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Existing literature clearly documents the importance of new product development to success of a manufacturing firm. Many examples of generic models of the process, including sequential, concurrent, and multiple convergent models, can be found. However, these models are of insufficient detail to provide an adequate foundation for redesigning the apparel product development process. The no‐interval coherently phased product development (NICPPD) model for apparel introduced in this paper documents apparel product development as a six phase process with multiple convergent points and coherently phased divisions. The NICPPD model provides for developing both product lines and individual products, developing seasonal lines and multiple seasons annually, and use of alternative development strategies including original design development, knock‐offs or take‐offs, and modification of existing products. Multiple applications for use of the NICPPD model by both researchers and practitioners in examining and improving the apparel product development process are identified.

Describes a model of a hierarchical planning system to provide a comprehensive approach to the complex production planning and scheduling problem. The model supplies a link between long‐term and short‐term planning; the three tiers of the hierarchy implement: long‐term inventory planning on a cost minimization basis; shorter‐term production planning; and daily sequencing. Emphasizes efficient processing and transmission of information.

The purpose of this qualitative study was to explore how the performance of apparel products is measured in the apparel business so as to contribute theoretical understanding and the company's capacity of apparel product development.

Qualitative research method was employed. Face‐to‐face interviews were conducted with 27 individuals who have developed apparel products in the US apparel and retail industries. Emergent themes were classified into Griffin and Page's “core success and failure measures” including customer acceptance, financial performance, product‐level, and firm‐level.

Findings revealed that the performance measures for apparel products are multidimensional. The combination of consumer acceptance and financial performance measures, especially sales and profitability, served as critical measures for apparel product performance. Both long‐ and short‐term performances were considered.

The small, convenience and purposeful sample should be considered as a limitation.

The findings from this study may be useful for apparel product development in the apparel industry where it is important, particularly in an increasingly competitive marketplace.

The emergent performance measures in this study may be used as a baseline for further studies that need to measure apparel product performance.

Earlier attempts to develop a strategy for the apparel industry in Canada to counter the adverse effects of trade liberalisation on Canadian apparel suppliers have been based on the concept of clustering. However, despite the support from government-supported industry bodies, clustering has not been forthcoming and this situation has created a pressing need for the development of an alternative to the clustering strategy. A study by the Canadian Apparel Human Resources Council offered up several different strategies including clustering, that the Canadian apparel industry might pursue, but these have not been taken up. Evidence gained from government reports on the industry and its performance, industry case studies, an experience survey and questionnaire reported earlier, leads to a radically different alternative with a more direct relationship between Canadian apparel suppliers and retailer. The purpose of this paper is to report and construct an evidence-based collaborative strategy together with its accompanying apparel industry business model.

The evidence gained from case studies of Canadian apparel businesses, a secondary data search, an experience survey and an online questionnaire has been followed and combined with retailer requirements from apparel suppliers.

The information gained from apparel industry representatives, government sources and industry reports has enabled step-by-step construction of an evidence-based business model centred on the formation of collaborative partnerships between apparel suppliers and retailers.

The model reflects the fact that Canadian apparel retailers have taken the leading role in the supplier/retailer relationship and shows how Canadian apparel suppliers might better position themselves to combat competition from offshore suppliers through the formation of closer links with retail partners. It points not only to a requirement for Canadian apparel suppliers to become integrated into their retail partner’s retail management systems and technology, but also demonstrates the need for the formation of strong alliances through collaborative partnerships between supplier and retailer to address the needs of the apparel market.

This research presents a study on the supply chain process of an Indian apparel industry considering various parameters involved. The study aims to identify the main parameters to improve the supply chain process and develop a comprehensive structural relationship to rank them to streamline the apparel supply chain process and business environment.

The team of five experts from this apparel industry was made to give scores to multiple parameters. The TOPSIS (Technique for Order of Preference by Similarity to Ideal Solution) technique is used to develop the model for eleven key parameters and then rank them.

Based on the data analysis the planning, customer and warehouse storage have emerged as top three key parameters while the non-replenishment approach, push and pull strategy and manufacturing of the product are identified as the bottom three parameters from a hierarchy level. These parameters have been ranked based on their contributing attributes in this apparel supply chain process.

