Future of fashion

The fashion industry is undergoing rapid transformation due to trends such as uncertainties in international trade, technological advances and changing customer preferences. One such preference is an increasing demand for custom-made apparel, to which actors in the industry will have to adapt. The increased emphasis on custom-made apparel is expected to bring a number of challenges that will need to be overcome. This thesis both identifies, as well as clarifies reasons behind such challenges. Additionally, opportunities expected to arise in this changing environment are explored. The linking together of these areas intended to address and fulfill the overall project purpose, which was to analyze challenges and opportunities in industrializing custom-made fashion. The project was conducted as a case study, in which custom-made products in the fashion industry were investigated. Two main sources of data were used to lay a foundation for the thesis. The first one was a literature study, where existing knowledge was extracted from books, articles and industry reports. The second source of data was interviews conducted in a semi-structured manner with industry professionals. Frameworks from the literature study were applied to insights from the interviews in order to form analysis and draw conclusions. The project reveals automating apparel production to be highly complex and the readiness to scale such production to be low. Thus, the location of the majority of apparel production today driven by two factors. Firstly, where production labor cost were considered as cheap. Secondly, where labor skills meet set quality requirements. Even though fashion players were positive to new technology and addressing was a need for custom-made apparel, there was a common view of risk of being a first mover with new technology. New business opportunities for existing but also new players emerge given that custom-made apparel manufacturing will be industrialized. To mention a few, measuring combined with increased customer experience was predicted to become prominent business area. Given the scenario that body scanning will take on a role in the manufacturing process of apparel, data management players are also likely to emerge.

[1]  J. Cutcher-Gershenfeld,et al.  Lean Thinking , 2019, Encyclopedia of Sustainable Management.

[2]  V. Jain,et al.  Sustainable supply chain management , 2019, Management of Environmental Quality: An International Journal.

[3]  J. Kaivo-oja,et al.  REIMAGINING FINLAND AS A MANUFACTURING BASE: THE NEARSHORING POTENTIAL OF FINLAND IN AN INDUSTRY 4.0 PERSPECTIVE , 2018, Business, Management and Education.

[4]  Igor Bisio,et al.  Exploiting Context-Aware Capabilities over the Internet of Things for Industry 4.0 Applications , 2018, IEEE Network.

[5]  Daniel Hellström,et al.  Online purchase return policy leniency and purchase decision : Mediating role of consumer trust , 2018 .

[6]  Björn Lantz,et al.  The impact of returns policies on profitability: A fashion e-commerce case , 2016 .

[7]  J. Hagberg,et al.  The digitalization of retailing: an exploratory framework , 2016 .

[8]  Federico Manuri,et al.  A Survey on Applications of Augmented Reality , 2016 .

[9]  Mantas Vilkas,et al.  Adoption of Lean Production: Preliminary Evidence from Lithuania☆ , 2015 .

[10]  Eunsuk Hur,et al.  Sustainable Fashion and Textiles through Participatory Design: A case study of modular textile design , 2015 .

[11]  Joanna Daaboul,et al.  Differentiation and customer decoupling points: An integrated design approach for mass customization , 2015, Concurr. Eng. Res. Appl..

[12]  P. K. Kannan,et al.  From Multi-Channel Retailing to Omni-Channel Retailing: Introduction to the Special Issue on Multi-Channel Retailing , 2015 .

[13]  Duygu Turker,et al.  Sustainable Supply Chain Management in the Fast Fashion Industry: An Analysis of Corporate Reports , 2014 .

[14]  Ramunė Čiarnienė,et al.  Agility and Responsiveness Managing Fashion Supply Chain , 2014 .

[15]  Dag Ericsson,et al.  Customer segmentation based on buying and returning behaviour , 2013 .

[16]  L. Damink E-Commerce Fashion , 2013 .

[17]  Alan B. Craig Understanding Augmented Reality: Concepts and Applications , 2013 .

