Uniqlo

TABLE OF CONTENTS
Heading
Pages

1.0 Introduction

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2.0 Literature review 2.1 Fast Fashion 2.2 Specialty Store Retailer of Private Label Apparel (SPA) 2.3 SPA Supply Chain management 2.4 Agile Supply Chain 2.4.1 Market sensitivity 2.4.2 Virtual Integration 2.4.3 Network based 2.4.4 Process alignment 2.5 Technology and Innovation

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3.0 Background of organization

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4.0 Description of the organization’s operations strategy and a theme identified within the operations management decision area. 4.1 UNIQLO’s Fast Fashion 4.2 UNIQLO’s SPA Supply Chain Management 4.3 Market sensitivity 4.4 Technology and Innovation 4.5 Vertical and Virtual vertical integration 4.6 Network based process alignment

9 - 15 5.0 Recommendations

16 -17 6.0 Possible organization barriers

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7.0 Personal reflection

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8.0 Conclusion

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9.0 References

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List of Figures
Pages

Figure 1. Conventional vs fast fashion design to sales process

Figure 2. Foundations for an agile fashion supply chain

Figure 3. Flows in a supply chain

Figure 4. UNIQLO’s Business Strategies

Figure 5. UNIQLO’s supply chain against the backdrop of SPA business model
Figure 6: UNIQLO’s Physical and Information flow

Figure 7: Traditional Fashion Categories vs UNIQLO Function- Based Categories
Figure 8: Kaizen continuous improvements – evolution of HEATTECH from 2003- 2013
Figure 9: UNIQLO’s One Table Meeting

Figure 10: QFD House of Quality

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1.0 Introduction

Operations is responsible for producing goods and/ or services. What we wear, every streaming video watched on a smartphone, and other routine

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