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Tytuł artykułu

The Knit on Demand supply chain

Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
As customers’ tastes become more differentiated, so must companies’ offerings evolve. The demand for variety may soon become unmanageable, and several companies are addressing this trend by adopting a system of mass customization. One project, Knit on Demand, has been conducted by the Swedish School of Textiles in close collaboration with a knitting company and a retailer of tailored fashion in Stockholm. Production and sales of customized products pose logistical challenges for the companies involved, including the one-piece flow through almost the entire supply chain and the demand for short lead times in an otherwise slow environment, adding to the cost of manufacturing mass customized garments. Customization has logistical benefits such as minimised inventory; hence, high inventory turnover and the possibility of fast response to meet customer demand. The Knit on Demand concept can be considered as leagile because it comprises both lean and agile components. It is lean in the manufacturing stage upstream and agile downstream to better respond to customer demand on the market.
Rocznik
Strony
67--75
Opis fizyczny
Bibliogr. 40 poz.
Twórcy
autor
  • University of Borås, Swedish School of Textiles, S-50190, Borås, Sweden
autor
  • University of Borås, Swedish School of Textiles, S-50190, Borås, Sweden
  • Tampere University of Technology, Materials Sciences, P.O. Box 589, FI-33101 Tampere, Finland
autor
  • Tampere University of Technology, Materials Sciences, P.O. Box 589, FI-33101 Tampere, Finland
Bibliografia
  • 1. Mattila, H., King, R. and Ojala, N. (2002). Retail performance measures for seasonal fashion. Journal of Fashion Marketing and Management, Vol. 6, No. 4, pp. 340-351.
  • 2. Cerruti, C. and Harrison, A. (2006). Agile supply chain in the fashion business. Supply Chain Practice, Vol. 8, No. 1, pp. 4-21.
  • 3. Larsson, J. (2009). One-piece fashion. Demand driven supply chain management. Swedish School of Textiles. Thesis (licentiate). University of Borås, Sweden.
  • 4. Pine, B. J. (1993). Mass Customisation: The New Frontier in Business Competition. Boston: Harvard University Press.
  • 5. Piller, F. and Müller, M. (2004). A new marketing approach to mass customization. International Journal of Computer Integrated Manufacturing, Vol. 17, No. 7, pp. 583-593.
  • 6. Huang, X., Kristal, M. M. and Schroeder, R. G. (2008). Linking learning and effective process implementation to mass customization capability. Journal of Operations Management, Vol. 26, No. 6, pp. 714-729.
  • 7. Florida, R. (2002). The rise of the creative class. Washington Monthly, Vol. 34, No. 5, pp. 15-25.
  • 8. Gilmore, J. H. and Pine, B. J. (2007). Authenticity: What Consumers Really Want. Boston: Harvard Business Publishing.
  • 9. Pine II, B. J. and Gilmore, J. H. (1998). Welcome to the experience economy. Harvard Business Review, Vol. 76, No. 4, pp. 97-105.
  • 10. Ulrich, P. V., Anderson-Connell, L. J. and Wu, W. (2003). Consumer co-design of apparel for mass customization. Journal of Fashion Marketing and Management, Vol. 7, No. 4, pp. 398-412.
  • 11. Huffman, C. and Kahn, B. E. (1998). Variety for Sale: Mass Customization or Mass Confusion? Journal of Retailing, Vol. 74, No. 4, pp. 491-513.
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  • 13. Christopher, M. (2000). The agile supply chain: Competing in volatile markets. Industrial Marketing Management, Vol. 29, No. 1, pp. 37-44.
  • 14. Harrison, A. and van Hoek, R. (2008). Logistic Management and Strategy: Competing through the Supply Chain. Essex, England: Pearson Education Ltd.
  • 15. Mason-Jones, R., Naylor, B. and Towill, D. (2000a). Lean, agile or leagile? Matching your supply chain to the marketplace. International Journal of Production Research, Vol. 38, No. 17, pp. 4061-4070.
  • 16. Mason-Jones, R. and Towill, D. (1999). Total cycle time compression and the agile supply chain. International Journal of Production Economics, Vol. 62, No. 1-2, pp. 61- 73.
