Company Demographics as an Influence on Adoption of Quick Response by North Carolina Apparel Manufacturers

Kincade, Doris H.; Cassill, Nancy L.

doi:10.1177/0887302x9301100304

Cited by 19 publications

(18 citation statements)

References 5 publications

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“…Efforts to increase product quality were noted by the number of total quality management programs and the rise in statistical process control procedures implemented by apparel manufacturers and other FTAR companies during the 1970s and 1980s (Cooper, 1980(Cooper, -1981; Georgia Institute of Technology, 1980). Later in the 1980s, the Quick Response (QR) effort was initiated as the importance of predicting the right fashion and producing the right product for the final consumers was raised with further improvements in efficiency (AAMA, 1987; Kincade & Cassill, 1993 In the first decade of the 2000s, companies have instituted programs for consumer responsiveness, often called consumer-centric manufacturing, by adapting more quickly to market changes and by providing individualized responses to consumers (Pan & Holland, 2006).…”

Section: Apparel Manufacturersmentioning

confidence: 99%

A Historical Review of Environmental Factors and Business Strategies for U.S. Apparel Manufacturing Industry 1973-2005

Park

Kincade²

2011

Research Journal of Textile and Apparel

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The apparel manufacturers that service apparel products, also known as fashion products, have been challenged by turbulent and volatile changes within the market over the past 30 years. Changes in the business environment in the U.S. apparel manufacturing industry and the reactions of associated firms have continued to affect the profile of this industry. In this research, we documented the historical changes in the U.S. apparel manufacturing industry, from 1973 to 2005, and examined the impact of the business environment on strategies during this time. A mixture of positivism and phenomenology techniques was used within the scope of the historical review to achieve the study's purposes. The conceptual framework developed from theories about environmental determinism or adaptation provided support for data collection and organization. The results present an in-depth exploration of three environmental factors (i.e., globalization, technology, consumer) for the U.S. apparel manufacturing industry, a listing of the implemented business strategies for U.S. apparel manufacturing firms, and the interrelation of the environmental factors to these resultant strategies.

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Section: Apparel Manufacturersmentioning

confidence: 99%

A Historical Review of Environmental Factors and Business Strategies for U.S. Apparel Manufacturing Industry 1973-2005

Park

Kincade²

2011

Research Journal of Textile and Apparel

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“…Each must communicate commitment to QR as well as the implications of that commitment to all involved. The managements must instil trust and confidence in the strategy and between all the personnel of the organizations that interface with this strategy, including merchandising, buying, shipping and receiving, inventory control and accounting staffs [6,7].…”

Section: Quick Response Partnershipsmentioning

confidence: 99%

Quick response in retailing: components and implementation

Fiorito

May

Straughn

1995

International Journal of Retail &Amp; Distribution Management

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Defines and discusses quick response (QR), with its relationship to vendor partnering, short-cycle manufacturing, demand-flow manufacturing, "virtual integration", re-engineering, just-in-time (JIT), and efficient consumer response as an introduction to the results of a study on which firms are implementing QR and at what stage they are regarding their implementation strategy. The results of the study show that 73 per cent of the responding retailers claimed to be implementing some phase of QR. Implementation is slow, however, with only two of 15 QR components reported to be as much as half-implemented among the retail respondents.

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“…To determine if the usable responses were representative of the total sample, Chisquare tests (goodness-of-fit, single sample) were calculated and confirmed that the sample was representative for number of employees and products produced by SIC code (Marascuilo & McSweeney, 1967). Although the response rate was low, comparable studies (Dickerson, Dalecki, & Meyer, 1991;Kincade & Cassill, 1993) had fewer numbers available for statistical analysis.…”

Section: Resultsmentioning

confidence: 99%

Texas Manufacturers of Sewn Products: A Typology of Strategic Posture by Risk Level

Horridge

Martin

Craig

1999

Clothing and Textiles Research Journal

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The study was conducted to determine how strategic posture of sewn-products manufacturers influences their use of newer technologies important to company competitiveness. The objectives were to develop a typology of Texas sewn-products manufacturers according to strategic posture by risk level, and to develop group profiles by company demographics and production characteristics. Questionnaires were mailed to Texas manufacturers of sewn products resulting in 123 usable surveys. Cluster analysis was used to segment the manufacturers according to their level of risk. MANOVA and discriminant analysis were used to distinguish among the groups. Profiles of groups were developed using company demographics and production characteristics (production system, plant layout, sewing machine technology, computer usage, and employee training and compensation). The High Risk group accepted and integrated more technology than the other three groups, indicating the need for proactiveness to compete in business.

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Company Demographics as an Influence on Adoption of Quick Response by North Carolina Apparel Manufacturers

Cited by 19 publications

References 5 publications

A Historical Review of Environmental Factors and Business Strategies for U.S. Apparel Manufacturing Industry 1973-2005

A Historical Review of Environmental Factors and Business Strategies for U.S. Apparel Manufacturing Industry 1973-2005

Quick response in retailing: components and implementation

Texas Manufacturers of Sewn Products: A Typology of Strategic Posture by Risk Level

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