By Frederick H. Abernathy, John T. Dunlop, Visit Amazon's Janice H. Hammond Page, search results, Learn about Author Central, Janice H. Hammond, , David Weil
The attire and cloth industries have continuously been on the mercy of swiftly altering kinds and fickle consumers who wish the most recent designs whereas they're nonetheless in type. the outcome for those companies, usually pressured to forecast revenues and order from providers with scant information regarding unstable call for, is a heritage of inventory shortages, excessive inventories, and expensive markdowns. yet, because the authors clarify in A sew in Time, technological advances within the Eighties prepared the ground for a brand new idea in retailing--lean retailing.Pioneered via businesses like WAL-MART, lean retailing has reshaped the best way that items are ordered, almost doing away with delays from distribution middle to revenues rack by way of drawing on revenues facts captured electronically on the checkout counter. Armed with up to the moment facts approximately colours, sizes, kinds, and geographic revenues, clothing and fabric businesses now has to be capable of reply speedily to real-time orders successfully in line with new ways to dispensing item, forecasting, making plans, organizing creation, and coping with provider kinfolk. A sew in Time indicates that even within the face of burgeoning product proliferation, businesses that effectively adapt to the area of lean retailing can lessen stock possibility, lessen charges, and elevate profitability whereas enhancing their responsiveness to the ever-changing tastes of consumers. in keeping with the good fortune of those practices within the clothing undefined, lean retailing practices are propagating via an increasing number of buyer product industries.A richly precise and resonant account, A sew in Time brilliantly captures either the historical past and way forward for the retail-apparel-textile channel and provides daring insights at the adjustments and demanding situations dealing with shops and brands in all segments of our quickly altering financial system.
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Extra info for A Stitch in Time: Lean Retailing and the Transformation of Manufacturing--Lessons from the Apparel and Textile Industries
7 Then there was the parallel growth of mail-order sales. With the help of new transportation and communications systems, the first company to market a wide variety of consumer goods exclusively by mail and parcel post was Montgomery Ward, formed in 1872. The Grange, the largest organization of farmers, supported the company. By 1887, its catalog of 540 pages listed 24,000 items. But Sears Roebuck and Co. outstripped Montgomery Ward in the 1890s. As with the wholesalerjobber and the emerging department stores, the buyers at Sears had full autonomy.
Although small specialty shops were limited to a few items, such as those found in a traditional dressmaker or milliner's shop, department stores offered fixed prices and the convenience of The Past as Prologue 25 returning purchases for exchange or cash. They sold goods at a lower markup than specialty stores and, above all, concentrated on achieving a high level of stock-turn (or the number of times products turn over in a given year). Many of the first department stores have names that are still familiar: Macy's in New York, Marshall Field's in Chicago, John Wanamaker in Philadelphia.
The union in the men's clothing field at the time issued official publications in eight different languages. 18 More recently, apparel manufacturers, seeking lower labor costs, have moved to the American South and California. But a disproportionate number of domestic apparel workers are still immigrants. Given access to a large pool of immigrant labor in urban centers, the jobber-contractor system in women's apparel led to the wide-scale presence and abuses of sweatshops. 20 Organizing a relatively low-skill immigrant workforce presented great challenges to unions in the garment industry.