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Performance Improvement of Fashion Industry Through the Supply Chain Collaboration.

o Understand the meaning of ‘Supply Chain Collaboration’ and to what extent is it applied in fashion industry.
o Investigate the key areas where collaboration may benefits the fashion industry.
o Analyse the barriers of effective Supply Chain Collaboration in 21st Century.
o Evaluate whether the project management methods are applied in the supply chain in fashion industry, and which methods are the most popular ones.

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Performance Improvement of Fashion Industry Through the Supply Chain Collaboration.

  1. 1. Performance Improvement ofFashion Industry Through the Supply Chain Collaboration Course: M.Sc. Project management By: Sannidhi Supervisor: Phil Arch
  2. 2. Presentation Content1) INTRODUCTION Aim and Objectives What Is Fashion History Of Fashion Supply Chain Management Supply Chain Collaboration Why SCM Is Important In Fashion Industry Comparison between Project Management and Supply Chain Management2) LITERATURE REVIEW Types Of Supply Chain Collaboration Benefits and Barriers Of Supply Chain Collaboration Project Management Maturity Cycle3) RESEARCH METHODOLOGY Qualitative and Quantitative Data Approaches Data Collection Method Selected Organisations Sample Size Selected Sample Vs. Responses Received Type Of Statistical Data Research Findings Collaboration In Supply Chain Management Benefits and Barriers Of Supply Chain Collaboration Project Management Project Management Methods4) CONCLUSION5) RECOMMENDATIONS6) REFERENCES
  3. 3. AIM AND OBJECTIVESAIM—  To provide recommendations to the fashion industry on how to improve performance through the supply chain.OBJECTIVES—  Understand the meaning of ‘Supply Chain Collaboration’ and to what extent is it applied in fashion industry.—  Investigate the key areas where collaboration may benefits the fashion industry.—  Analyse the barriers of effective Supply Chain Collaboration in 21st Century.—  Evaluate whether the project management methods are applied in the supply chain in fashion industry, and which methods are the most popular ones.
  4. 4. WHAT IS FASIONFashion is the trends andstyles of modern clothing. (Christopher et. al, 2004 ) (Google Images)
  5. 5. HISTORY OF FASHION 1900-1920’s: S- 1940’s: world-war II (shortage 1960’s: Hippie style shaped clothes of fabric) shorter skirts, more Or Youth movement synthetic 21st century’s: More casual and 1980’s: Power look for working free style fashion women, athletic clothing(Google Images)
  6. 6. SUPPLY CHAIN MANAGEMNTSupply ChainManagement “SCM is the relations and integrated business processes across the supply chain that produces products, services and information that add value for the end user” (Jespersen and Lasen, 2005) (Google Image)
  7. 7. SUPPLY CHAIN COLLABORATIONCollaboration In Supply ChainManagement Collaboration is the process of working together toward a common purpose or goal. (Jagdev et. al. 2003) (Google Image)
  8. 8. WHY SCM IS IMPORTANT IN FASHION INDUSTRY SCM helps Achieve Quick Reducing Track of Response Inventories Suppliers (QR*)Lessen Compress Enhance assetoperational order cycle productivitycost time
  9. 9. PROJECT MANAGEMENT Project management is a carefully planned and organized effort to accomplish a successful project. A project is a one-time effort that produces a specific result, for example, a building or a major new computer(Google Images) system.
  10. 10. PROJECT MANAGEMENT METHODS PRINCE 2 Project Cost Accounting System BS 6079 Risk Identificatio Gantt Chart n Communic Microsoft ation Plan PM Methods Project Work Breakdown Network Structure Diagram (WBS) Graphical Program Evaluations Evaluation Critical Path and review & Review Method Techniques Techniques (CPM) (GERT) (PERT)
  11. 11. SUPPLY CHAIN MANAGEMENT AND PROJECT MANAGEMNTProject Management Supply Chain ManagementDefined beginning Defined beginningDefined Ending Defined EndingDefined scope Defined scopeTime associated Time associatedDefined costDefined inputs Defined inputsSystems view Systems viewCustomer focused Customer focused
  12. 12. Literature Review
  13. 13. TYPES OF SUPPLY CHAIN COLLABORATION •  the organizations involved recognize each other asTYPE I partners and, on a limited basis, coordinate activities and planning.TYPE •  the organisations involved progress beyond II coordination of activities to integration of activities. •  the organisations share a significant level ofTYPE integration and each party views the other as an III extension of its own firm. Suggested by Lambert and Stock (2001)
  14. 14. BENEFITS AND BARRIERS OF SUPPLY CHAIN COLLABORATION Benefits of SCC* More Demanding Unique Product Customers Services Greater Competitive Fast RD Cycle Times Intensity Superior Quality Shifting Channel Cost Competitiveness Power Shift towards SCC* Shorter Order Cycles Economic Flexible Customer Globalisation Responses Tighter Alliance Enhance Delivery Relationships Compressed Barriers of SCC* Performance Better Asset Product Cycles Management Continued Merger Lack of Top Management Support Superior Channel Activity Nonaligned Strategic and Operating Relationship New Technology Inability/ Unwillingness to Share Information Shifting Competitive Information (Robins, 1998; Koloszyc, Focus Lack of Trust Among Supply Chain Members 1998; Mentzer et al., 2000; An Unwillingness to Share Risks and Rewards Barratt and Oliveira, 2001; Inflexible Organisational System and Processes Dr. Mentzer, 2010) Cross-functional Conflicts Inconsistent/Inadequate Performance Measures Resistance to Change Lack of Training for New Mindset and Skills Barratt and Oliveira, 2001; Mentzer et al., 2000* Supply Chain Collaboration
