Case Study: Creating Agile Supply Chain In The Fashion Industry

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Tutor-Marked Assignment (TMA) is requirement as part for the Master of Business Administration (MBA) Degree program at The Arab Open University(Oman Branch).
This report presents Discuss and analyzes the case study (“Creating agile supply chains in the fashion industry”) using the course materials related to the process view of business operations (block 2 chapter 3). Also by Using the relevant course concepts discussed under “Planning and control” in block 2 chapter 6 (capacity and inventory planning, supply chain planning and control, and ERP systems), analyze the supply chain agility in fashion industry described in the case study provided.
This report is. organized into the following sections: Introduction, Body, Conclusion and References... …show more content…

Matching supply and demand is achieved at 3 levels. First, operations strategy is concerned with defining demand in terms of broad operations performance objectives related to aspects of stakeholder value, and with deciding on the general ways in which the operation will satisfy those demands (i.e. customization…). Second, operations design is concerned with a detailed specification of the products, processes, and staff needed to fulfil the strategy. Third, operations planning and control is concerned with the day-to-day operation of the process, adjusting to daily or weekly fluctuations in demand, or difficulties with supply. There should be a match between supply and demand in the following 3 areas: volume – the amount of the product that needs to be delivered. timing – when this product is available. quality – the specification and performance of the product in relation to customer expectations" (Bettley & Tantoush, 2007, pp.135-136). The Supply Chain Planning and Control business area enables you to manage your supply and demand planning, and control the material flow. Supply chain management is the main control and planned for all the products required of the market because they are in direct contact with customers, so the success of the companies and maintain customer satisfaction relied upon heavily. "The fundamental problem that faces many companies (not just those in fashion industries) is that the time it takes to source materials, convert them into products and move them into the market place is invariably longer than the time the customer is prepared to wait. This difference between what might be called the "logistics pipeline" and the customers' order cycle time is termed the "lead-time-gap". Conventionally, this gap was filled with a forecast-based inventory-there was no other way of attempting to ensure that there would be product available as and when customers

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