Extend the Fashion Life: Topshop's strategies
From the article Outcome-Driven Supply Chains (Melnyk, Davis, Spekman and Sandor, 2010), we’ve got the idea that supply chain managers should regards on the six basic supply chain outcomes (“cost,” responsiveness, security, sustainability, resilience and innovation), and at least one of them must be provided when make supply chain strategies. The marketing situations and customers’ minds changing all the time, in practice, some of the companies only focused on one outcome that their supply chains often cannot meet the requirements of the newly emerging business environment. (SCM 2010 and Beyond Workshop) So effective supply chains are often hybrids — reflecting various combinations of the six, that is “Blending Supply Chain Outcomes to Achieve Competitive Advantage”.
In recent decades, clothing & fashion retailers industry developed very quickly, the fast fashion store emerged one after the other. Cost leadership is the most competitive advantage in this area, such as H&M, Zara and Topshop. (Foroohar, R. and Stabe, M., 2005). At meanwhile, in this sector, renewal and replacement occurred frequently because of the clothing is kind of “consumable products” and target customers’ taste always changing with the fashion trends. The supply chain strategy must be responsiveness on both geographic area and customers’ level. The changing dynamics of the fashion industry since then, such as the fading of mass production, increase in number of fashion seasons, and modiﬁed structural characteristics in the supply chain have forced retailers to desire low cost and ﬂexibility in design, quality, delivery and speed to market (Doyle, Moore, and Morgan 2006).
In order to improve this circumstance, innovation is necessary. Like Topshop, who update its new collections cooperated with designer JW Anderson this September. It seems retailers struggling to shift goods before they become ‘yesterday’s season’. It’s not the...
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