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Case 9: Jossey Menswear

Q1: To identify the significance of QR approach to Jossey’s supply chain, we should first have an insight regarding its challenges of product nature and demand pattern.

    1. Tailored Products

In respect of product nature, Jossey Menswear laid its core products range on tailored goods such as jackets, trousers and suits and offered a wide range of cloths in different models to customers. These custom-made clothing did not require standardized, but reasonably stylish fashion to serve middle to upmarket customer segment.

The company also had to improve features based on the popular models to gain customers return rather than just chasing the high demand in the production plan. It created tailored demands to various branches in different periods.

According to the case study, Jossey’s products were delivered to around 60 stores with variable demand in volume, style and size in different seasons. The demand pattern was therefore fluctuated in particular at 2 break points between seasonal changes of spring/summer and autumn/winter seasons.

Customization and a wide range of products may cause a contradictory of inventory cost and demand satisfaction.

    1. Full Price Sales (FPS) Approach

Jossey strived to increase its revenue with FPS approach for reaping entire margin at sales periods and intended to capture sales from non-frequent customers. It could only be achieved when the products were available at the time they visited the stores, which would increase inventory holding cost.

Effective FPS approach relied on a competent match of stock availability and the distinct trading patterns of various locations. It required an accurate inventory management to cope with demands at sales periods. However, trading patterns of customer demand were difficult to predict and customers’ behaviors were unlikely to be forecasted.

Stock management might be suffered from bullwhip effect with the inaccurate trading pattern forecast and resulted in stock out or excess inventory.

An example can be illustrated by the appropriateness of “collection” which is designed based on the designers’ understandings of customer segments and latest styling trends. However, there has no absolute guarantee to forecast future fashion trends and customer preference.

A successful launch of collection can boom product demand for years but vice versa tumble sales volume. The degree of variation can be a quarter of total sale volume as said by Joss.....[read full text]

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2.3 Employees’ Resistance

When new QR approach is introduced, comforting employees’ resistance is critical for successful implementation of new system. Cornwall decided to launch only 30% of assembly to adopt new system and left remaining divisions unchanged. The factory was therefore not taking risk of entire conversion of new system and received a relatively smaller adverse reaction of employees.

As the result, it was reported that new QR system achieved a higher performance in a multi-skilled team which encouraged employees both productivity and enthusiastic emotion.

2.4 Appropriateness of Cornwall’s QR Approach

Generally speaking, QR approach was appropriate in Cornwall’s case. The plant put substantial effort in arranging team members, modifying payment system and settling hostile emotion of employees. The QR team was constituted with multi-skill members and beneficial payment system.

They reflected in a supportive, committing and enthusiastic moral to the new system. High performance and advanced skill development were eventually achieved through the QR approach.

Apart from the benefits achieved, it is worth noticed that QR approach was only implemented in 30% of the plant. Additional cost might be involved from a parallel implementation of both systems. The conventional system seemed remaining the same but in fact QR approach was achieved at the expense of old system in certain extent.

  1. Firstly, the staff of QR team was shifted from their original divisions. It might significantly affect the operation of those departments by transferring out the key personnel and .....

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Effective seasonal sales can be developed through timely information from supply chain intermediaries.

3.2 Improve Cloth Suppliers’ Responsiveness

Company should try its best to speed up the process of delivering products to end customers. If suppliers are not responsive to the demand change, the whole supply chain will be suspended due to the failure of timely provision of raw materials. Final products may loss the ability to meet the change of demand.

In that case, shortening lead time will be a critical competitive advantage in supply chain. It is especially in clothing industry which demand pattern is volatile with seasonal and stylish factors. Rapid lead time can accelerate the cycle from order receiving to product delivery and fulfill customer demands before the fashion obsolescence.

3.3 Work on Cloth Development with Suppliers

By grasping the opportunity in reducing average weight of cloths with suppliers, cost-effectiveness and volume of delivery can be increased and thus reduce the cost of production. Furthermore, cloth developments of machinability avoid abundancy of cloths and increase the utilization of materials.

It should aims to achieve a full utilization of capacity and materials, thus maximize the productivity to meet the demand of peak time. Reducing idle capacity and waste of materials assist production planning and work-in-process inventory management and finally lowe.....

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It also brings out another disadvantage that the members in the industry society will lost their autonomy in deciding their own business strategy and development. As the alliance stay close together but loose in continuous development, impact of economic recession to the whole industry will be substantial as the alliance can only protect the interest among their members but fail to confront the potential risk of global industry.

To solve the drawback, the alliance should always aware the global economic development and care the voices of its members. Foster the transactions and information exchange among the business partners in particular the firms in up or downstream who have better information of the whole product flow, in order to get the comprehensive view of the trend and associated risks in t.....


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