Implementing quick response (QR): successes and challenges Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/fq977x05z

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  • Quick Response is an umbrella term for strategies to cut lead times and to eliminate unnecessary production costs from a manufacturing plant to a consumer market. In particular, the textile and apparel industries need strategies to quickly respond to a changeable market in the international supply chain. As the industry performs these strategies, problems can occur which interfere with implementing efficient Quick Response strategies. Until now, the textile and apparel industries have mainly focused on high technological systems to solve the problems; much development of the high technology has been accomplished in the international supply chain. In addition, the industries should recognize the importance of intangible factors (e.g., communication among sectors) because they might give rise to diverse problems in their supply chain. The purpose of the present study was to investigate the intangible factors and to research how they have had an influence on Quick Response strategies in the international supply chain. To investigate these factors, the study employed a case study which involved interviews with people who worked for-AGABANG Co. Six individuals in several positions of AGABANG Co. were represented in the interviews; two supervisors who were in charge of brands for Wal-Mart, a designer who developed and made production samples for Wal-Mart, an export staff member who sourced manufacturing systems and controlled manufacturing schedules, a manufacturer who managed manufacturing operations in China, and a subcontractor who provided cloth. Interviewees had working experiences with foreign buyers and manufacturers, and clearly testified to the intangible factors through their cumulated experiences. Through the interviews, this study identified various intangible factors in the international supply chain. In particular, the research found that one of the most critical the factors was pressure from buyers to reduce production costs. Also, based on the findings from this study, it was concluded that effective Quick Response systems require teamwork and relationships among sectors. As companies strive to reduce production costs and therefore move facilities building these relationships become challenging. Many textile and apparel companies hope to efficiently run their systems and strategies as they solve these problems. Therefore, the results of this research will be helpful for the textile and apparel companies that want to improve and develop their Quick Response strategies.
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