Index Apparel Conference of the Americas Introduction to Apparel Manufacturing A Fast Fashion Supply Chain [TC]² Activity Member Profile - Lion Brothers Important Dates A Look Ahead

AAFA, AAPN, CCAA, SPESA, AND [TC]²
Announce the Apparel Conference of the Americas
One Region … One Market … One Source

The American Apparel & Footwear Association (AAFA), American Apparel Producers Network (AAPN), Caribbean Central American Action (CCAA), Sewn Products Equipment & Suppliers of the Americas (SPESA), and the Textile/Clothing Technology Corporation ([TC]²) have joined together to launch the “The Apparel Conference of the Americas: One Region … One Market … One Source.” 

For more details, click here. (PDF file)
To register or for more program details, visit http://www.aapnetwork.net/Content/137.htm

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Introduction to Apparel Manufacturing

April 24-28, 2006

Don’t miss this comprehensive course at [TC]², providing details and methodologies from fiber to a finished product.

Seminar highlights include:  •  textile fundamentals  •  the integral components of apparel manufacturing     and its support systems  •  an overview of the various technologies     utilized in the apparel industry  •  key apparel terms and concepts  •  descriptions of various apparel manufacturing systems and business strategies For more details, or to register, visit http://www.tc2.com/what/seminars.html.

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A Fast Fashion Supply Chain
By Kim Anderson, Ph.D., writer/reporter for [TC]² and Jim Lovejoy

Quick Response, Speed-to-Market and Fast Fashion are some of the catch phrases used to describe a not-so-new concept.  Fine tuning the supply chain in order to produce the right product in breakneck speed has been a hot button topic for almost twenty years. Today, the supply chain has become increasingly complicated, and attempts to speed it up have often resulted in unwanted bottlenecks—leaving some bothered and bewildered. Ken Watson, Director of the London-based Industry Forum, has studied the successful Zara model and has come to some enlightening conclusions that might help with this daunting task.

No doubt, Zara has a very successful business model, but ironically, nothing is revolutionary. Through a clear focus and vision they have streamlined the cumbersome old supply chain response from 40-50 weeks down to 8-10 weeks and their customers are eagerly awaiting next week’s—take note, not next season’s, new fashion.

Zara has tapped into the power of fashion. Small and frequent shipments keep product inventories fresh and scarce—compelling customers to frequent the store in search of what’s new and to buy now…because it will be gone tomorrow.

Under the Zara model, the retail store is the eyes and ears of the company. Instead of relying solely on electronically collected data, Zara utilizes word-of-mouth information to understand more about its customers. Empowered store managers report to headquarters what real customers are saying. Products that are not selling well are quickly pulled and hot items quickly replenished. Zara’s quick turnaround on  merchandise helps generate cash which eliminates the possibility of incurring significant debt.

Zara doesn’t invest in traditional advertising, but they manage to get great editorial coverage. Prime locations in regal buildings are chosen for splendid visibility. The stores’ ambience is consistent and appealing from the interior design and window displays, to lighting and music.

Controlling notorious trouble spots along the supply chain is key to speed. Potential bottlenecks can be thwarted because Zara is a vertically integrated structure. Dyeing and cutting are critical processes within the supply chain. Zara is a large investor in a dye and finishing plant, allowing them to oversee the color management process—a notorious bottleneck. Although Zara uses subcontractors for sewing, they do the vast majority of cutting—a crucial process that determines fit. 

For quick turnaround, 60% of the manufacturing processes are outsourced in countries close to the Zara headquarters in Spain. Zara maintains a strong relationship with its contractors and suppliers—viewing them as part of the company.

To successfully react to consumers demands, design decisions are delayed as long as possible.  Typically, Zara commits to 50%-60% of its production in advance of the season, whereas other apparel retailers commit to 80%. Zara practices pre-commitment, meaning they reserve mill capacity to ensure production facilities are available when needed.

Traditionally, design and development precedes fabric procurement. Zara has turned this practice upside down—Zara is fabric driven. Designs are developed with available fabrics and trims. This eliminates waiting for the long and laborious process of fabric formation.

Poor communication is often the culprit of bottlenecks. Zara invested in information technology (IT) early on. Their in-house IT is simple and effective. Vendors and suppliers report that people are accessible and answers can be obtained quickly. Internal communication is maximized by housing on one floor, the designers, pattern makers and merchandisers, as well as everyone else involved in getting the product completed. 

Fast Fashion Workshop at [TC]²

Zara hires young designers and trains them to make quick decisions. Decision-making is encouraged and bad decisions are not severely punished. Designers are trained to limit the number of reviews and changes, speeding up the development process and minimizing the number of samples made.

Some say Zara’s real strength is its well developed culture, and that isn’t something that can be easily knocked off. Not everyone can be Zara, nor does everyone want to be. The stages of the supply chain will not change, but to obtain quicker speeds the sequence and focus has to.

