抄録
Supply chain management (SCM) tries to seek ways to optimize production, inventory and distribution to meet the rapidly changing demand. Mass production, quick response, and mass customization are three establishing ways that industries found. Apparel sector practices all of them mainly due to the variety it has and its globally distributed supply chains (SCs). As a result of rapid outsourcing within the apparel industry, almost all garment vendors happen to cater to a range of customers practicing all the three strategies. Thus, these upstream supply chain members have established different approaches to align with different strategies of their B2B customers (retailers).
The research uncovers how supply chain’s management orientations, capabilities, and tactical approaches differ with the three strategies. We performed a case study in an apparel anufacturer, located in Sri Lanka. It caters to six different global retailers practicing the three supply chain strategies mentioned above. We utilized the Logistics Scorecard to extract 119 supply chain professionals’ responses. Results imply that an organization with a diverse customer portfolio has to consider the features of these strategies and manage their different value networks accordingly.