[18]  Gregory Kipper,et al.  Augmented Reality: An Emerging Technologies Guide to AR , 2012 .

[19]  W. Kukull,et al.  Generalizability , 2012, Neurology.

[20]  Benoit Weil,et al.  Waiting games: innovation impasses in situations of high uncertainty , 2012, Technol. Anal. Strateg. Manag..

[21]  Kate Fletcher,et al.  Slow Fashion: An Invitation for Systems Change , 2010 .

[22]  M. B. Line,et al.  Agile Software Development: The Straight and Narrow Path to Secure Software? , 2010, Int. J. Secur. Softw. Eng..

[23]  Cai-feng Li Agile Supply Chain: competing in volatile markets , 2009 .

[24]  Jostein Pettersen,et al.  Defining Lean Production : Some conceptual and practical issues , 2008 .

[25]  N. Tokatli Global sourcing: insights from the global clothing industry—the case of Zara, a fast fashion retailer , 2007 .

[26]  S. Ganster Supply chain migration , 2005 .

[27]  M. Christopher,et al.  CREATING AGILE SUPPLY CHAINS IN THE FASHION INDUSTRY , 2004 .

[28]  Mark A. Vonderembse,et al.  Integrated product development practices and competitive capabilities: the effects of uncertainty, equivocality, and platform strategy , 2002 .

[29]  V. Donk Make to stock or make to order: the decoupling point in the food processing industries , 2001 .

[30]  Denis Royston Towill,et al.  Lean, agile or leagile? Matching your supply chain to the marketplace , 2000 .

[31]  D. Towill,et al.  Supply chain migration from lean and functional to agile and customised , 2000 .

[32]  M. Patton,et al.  Enhancing the quality and credibility of qualitative analysis. , 1999, Health services research.

[33]  Danny Berry,et al.  Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain , 1999 .

[34]  D. Lambert,et al.  Supply Chain Management: Implementation Issues and Research Opportunities , 1998 .

[35]  Ove Granstrand,et al.  Technology diversification in "MUL-TECH" corporations , 1994 .

[36]  Michael Burda,et al.  Revolutionizing product development , 1993 .

[37]  M. Cooper,et al.  CHARACTERISTICS OF SUPPLY CHAIN MANAGEMENT AND THE IMPLICATIONS FOR PURCHASING AND LOGISTICS STRATEGY. , 1993 .

[38]  M. Cooper,et al.  Supply Chain Management, Partnership, and the Shipper ‐ Third Party Relationship , 1990 .

[39]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[40]  Nalanda Roy,et al.  Doing Social Research - A Global Context , 2019 .

[41]  J. Andersson,et al.  Is apparel manufacturing coming home? , 2018 .

[42]  Benny Tjahjono,et al.  What does Industry 4.0 mean to Supply Chain , 2017 .

[43]  R. Sullivan,et al.  From operations to strategy , 2012 .

[44]  David M Levinson,et al.  First Mover Advantages , 2011 .

[45]  O. Granstrand Industrial Innovation Economics and Intellectual Property , 2011 .

[46]  Carlotta Cataldi,et al.  Slow Fashion : Tailoring a Strategic Approach towards Sustainability , 2010 .

[47]  Anna Georgsson,et al.  Agila metoder – en kartläggning av teori och praktik , 2010 .

[48]  Apparel Manufacturing , 2004 .

[49]  Jeffrey K. Liker,et al.  The Toyota way : 14 management principles from the world's greatest manufacturer , 2004 .

[50]  T. Bing-yong On characteristics of supply chain , 2003 .

[51]  R. Jensen,et al.  Innovative leadership: First-mover advantages in new product adoption , 2003 .

[52]  K. Ulrich,et al.  Planning for Product Platforms , 1998 .

[53]  G. Pisano,et al.  Beyond World-Class : The New Manufacturing Strategy , 1994 .

[54]  M. Spence The Learning Curve and Competition , 1981 .