Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

The global apparel industry is known to be a buyer-driven industry, led by the retailers, marketers and branded manufacturers. In the United States, in particular, the industry is dominated by a handful of giant retailers (Walmart, Sears, Kmart, Dayton Hudson, JC Penney), which account for over two thirds of all apparel sales. In recent years, these companies have increasingly deployed information technologies (IT) to gain market knowledge, streamline their value chain, and manage their extensive global sourcing networks. In response to market demand, TAL Apparel Limited (TAL), a no-name Hong Kong-based garment manufacturer, has developed a sophisticated information management system to manage the supply chain for its retailer customers, thus solidifying its position in the apparel value chain. By taking ownership of customer ordering, inventory management and shipment dispatch functions, the manufacturer has gained valuable access to real-time market information, allowing it to venture into the design and test marketing business. This case explores how a traditionally weak member in the apparel industry uses IT to gain competitive advantage in the intensely competitive global marketplace, thus upgrading itself in the economic value chain.
Other setting(s):
2004

About

Abstract

The global apparel industry is known to be a buyer-driven industry, led by the retailers, marketers and branded manufacturers. In the United States, in particular, the industry is dominated by a handful of giant retailers (Walmart, Sears, Kmart, Dayton Hudson, JC Penney), which account for over two thirds of all apparel sales. In recent years, these companies have increasingly deployed information technologies (IT) to gain market knowledge, streamline their value chain, and manage their extensive global sourcing networks. In response to market demand, TAL Apparel Limited (TAL), a no-name Hong Kong-based garment manufacturer, has developed a sophisticated information management system to manage the supply chain for its retailer customers, thus solidifying its position in the apparel value chain. By taking ownership of customer ordering, inventory management and shipment dispatch functions, the manufacturer has gained valuable access to real-time market information, allowing it to venture into the design and test marketing business. This case explores how a traditionally weak member in the apparel industry uses IT to gain competitive advantage in the intensely competitive global marketplace, thus upgrading itself in the economic value chain.

Settings

Other setting(s):
2004

Related


Awards, prizes & competitions