Fast and ultra-fast fashion supply chain management: an exploratory research

Abstract

Purpose The aim of this study is to identify and analyse the main strategic differences between fast and ultra-fast fashion supply chain management. Design/methodology/approach This study uses a qualitative approach, using document analysis and in-depth interviews with industry specialists. Findings Ultra-fast fashion differs from fast in the following supply chain strategies: avoids any excess inventory, focuses on local manufacturing, on-demand production, and shorter lead times from a few days to a week with a combination of agile, lean, responsive supply chain strategies. Research limitations/implications The limitations of this research are due to the cut-off period and the use of a restricted sample. As implications, technological capabilities are underexplored in the fashion industry. Although important to the traditional and fast fashion industry, technology is viewed as a tool and not as a capability that can generate competitive advantage. This paper addresses technology as capabilities to make ultra-fast fashion retailers more competitive. Practical implications Ultra-fast fashion could potentially impact current fast fashion retailers to partially move their business model and operations towards an ultra-fast approach. Fast fashion retailers desiring to speed up their production processes launch more weekly collections to cater to consumers who are more fashion-conscious. Originality/value There is a rapid emergence of new start-ups that are calling themselves ultra-fast. Newcomers wanting to adopt this new segment’s business model, develop technological capabilities to meet the challenges of this supercompetitive market.

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