1;Preface;6 2;Contents;8 3;Part I Introduction;16 3.1;The Evolution of Quick Response Programs;17 3.1.1;1 Introduction;17 3.1.2;2 The Development of QR in the Apparel Industry;19 3.1.3;3 Implementation of QR;20 3.1.3.1;3.1 Use of Technology in QR;21 3.1.3.2;3.2 Aligning Operations to Support QR;23 3.1.3.3;3.3 Supply Chain Incentives Induced by QR;24 3.1.4;4 Examples of QR in the Apparel Industry;26 3.1.4.1;4.1 QR at Sport Obermeyer;26 3.1.4.2;4.2 QR at Zara;26 3.1.4.3;4.3 QR at Hennes and Mauritz (H&M);27 3.1.4.4;4.4 QR at Benetton;28 3.1.4.5;4.5 QR at Adidas;28 3.1.4.6;4.6 QR at Hilton Hosiery;29 3.1.4.7;4.7 QR at Patrizia Pepe;30 3.1.4.8;4.8 QR at New Look;30 3.1.4.9;4.9 QR at World Company;31 3.1.5;5 Further Development of QR;31 3.1.5.1;5.1 QR Beyond the Apparel Industry;32 3.1.5.2;5.2 QR and Other Methods of Supply Chain Collaboration;33 3.1.6;References;35 3.2;Impact of Information Systems on Quick Response Programs;37 3.2.1;1 Introduction;37 3.2.2;2 Recent IT Developments and Their Impacts on QR;39 3.2.2.1;2.1 Electronic Data Interchange and Point of Sales;40 3.2.2.2;2.2 Radio Frequency Identification;41 3.2.2.3;2.3 Enterprise Resource Planning;42 3.2.2.4;2.4 Customer Relationship Management;44 3.2.2.5;2.5 Collaborative Planning, Forecasting, and Replenishment;45 3.2.3;3 How Should Companies Respond to Advances in IT?;45 3.2.4;4 The Existing Problems and Direction for Potential Future Research;46 3.2.5;5 Conclusions;47 3.2.6;References;48 3.3;Fast Fashion: Achieving Global Quick Response (GQR) in the Internationally Dispersed Clothing Industry;51 3.3.1;1 Introduction;51 3.3.2;2 Globalization in the Clothing Industry;52 3.3.2.1;2.1 Globalization and Mobility in the Clothing Industry;52 3.3.2.2;2.2 Buyer-Driven Supply Networks in Clothing;53 3.3.3;3 Global Quick Response;56 3.3.4;4 Achieving GQR;57 3.3.4.1;4.1 From Sample to Volume;57 3.3.4.2;4.2 Three Key Processes;59 3.3.4.2.1;4.2.1 The New Garment Design and Development Process;59 3.3.4.2.2;4.2.2 The Initial Volume Order;60 3.3.4.2.3;4.2.3 The Repeat and Replenishment Order Process;60 3.3.5;5 Enablers for GQR;61 3.3.5.1;5.1 Market Intelligence and Rapid New Product Introduction;63 3.3.5.2;5.2 Network Structure and Composition;64 3.3.5.3;5.3 Network Planning and Staged Postponement;65 3.3.5.4;5.4 Network Capability, Performance, and Health;67 3.3.6;6 Global Supply Chain Solutions: Examples from Practice;68 3.3.7;7 Conclusions;71 3.3.8;References;71 4;Part II Modelling and Analysis of QR Programmes;75 4.1;Procurement Flexibility under Price Uncertainty;76 4.1.1;1 Introduction;76 4.1.2;2 Literature Review;78 4.1.3;3 Model Development;79 4.1.3.1;3.1 Price Risk-sharing Agreement;80 4.1.3.2;3.2 Capacity Specification;81 4.1.4;4 A Single Adjustment Opportunity;82 4.1.4.1;4.1 The Optimal Policy;82 4.1.4.1.1;4.1.1 The Optimal Adjustment Strategy at Time 1;83 4.1.4.1.2;4.1.2 The Optimal Capacity Allocation Strategy at Time 0;84 4.1.4.2;4.2 Comparisons;86 4.1.4.2.1;4.2.1 Capacity Allocations;86 4.1.4.2.2;4.2.2 Service Performance and Adjustment Opportunities;89 4.1.5;5 Multiple Adjustments;91 4.1.5.1;5.1 Policy Structure;91 4.1.5.1.1;5.1.1 Dedicated Capacity Agreement;91 4.1.5.1.2;5.1.2 Overall Capacity Agreement;92 4.1.5.2;5.2 Discussions on Price Parameters;97 4.1.5.3;5.3 Overall Service Performance;99 4.1.6;6 Concluding Remarks;102 4.1.7;References;102 4.2;The Value of Information in Quick Response Supply Chains: An Assortment Planning View;104 4.2.1;1 Introduction;105 4.2.2;2 Decision Support Framework to Value Potential QR Strategies;109 4.2.3;3 Estimation and Optimisation Tools for Measuring the Value of Information;113 4.2.3.1;3.1 Uncertainty and Information;113 4.2.3.1.1;3.1.1 Case analysis to illustrate the above discussed complex uncertainty patterns;116 4.2.3.2;3.2 Demand;117 4.2.3.2.1;3.2.1 Demand Driver Parameters;118 4.2.3.2.2;3.2.2 Demand Distributions;121 4.2.3.3;3.3 Optimisation Models to Evaluate the Value of Information in Terms of Expected Assortment Profit and