The information on Zara was collected from the Fast Fashion workshops conducted by Ken Watson, Director of the London-based Industry Forum and produced by the Industry Forum and [TC]². For more information about future workshops contact Jim Lovejoy at [TC]².

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[TC]² Activity

On March 13th, at the Charlotte Marriott Executive Park, The Hosiery Association hosted an enlightening and thought provoking symposium entitled Speed to Market: Allowing Innovation to Drive Your Future. Presenters included insightful industry experts as well as inspirational speakers willing to share their exceptional life experiences. The messages were perspicacious, strong and heartfelt—and left the audience with innovative and unconventional concepts to reflect upon.

Robin Lewis, a strategic analyst and consultant, gave a talk entitled The Third Wave: Retails’ Moment of Redefinition. Lewis began his presentation by elaborating on how the industry has transformed itself. Lewis believes that in order for today’s company to be competitive and grow, it must excel in marketing, innovation and achieve superiority in distribution strategies to gain preemptive access to its customers. Preemptive access can only be gained by maximum control of the supply chain.

Bill D’Arienzo, an industry staple, gave a dynamic talk entitled Speed to Market: How to Avoid Going Nowhere Fast!  D’Arienzo implored the audience to think in unorthodox ways, giving applicable examples throughout the presentation. He emphasized the need for passion, which he suggests brings about a momentum that is necessary to compete in today’s fast-paced environment.

Molly Barker, founder of Girls on the Run International, a global program that instills young girls with confidence and wellbeing, gave a heartfelt presentation. Barker emphasized the importance of finding the “thing” that makes you most whole—then, success will naturally follow.

Carlton Bailey, a former NFL Super Bowl Player, capped off the symposium with a motivational presentation. Bailey believes success can only happen if you are passionate about what you do. He pointed out the similarities between the professional athlete and the successful company: willingness to sacrifice; faith in yourself; ability to see things long before your competitors see them; perseverance; teamwork; a strong vision; and a desire to be the best.

 [TC]² Partners with Speedo for Body Scan Project

[TC]²’s NX-12 3D body scanning system will be utilized at two swim championship events to help Speedo update sizing and grading information on its performance swimwear lines.  The 2006 USA Swimming Spring Championships in Federal Way, Washington will be the site of one scan event from March 28-31st, and UK swimmers will be scanned at the British Swimming Championships in Sheffield, UK April 5-8th. 

As part of the project, Speedo staff members will receive training on [TC]2's 3D Body Measurement Software, which enables the extraction of hundreds of body measurements to use in the analysis of the swimmer's body scans.

[TC]² will provide a scan printout of extracted measurements to each subject, and one person will win Speedo’s latest high-tech swim suit, which will be made-to-measure. Speedo anticipates that over 100 athletes will be scanned at each site.

For more information on Speedo and its product offerings, visit www.speedo.com.

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Member Profile - Lion Brothers

In 1899 Albert Lion, Sr. and his brother Ben founded Lion Brothers as an embroidered emblem design and manufacturing company. From the beginning, Lion Brothers achieved leadership by uniquely combining creative design talent with technical expertise to create finely crafted embroidered products. These outstanding products were backed by an unparalleled commitment to serving the customer and a dedication to its craft. CEO Suzy Ganz has been at the helm of Lion Brothers for the past 20 years, guiding the organization to advance technical capabilities and product sophistication.

As a world leader in identification, decoration and commemorative products, Lion serves more than 1600 global brands, their fabricators and trading partners worldwide. Its clientele includes global, national and local companies and government agencies, lifestyle brands in fashion and sports along with their licensees, professional and collegiate sports teams and their licensees, notable organizations and associations, colleges and universities, uniform companies, as well as consumer and collectible markets.

All market segments served have unique distribution, manufacturing and service requirements. Lion’s dedicated professionals collaborate with the client from beginning to end using sophisticated technology processes and tools to ensure that every unique requirement is achieved. The exclusive decoration, identification, or commemoration products are produced to the client’s exacting specifications.

 Samples produced by Lion Brothers are guaranteed to be consistent with final production. With a goal of turning samples in five days, Lion has dedicated sample centers around the world to support product development quick-turns.

Lion supports clients in the development of a full product that is embellished. Each product is developed on a custom basis and includes tee shirts,polo shirts, woven shirts, sweatshirts, and polar fleece tops.

Lion’s flagship product is embroidered imagery, and other popular application techniques are offered which add excitement and innovation to the art of identification and embellishment design. Whether the challenge is a one-time solution or a program of products, Lion knows that the result must meet every company’s image and quality expectations.

[TC]² welcomes Lion Brothers as a new member company, and looks forward to working together on exciting new products from ongoing development initiatives.

For more company information, visit www.lionbrothers.com.

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Important Dates

March

April

For detailed information about industry events, visit www.techexchange.com

Thanks to the techexchange site sponsors Apparel Magazine, Gerber Technology, Intentia, Lectra and Methods Workshop.

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A Look Ahead in the Newsletter

Body Scanning University Research
Material World Review

View previous editions of this newsletter

[TC]²
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