After a review of the literature, the paper investigates this issue presenting a case-study, focused on a well known Italian company, Ittierre S.p.A., one of the main players at a world-wide level in the apparel industry. This company produces cloths on behalf of many different fashion houses, but actually has outsourced most of the production activities to hundreds of subcontractors, generally small or medium sized enterprises focused on very specific steps of the manufacturing process of a garment (cutting, sewing, washing, printing, ironing, embroidering etc.). Ittierre S.p.A. has achieved a strong market position and a good profitability thanks to its ability to provide a very high service level in an industry where manufacturing the product as quickly as possible and delivering it to the retailers in dependable dates are key conditions for the competitive success. The company has reached these operational goals and constantly improves them planning and coordinating a supply chain in which it doesn’t actually contribute to the production of the garment, except for a few layers of fabric that are cut internally. The actions, that the company has undertaken to achieve such improvements, are a re-design of its organizational structure and the implementation of the Quick Response project.

Leveraging logistics competences in the fashion industry

BELVEDERE, VALERIA
2004

Abstract

After a review of the literature, the paper investigates this issue presenting a case-study, focused on a well known Italian company, Ittierre S.p.A., one of the main players at a world-wide level in the apparel industry. This company produces cloths on behalf of many different fashion houses, but actually has outsourced most of the production activities to hundreds of subcontractors, generally small or medium sized enterprises focused on very specific steps of the manufacturing process of a garment (cutting, sewing, washing, printing, ironing, embroidering etc.). Ittierre S.p.A. has achieved a strong market position and a good profitability thanks to its ability to provide a very high service level in an industry where manufacturing the product as quickly as possible and delivering it to the retailers in dependable dates are key conditions for the competitive success. The company has reached these operational goals and constantly improves them planning and coordinating a supply chain in which it doesn’t actually contribute to the production of the garment, except for a few layers of fabric that are cut internally. The actions, that the company has undertaken to achieve such improvements, are a re-design of its organizational structure and the implementation of the Quick Response project.
2004
CEMS Seminar on European Supply Chain Management
Belvedere, Valeria
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11565/530991
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