The study provides an overall ranking of parameters and the implications are in the direction of helping the industry to improve its supply chain performances rather than focus only on productivity. Further, the key parameters are identified as critical inputs and show that the firms are being more proactive and well prepared comprised of the industry.

The study indicates that the key parameters are identified by this apparel brand to improve its supply chain process. The key supply chain process involves planning, manufacturing, distribution, end customer and returns logistics of the goods, etc. So, this research also provides the focused parameters on the supply chain performance received by end customer from the supplier and rank them for effectiveness and improve their overall organizational performance. It also provides a critical observation of their supply chain process improvement which includes different brand uses, strategies and approaches.

Assortment planning, the determination of the range of choices to be made available at a given time, is a primary merchandising function. Many people with different job titles in both apparel manufacturing and retailing make decisions that impact merchandise assortments. The purpose of this paper is to explain the concept of assortment diversity as measured by volume per stock‐keeping unit for an assortment (VSA), describe the relationship of VSA to per cent gross margin (%GM), and propose topics for further research.

The apparel industry must produce many different types of products in small quantities in shorter lead times. Trade journals and researchers have emphasized the importance of the right sewing system for achievement of high productivity rates. However, the findings of this research suggest that the actual technology of a sewing system is only one factor in achieving higher productivity. Product type was also highly correlated with high level of productivity. Considering the preliminary findings from this study, a manager should evaluate carefully the plant and the product before selecting a sewing system. Without more detailed analysis, managers should not change sewing systems just to get a new sewing system. The findings of this study suggest the need for more exploration of sewing systems including the impact on productivity.

The apparel design process involves gathering and analysing information on fashion trends, markets and past line sales and editing ideas for successful combinations of fabric, style and price. These ideas are the result of creativity. Creativity is most often modelled as a problem‐solving process involving complex chaotic systems. In the fields of architecture and software design, pattern languages have been developed to help understand the various fundamental components and dynamics of complex systems by using a series of related generic problem‐solving patterns empirically proven to be successful in a specified context of forces. Patterns record existing knowledge to make it rapidly and easily accessible and communicated between different users. A pattern language for the apparel design process could channel creative efforts and enhance communication between design team members by providing them with a common working language. Furthermore, pattern languages are increasingly used in the design of software and user‐interface programs (Booch 1996; Gamma et al. 1994). Preparing the ground by developing a pattern language for apparel products could save resources and time as well as improve the quality of future customised information.

The purpose of this study was to explore the dimensions of apparel manufacturing strategy (i.e. cost, quality, flexibility, delivery time) and their relationship to style and sewing systems. U.S. apparel producers are seeking strategies that will make their production competitive to production in low wage countries. Two style types were defined: new styles and standardized styles. Results indicated that the production of new styles of apparel is related to the manufacturing dimensions of quality and delivery. The standardized style is related to the dimension of cost. Significant associations were also found between the multiple‐sewing systems used by plants and dimensions of manufacturing strategy (cost, delivery, and flexibility).

Using the theory of planned behavior, the purpose of this paper is to examine the relationships between different types of media and the intention to buy sustainable apparel and test whether attitudes, social norms, and self-efficacy beliefs may explain these relationships.

A cross-sectional survey study was conducted among 681 young adults (18-26 years old).

Exposure to social media content of sustainable organizations, eco-activists, and sustainable apparel brands, and social media content of fashion bloggers and fast fashion brands predicted respondents’ attitudes, descriptive and subjective norms, and self-efficacy beliefs regarding buying sustainable apparel. In turn, attitudes, descriptive norms, and self-efficacy beliefs predicted the intention to buy sustainable apparel. Fashion magazines predicted the intention through self-efficacy. Specialized magazines did not predict the intention to buy sustainable apparel.

Results should be generalized with caution as the current study relied on a convenience sample of young adults. The cross-sectional study design limits the ability to draw conclusions regarding causality. Actual behavior was not addressed and needs to be included in further research.

The present study hints at the importance of social media to affect young consumers’ intentions to buy sustainable apparel. Sustainable apparel brands should consider attracting more young social media users to their social media pages.

This study is one of the first to examine the potential of different media to promote sustainable apparel buying intention.