  • 17. Christopher, M. and Towill, D. (2001). An integrated model for the design of agile supply chains. International Journal of Physical Distribution & Logistics Management, Vol. 31, No. 4, pp. 235-246.
  • 18. Liker, J. K. (2004). The Toyota Way. New York: McGraw- Hill.
  • 19. Andersson, R., Eriksson, H. and Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, Vol. 18, No. 3, pp. 282-296.
  • 20. Miltenburg, J. (2001). One-piece flow manufacturing on U-shaped production lines: A tutorial. IIE Transactions, Vol. 33, No. 4, pp. 303-321.
  • 21. Pine II, B. J., Victor, B. and Boynton, A. C. (1993). Making mass customization work. Harvard Business Review, Vol. 71, No. 5, pp. 108-118.
  • 22. Feitzinger, E. and Lee, H. L. (1997). Mass customization at Hewlett-Packard: The power of postponement. Harvard Business Review, Vol. 75, No. 1, pp. 116-121.
  • 23. Gilmore, J. H. and Pine II, B. J. (1997). The four faces of mass customization. Harvard Business Review, Vol. 75, No. 1, pp. 91-102.
  • 24. Salvador, F., Rungtusanatham, M. J. and Forza, C. (2004). Supply-chain configurations for mass customization. Production Planning & Control, Vol. 15, No. 4, pp. 381-397.
  • 25. Mikkola, J. H. and Skjøtt-Larsen, T. (2004). Supplychain integration: Implications for mass customization, modularization and postponement strategies. Production Planning & Control, Vol. 15, No. 4, pp. 352-361.
  • 26. Manuj, I. and Mentzer, J. T. (2008). Global supply chain risk management. Journal of Business Logistics, Vol. 29, No. 1, pp. 133-155.
  • 27. Rudberg, M. and Wikner, J. (2004). Mass customization in terms of the customer order decoupling point. Production Planning & Control, Vol. 15, No. 4, pp. 445-458.
  • 28. Muffatto, M. and Roveda, M. (2002). Product architecture and platforms: A conceptual framework. International Journal of Technology Management, Vol. 24, No. 1, pp. 1-16.
  • 29. Choi, W., and Powell, N. B. (2005). Three dimensional seamless garment knitting on v-bed flat knitting machines. Journal of Textile and Apparel Technology and Management, Vol. 4, No. 3, pp. 1-34.
  • 30. Hunter, B. (2004). Complete garments, evolution or revolution? Knitting International, Vol. 111, No. 1321, pp. 20-22.
  • 31. Yin, R. K. (2009). Case Study Research: Design and Methods. London. UK: Sage Publications.
  • 32. Näslund, D. (2002). Logistics needs qualitative research – especially action research. International Journal of Physical Distribution & Logistics Management, Vol. 32, No. 5, pp. 321- 338.
  • 33. Ellram, L. M. (1996). The use of the case study method in logistics research. Journal of Business Logistics, Vol. 17, No. 2, pp. 93-138.
  • 34. Jick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, Vol. 24, No. 4, pp. 602-611.
  • 35. Hillman, M. and Pettersson, S.-M. (2010). Knit On Demand: A performance study of the concept mass customized knitted fashion garments. Swedish School of textiles. Thesis (BSc). University of Borås, Sweden.
  • 36. Hines, P. and Rich, N. (1997). The seven value stream mapping tools. International Journal of Operations & Production Management, Vol. 17, No. 1, pp. 46-64.
  • 37. Larsson, J. (2011). Mass customised fashion: development and testing of a responsive supply chain for mass customised fashion garments. Swedish School of Textiles. Thesis (PhD). University of Borås, Sweden.
  • 38. Alvan, A. and Aydin, A. O. (2009). The effects of mass customisation on productivity. International Journal of Mass Customisation, Vol. 3, No. 1, pp. 58-81.
  • 39. Mason-Jones, R., Naylor, B., and Towill, D. R. (2000b). Engineering the leagile supply chain. International Journal of Agile Management Systems, Vol. 2, No. 1, pp. 54-61.
  • 40. Mason-Jones, R. and Towill, D. R. (1999). Using the information decoupling point to improve supply chain performance. The International Journal of Logistics Management, Vol. 10, No. 2, pp. 13-26.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-cc537f7f-b5d5-4c31-b5e4-ab559ab415b5
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