Purpose This paper seeks to address the complex nature of fast fashion buying through case studies with a supermarket, department store and own brand label. The phenomenon of fast fashion raises questions about traditional approaches to sourcing and buying, which are addressed here. Design/methodology/approach Case studies were compiled with companies managing fast fashion, alongside other purchase and retail activities, namely a supermarket, department store and specialist fashion chain. Findings Reveals the buying practices for fast fashion, namely, a combination of global and local suppliers, a leagile approach is typical; trust is an important factor in the supplier‐retailer relationship to ensure fast delivery at an agreed quality; and integration of key internal activities and processes to facilitate the speed of buying decisions that may be required. Originality/value Gives insight into the factors affecting buying behaviour for fast fashion.
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