Abstract

 

Environmental changes, including intensive competition, unpredictable consumer demand, and market trends of variety and short product life cycle, compel the US Textile and Apparel industry to focus increasingly on the consumer as a way to meet these challenges and Quick response is initiated. Quick Response has established new business strategies , new relationships and new procedures to speed the flow of information and merchandise between retailers and manufacturers of apparel and textiles, all driven by the customer. QR uses information technology, flexible processes, and organizational structures to deliver a wide range of products and services that meet specific needs of customers on a mass scale obviously in right time. This paper explores Quick Response strategies used in the textile and apparel industry, examines how existing technologies can support these strategies, and sketch outs the areas that we need to focus in near future to ensure its better implementation as the concept has not yet been well accepted by the all levels of a business chain.

 

Introduction

 

The rapidly changing culture, politics and economics of modern life deeply affect the industrial environment, especially consumer industries such as textile and clothing industries. And it is true that the global clothing industry has become more competitive than ever, and cheap imports from low labor cost countries made it more difficult for fashion retailers to maintain quality and profitability in clothing. At the same time, speed to market has become a critical factor in new product success, especially for the apparel and footwear companies. Both independent companies and private brands are under pressure from consumer and the retail channel demanding the right product at the right price in the right location-launched at the right time as the speed of new product introduction can make all the difference between success and failure. Today, consumers want to personalize the style, fit and color of the clothes they buy, and require high quality customized products at low prices with faster delivery. To address these challenges, QR was introduced as a new business strategy in the US textile/apparel pipeline by the American Apparel Manufacturers Association (AAMA).In short it can be defined as "a comprehensive business strategy incorporating time-based competition, agility and partnering to optimize the supply system, and service to customers" (ITAI News 1997).


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About the Author

The author is a Student, M.Sc. in Applied Textile Management University of Boras, Sweden and also is Faculty Member Department of Textile Engineering Primeasia University Dhaka, Bangladesh