A resource and leagile strategy in business operations for performance improvement

Abstract

Apparel mills strive to perform better but need the right strategy that would allow them to remain cost-efficient and responsive at the same time to scale according to retail and market demands. Besides the right strategy, the apparel mills require the right resources and capabilities to increase their operational and export performance. A theoretical resource and leagile strategy model is developed to empirically assess the association between resources, capabilities, generic strategy, leagile strategy, and performance under present uncertainties in the apparel supply chain to understand an apparel mill’s complexities. The research data is collected through a survey in the apparel and textile industry in the export sector comprising 348 responses. SmartPLS 4.0 has been used to test relations, mediation of leagile strategy, and moderation of uncertainty. The study outcomes validate that supply chain manager, integration, customer focus, cost leadership, and leagile strategy positively impact apparel mill performance. In moderation testing, demand uncertainty moderates the relation between leagile strategy and apparel mill performance, and in mediation analysis, leagile mediates between resources and performance. The resource and leagile strategy (RLS) model is an essential measure that could assist practitioners and researchers in understanding leagile strategy for increasing firm performance.

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