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The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers.

The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains.

Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier.

Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies.

The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains.

Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.

The purpose of this paper is to gain a deeper understanding of the job responsibilities and requirements of textile and apparel (T&A) sourcing personnel from the employers' perspective, based on Kunz's behavioral theory of apparel firms and US Department of Labor's classification principles.

“Job wanted” texts published by Women's Wear Daily, a prominent daily trade newspaper in the US textile and apparel industry were collected. Content analysis was performed to examine three research question categories: daily duties of sourcing personnel, required skills for sourcing personnel, and relevant experiences sought for sourcing personnel.

Sourcing personnel are heavily involved in the firm's management of vendor relations, product development, production, and inter‐departmental collaborations. Desired sourcing personnel must be organized with multitasking abilities, knowledge of various computer applications, and exceptional communication skills. On‐the‐job experiences, industry knowledge, and bilingual abilities were highly sought for sourcing personnel with relatively little focus on formal education.

The study data source was limited to one US‐based trade publication from 2007 to 2008 and, thus, any extrapolation of the results must be done with a caution.

The study results help employers define clear position descriptions, current and future sourcing personnel effectively develop career path plans, and educators provide timely and relevant sourcing curriculum. Ultimately, the study results may help students be better prepared for a sourcing job market.

The paper provides practical, in‐depth information of sourcing personnel's daily duties, required skills, and desired experiences from the employer's perspective, which has not been available in the literature to date.

The aim of this paper is to demonstrate how an imaginative sourcing policy can be used to provide a competitive advantage for clothing manufacturers based in high‐cost countries. The paper shows how Chorus Line Corporation implemented their sourcing mix, through a combination of production in different regions, to maintain and develop their competitive position in the womenswear market in the USA. The company's basic data and decisions are outlined as an example of how one privately owned company views the sourcing and production decision. In this way the paper will help firms to develop their own global production strategies with balanced sources to meet their business and market strategies.

With the intense competition in the global textile and apparel industry and the uncertainty of the global textile and apparel business environment, sourcing has increasingly assumed a pivotal strategic role in textile and apparel supply chain management. Strategic sourcing is crucial for firms to obtain or sustain competitiveness in world marketplace. The purpose of this paper is to examine empirically how strategic sourcing and sourcing capability impact firm performance in the US textile and apparel industry.

Empirical survey‐based research methodology was implemented to examine the research questions and model. Data were collected from the 152 firms in the US textile and apparel industry.

The findings show that strategic sourcing leads to greater emphasis on sourcing capability and positively impacts firm performance.

The study contributes to understanding of supply chain management using data from the US textile and apparel industry to investigate the relationships between strategic sourcing, sourcing capability, and firm performance and to test the research hypotheses by quantitative survey‐based research method. The textile and apparel industry is dynamic, global, diverse, and complex, and is a prime exemplifier of globalization. The study clearly demonstrates that strategic sourcing plays a vital role in a firm's business operations and puts greater emphasis on developing the sourcing manager's business capability.

1 January 2005 sees quota elimination in textile and apparel trade. This study traces textile and apparel trade, since 1994 and analyzes how trade agreements have influenced sourcing within the North American Free Trade Agreement (NAFTA) and the world. Statistical measurements of offshore sourcing of textile and apparel are analyzed with emphasis on developments in countries within NAFTA and the World Trade Organization (WTO).

Prior to NAFTA, the United States major textile and apparel trade involved the “far shore” countries of China, Hong Kong, Taiwan, South Korea, and the “near shore” countries of Canada and Mexico. Charting statistical measurements from the databases of the Office of Textile and Apparel, US Department of Commerce for the past decade reveals dramatic changes in sourcing locations for US firms.

Trade agreements have influenced the production, manufacturing, and sourcing of textile and apparel products. Small‐ and large‐scale restructuring of the industries of the world are required in response to the changes in trade of textiles and apparel. As a result of the Multi‐Fiber Agreement (MFA) 1974, Agreement on Textiles and Clothing (ATC) 1994, NAFTA 1994, and the transitional program of the WTO of 1995 global sourcing had re‐directed the course of US textiles and apparel trade markets to low cost offshore locations at the expense of US jobs.

This study gives insight into concerns and problems facing the US and other developed countries as jobs in many areas are transferred to low wage countries.

The purpose of this paper is to investigate performance outcomes of strategic sourcing, specifically examining how strategic sourcing affects buyer‐supplier relationship, supplier evaluation, and sourcing performance from the buying firm's perspective in the context of the US textile and apparel industry.

This study provides an empirical investigation of a theory‐based model integrating the resource‐based view and the relational view of strategic management. The model is tested using data from 180 US textile and apparel firms by structural equation modeling.

The survey results indicate that strategic sourcing significantly impacts buyer‐supplier relationships, supplier evaluation, and sourcing performance of buying companies. The study also shows that supplier evaluation significantly influences buyer‐supplier relationship.

Given that the data are from a specific industry, the generalizability of current findings to other industries may require additional investigation.

Sourcing becomes a key strategic consideration for textile and apparel firms to sustain or improve their competitiveness.

