail. We explore a review analysis of the main problematic nodes, of the whole chain, that retailers focus on to improve their productivity and profit. We examine the literature review of solutions proposed to these problems. Finally we propose the untapped fields, and the potential research scopes to work on in future.

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