  15. 15. PROJECT MANAGEMENT MATURITY CYCLE 5. Continuous Improvement 4. Benchmarking 3. Similar Methodology 2. Common Processes 1. Common LanguageFigure 2.6. Kerzenr Project Management Maturity Model (PMMM) levels. Adopted from: Kerzner(2001).
  16. 16. Research Methodology
  17. 17. QUALITATIVE AND QUANTITATIVE DATA APPROACHES Quantitative approach: Qualitative approach:1. It is categorized with descriptive 1. It includes historical researchresearch, correlational research, and qualitative research;causal-comparative research and 2. It collects narrative data to gainexperimental research; insights into phenomena of2. It collects numerical data in interest;order to explain, predict and or 3. Data analysis includes thecontrol phenomena of interest; coding of the data and production3. Data analysis is mainly of a verbal synthesis.statistical. (Google Image)
  18. 18. DATA COLLECTION METHOD Documents (print and electronic sources) Secondary data Journals, textbooks, company reports, government publication, newspaper articles Data analysis usingResearch Question Limitations and Results and statistical analysis Recommendations Conclusion discussion Recording the answers in excel Questionnaire Email pilot Primary data prepared, using questionnaire and Final questionnaire Collecting filled secondary data decide sample size send by e-mail questionnaire
  19. 19. ORGANISATIONS SELECTED
  20. 20. SAMPLE SIZE INDIA: Delhi, Chandigarh, UK: Birmingham, Stirling andBangalore, Hyderabad, Mumbai, London Pune. (Google Images)
  21. 21. SELECTED SAMPLE (150) Vs.RESPONSES RECEIVED (75)INDIA United Kingdom
  22. 22. TYPES OF STATISTICAL TESTS Tests appropriate for this study: T-test and chi-square
  23. 23. RESEARCH FINDINGS P-values and statistical significance of respondent’s against the given hypothesis.  
  24. 24. BENEFITS AND BARRIERS OFSUPPLY CHAIN COLLABORATION
  25. 25. II. PROJECT MANAGEMENTIn India majority of respondents (almost 82%) said that in their organisation theproject management is poorly managed, but excellent project managementtechniques are being followed by most of the UK based organisations (approx.73%).Reasons:Ø  Not much attentiveness/ knowledge about the benefits of using project managerØ  Vague role definitionØ  Company is not ready for additional expensesØ  The team is an unorganised grouping of peopleØ  No common ground exists other than to meet periodically to work
  26. 26. PROJECT MANAGEMENT METHODS
  27. 27. CONCLUSION UNITED INDIA KINGDOM Integration ofRecognise each activitiesother as partners Supply ChainExits theoretically, Exits theoretically, Collaborationnot practised much not practised muchPoorly Managed Excellent Project Stick to few Management Methods
  28. 28. Recommendations
  29. 29. RECOMMENDATION FOR FUTURE STUDY—  Supply chain management plays a very important part in fashion industry. It would be recommended by future research to study what supply chain technique is practised more in fashion industry.—  Project management is considered to be a part of business process. However it has been recommended to future researcher to do a detailed study on project management method are lacking in India.—  The further work in the area of project management methods being practised in fashion industry will be beneficial and even to the research field in finding the profound benefits. Apart from this any further study would focus on why there is a difference in practical and theoretical aspect of collaboration in supply chain management. The industry does not work according to the rulebook. However it will be advantageous to find what are the possible future research reasons behind it.—  Future research may discuss in detail why project management techniques are lacking in India.—  In future research triangulation methods (Denzin, 1970) can be opted (commonly known as ‘mixed method research’ i.e. the combination of qualitative and quantitative research methodologies), to obtain a broader and more rounded picture of the current situation.—  Any further study should have equal sample size if using statistical analysis, to avoid error while calculating the significance of hypothesis (supported or rejected).
  30. 30. Thank you
  31. 31. References
  32. 32. REFERENCES1.  Christopher M, Lowson R, Pack H (2004). Creating Agile Supply Chain in the Fashion Industry. International J Retail Distribution Management 32(8). p367.2.  Jespersen, B.D and Larsen, T.S. (2005). Supply Chain Management: In Theory and Practice. Denmark: Copenhagen Business School Press. p10-14.3.  Jagdev H. S., Wortmann J. C.,Pels H. J. (2003). Collaborative systems for production management. USA: Kluwer Academic Publisher. p277-285.4.  Barrat, M.A. and Oliveira, A. (2001). Exploring the experiences of collaborative planning: the enablers and inhibitors. International Journal of Physical Distribution Logistics Management, Vol. 31 (No. 2), 266-89.5.  Mentzer, J.T., Foggin, J.H. and Golicic, S.L. (2000), “Collaboration: the enablers, impediments, and benefits”, Supply Chain Management Review, Vol. 4 No. 4, pp. 52-8.6.  Robins, G. (1998). CPFR collaborative pilots started. RIS News, June, 1998.
  33. 33. 7.  Koloszyc, G. (1998). Retailers, suppliers push joint sales forecasting. Stores, Vol. 80, No. 6, pp.28-31.8.  Dr. Mentzer, J. . (2010). Managing Supply Chain Collaboration. Available: http://bus.utk.edu/dsi/readings/Managing%20SC_Collaboration.pdf. . Last accessed 5th September 2011.9.  Henrie, M. (1999). Project Management: The Supply Chain View.Available: http:// www.asapm.org/asapmag/articles/PM_WorldView.pdf

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