The study contributes to the literature by developing a research model based on a multi‐theoretical perspective and conducting a large‐scale empirical survey in the textile and apparel industry and analyzing the model by structural equation modeling. The dynamic textile and apparel industry is a classical representation of global supply chain, characterized by the industry's significant contribution to the world economy and international trade, the extremely worldwide spread supply network, and the tremendous competition in global market. Examining strategic sourcing's influences in this important industry provides many valuable implications for industrial practitioners.

The purpose of this paper is to empirically examine supplier selection among small- and medium-sized firms in the US textile and apparel industry. For small- and medium-sized firms, one powerful method of improving the firm’s competitiveness in the dynamic business environment is through strategic approach of supplier selection, which emphasizes supplier’s contributions to the total product and to overall customer satisfaction.

Empirical survey-based research methodology was implemented and data were collected from small and medium firms in textile and apparel business in North Carolina, South Carolina, Georgia, California, and New York which are the major areas of the US textile and apparel industry.

This study demonstrates the supplier selection practices of the small- and medium-sized firms in the US textile and apparel industry and their perceptions of supply market and supplier evaluation systems. Results indicate that supplier selection criteria impact firm performance in different ways. Small- and medium-sized firms carry out supplier selection based on product quality, supplier responsiveness, and strategic consideration which positively impact overall customer service level and overall customer satisfaction.

This paper focuses on supply chain management practices, specifically the supplier selection issue in small- and medium-sized firms in the textile and apparel industry.

The purpose of this study is to examine why Sub-Saharan Africa (SSA) is not currently a major player in producing apparel for the US market and determine if SSA is likely to become one because of several opportunities that the region offers, including relatively low labor wages, an ample labor force and duty-free access to the USA through the 10-year renewal of AGOA.

In-depth interviews were conducted with eight high-level executives in apparel sourcing and trade agencies to obtain their views on the opportunities and challenges of sourcing in SSA in relation to other major apparel sourcing regions. A descriptive analysis of the qualitative data was used to answer three research questions.

The findings reveal that SSA is a competitive region to source from, because of low labor wages and the duty-free benefits through AGOA. However, several challenges hinder a significant increase in sourcing from SSA. The executives recommended that for SSA to be a significant force in the global apparel market, vertical supply chains should be developed, where raw materials like fabric are sourced from within the country/region and SSA governments should become more involved in business environment improvements.

At present, there is limited academic literature on sourcing and supplier selection in Africa, particularly in textile and apparel sourcing in SSA. Based on interviews from high-level executives engaged in the sourcing decision-making process, this study reveals the benefits, challenges and opportunities for sourcing apparel from SSA countries.

The paper seeks to develop strategic planning to enhance sustainable competitiveness in the US textile industry with a consideration of DR‐CAFTA as an opportunity to establish responsive supply chain networks in the Western hemisphere.

The analysis was based on literature reviews, trade data analyses, and site visits for personal interviews at textile and apparel companies in North Carolina and the Office of Textile and Apparel at the US Department of Commerce, Washington, DC.

DR‐CAFTA countries constitute the only remaining region that the US textile industry can use to achieve speed‐to‐market advantages from geographical proximity. Market analysis indicated both voids and opportunities in “fast retailing” supply chain networks. In developing time‐to‐market supply chain networks, it is suggested that the implementation of DR‐CAFTA should focus on: streamlining the rules of origin, expanding the short‐supply list, and coordinating custom procedures; financing options for DR‐CAFTA countries' procurement of fabrics and other raw materials from the USA.

Two models are proposed which can possibly be implemented by the US textile industry: a shortened supply chain for knitted sportswear and fashionable shirts that can capitalize on time‐to‐market; and triangular supply‐chain networks among US retailers and textile companies, Asian textile manufacturers, and DR‐CAFTA apparel manufacturers for fashion basics.

This study has an implication for the US textile industry and policy makers to develop future strategic planning in the post‐quota era. The suggestions will contribute to enhancing the competitiveness of the US textile industry in the intense global competition by achieving speed‐to‐market with DR‐CAFTA countries.

The purpose of this paper is to analyse environmental responsibility of companies from industrialized countries when they source materials and products in countries with less environmental protection.

The paper is a study of corporate environmental management in the Danish textile and clothing sector, with 13 cases based on interviews and material from reports and websites. The criteria for choosing the cases were variety of size and market segment, and a mixture of companies that take environmental initiatives and companies for which it was not known whether they take environmental initiatives.

Several different environmental practices were identified: some companies were early which got sustained initiatives, and some early and not sustained initiatives; some companies were late with sustained initiatives, and some late and not sustained initiatives; and finally, some have a practice without environmental initiatives. Dominating types of initiatives are cleaner technology, environmental management systems and cleaner products. Driving forces are governmental regulation, customer demands, market expectations and protection of corporate brands. Some companies focus on capacity building at the suppliers in developing countries, while other companies seem to focus the complex activities at domestic suppliers. Two new facilitating actors in environmental management in product chains were identified.

The focus on one sector in one country limits the number of variables in the analysis. It enables comparisons among the analysed companies, but limits the possibilities for comparison across sectors and countries.

The paper has value as a study of the development of environmental management in a number of companies within the same sector over a number of years, whereby changes in management focus and the embedding of initiatives can be analysed.