The US fashion industry: A supply chain review

Şen, Alper

doi:10.1016/j.ijpe.2007.05.022

Cited by 223 publications

(68 citation statements)

References 14 publications

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“…Today's apparel supply chain is characterized by short product life cycles, volatile and unpredictable customer demands, tremendous product varieties, and long supply processes [1]. The global apparel enterprises must keep on looking for ways to improve the operations' performance and the market competitiveness in a sustainable and effective manner.…”

Section: Introductionmentioning

confidence: 99%

Green Supplier Evaluation and Selection in Apparel Manufacturing Using a Fuzzy Multi-Criteria Decision-Making Approach

et al. 2017

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Abstract:With the increasing environmental awareness, apparel manufacturers have begun to consider environmental issues in supplier evaluation and selection. It is crucial to assess suppliers based on their environmental performance along with other criteria for supplier selection. This paper addresses the green supplier evaluation and selection problem in global apparel manufacturing by developing a methodological framework for green supplier evaluation and selection based on the triple bottom line principle and a fuzzy multi-criteria decision-making (MCDM) model. First, a green supplier evaluation criteria hierarchy based on the triple bottom line principle is established based on comprehensive literature review, on-site investigation and policy analysis. Then, a fuzzy MCDM model is presented to evaluate and select the best material supplier. Finally, a sensitivity analysis is conducted to verify the effectiveness of the proposed framework. Results show that the proposed framework can handle green supplier evaluation and selection in apparel manufacturing effectively.

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Section: Introductionmentioning

confidence: 99%

Green Supplier Evaluation and Selection in Apparel Manufacturing Using a Fuzzy Multi-Criteria Decision-Making Approach

et al. 2017

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“…Demand is highly volatile and the products have short life cycles [5]. On the supply side, there is a long and complex process with many manufacturing steps [4].…”

Section: Related Workmentioning

confidence: 99%

“…Stakeholders generally rely on brokerage firms and financial information firm for forecasts. The cost is high for each terminal, reported to be around $24.000 5 . The benefit can be characterised as good, as the forecasts generally falls within a small margin of error.…”

Section: Event Studymentioning

confidence: 99%

Forecasting Nike's sales using Facebook data

Boldt

Vinothan

Florian

et al. 2016

2016 IEEE International Conference on Big Data (Big Data)

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Abstract-This paper tests whether accurate sales forecasts for Nike are possible from Facebook data and how events related to Nike affect the activity on Nike's Facebook pages. The paper draws from the AIDA sales framework (Awareness, Interest, Desire,and Action) from the domain of marketing and employs the method of social set analysis from the domain of computational social science to model sales from Big Social Data. The dataset consists of (a) selection of Nike's Facebook pages with the number of likes, comments, posts etc. that have been registered for each page per day and (b) business data in terms of quarterly global sales figures published in Nike's financial reports. An event study is also conducted using the Social Set Visualizer (SoSeVi). The findings suggest that Facebook data does have informational value. Some of the simple regression models have a high forecasting accuracy. The multiple regressions have a lower forecasting accuracy and cause analysis barriers due to data set characteristics such as perfect multicollinearity. The event study found abnormal activity around several Nike specific events but inferences about those activity spikes, whether they are purely event-related or coincidences, can only be determined after detailed case-bycase text analysis. Our findings help assess the informational value of Big Social Data for a company's marketing strategy, sales operations and supply chain.

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“…As a result, the transshipment of products having a short life cycle between retail channels is preferred by retailers. For example, some famous fashion firms, such as ZARA and H&M, adopt transshipments to solve the problem of stock-out [1,2].…”

Section: Introductionmentioning

confidence: 99%

Cooperative Inventory Strategy in a Dual-Channel Supply Chain with Transshipment Consideration

Yang¹,

Zhang²,

Zhang³

2016

Int. j. simul. model.

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Aimed at the possibility of stock-out of the traditional retail channel under stochastic demand in a dual-channel supply chain, we propose a cooperative inventory strategy, in which the excess demand of the traditional retail channel is complemented by the excess inventory of the manufacturer's direct channel through transshipment. We establish a newsboy model to analyse each supply chain member's order quantity decision making process, and prove the unique existence of pure-strategy Nash equilibrium under the uncooperative inventory strategy and the cooperative inventory strategy. We go on to discuss the impacts of the wholesale price, the channel substitution rate and the transshipment cost on optimal order quantities under each inventory strategy. Numerical simulation shows that when values of the wholesale price and the transshipment price satisfy certain conditions, the cooperative inventory strategy can not only lead to an increased supply chain profit but also achieve Pareto improvements of both the manufacturer and the retailer.

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The US fashion industry: A supply chain review

Cited by 223 publications

References 14 publications

Green Supplier Evaluation and Selection in Apparel Manufacturing Using a Fuzzy Multi-Criteria Decision-Making Approach

Green Supplier Evaluation and Selection in Apparel Manufacturing Using a Fuzzy Multi-Criteria Decision-Making Approach

Forecasting Nike's sales using Facebook data

Cooperative Inventory Strategy in a Dual-Channel Supply Chain with Transshipment Consideration

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