‘SINIRSIZ İNOVASYON’… HIZLI MODA ÜRÜN TASARIMININ ULUSLARARASI TEDARİK ZİNCİRLERİ ÜZERİNDEKİ ETKİSİ

Yıl 2019, , 203 - 213, 31.10.2019

Nihan Özkan

https://doi.org/10.25204/iktisad.591677

Öz

Bu çalışmanın
öncelikli amacı, ürün tasarımındaki gerekli değişikliklerin tedarikçilerin
performansı üzerindeki etkilerini ele almak ve tedarikçilerin bu etkilerin
üstesinden gelmek için kullandıkları stratejileri belirlemektir. Tasarım
değişikliğine gidilmesi durumunda tedarikçilerin mevcut durumunu ortaya koymak
için vaka analizi metodolojisi uygulanmaktadır. Veriler çoğunlukla yarı yapılandırılmış
görüşmelerden toplanmaktadır. Bu araştırmanın bulguları, moda endüstrisinde
tasarım değişikliği gereksinimlerinin nasıl değiştiğini ve tedarikçilerin bu
değişikliklerden nasıl etkilendiğini ortaya koymaktadır. Tedarikçilerin,
tasarım değişikliği gerekliliklerine karşı mevcut durumunun belirlenmesi, bu
konu hakkında bir temel oluşturma amacı taşımaktadır. Bundan sonra yapılacak
çalışmalar, daha fazla vaka analizi uygulayarak, tasarım değişikliği durumunun
en iyi şekilde yönetilmesine ve böyle bir durumda tedarikçiler ve üreticiler için etkili olan yaklaşımlara odaklanmalı;
bunları diğer sektörlere de uygulamalıdır. Tasarım değişikliği etkilerinin
belirlenmesi hem moda sektöründe çalışanların hem de araştırmacıların durumun
olumsuz etkilerini daha iyi anlamalarına ve bu olumsuz etkileri başarılı
şekilde yönetmelerine yardımcı olacaktır.

Anahtar Kelimeler

Ürün Tasarımı, Moda Endüstrisi, Tedarik Zinciri Ağı

‘INNOVATION SANS FRONTIERES’… A STUDY OF THE IMPACT OF FAST-FASHION PRODUCT DESIGN ACROSS INTERNATIONAL SUPPLY CHAINS

Öz

The main purpose of
this paper is to address the impacts of the requirements of product design
change on suppliers’ performance and to identify the strategies the suppliers
are using to overcome those impacts. An in-depth case study methodology is
applied to describe the current situation of suppliers in the context of a
design change requirements. Data are mainly collected from semi-structured
interviews. The findings of this research reveal that how design change
requirements are changed in the fashion industry, and how suppliers are
affected by these changes. The identification of the current situation of
suppliers against these design change requirements is meant for laying
foundation. Further case studies should focus on the best practices and
approaches of management of this situation and extend them to other industries.
The current identification of impacts of design change situations will help
both practitioners and researchers to better understand and manage the
situation and its negative effects.

Anahtar Kelimeler

Product Design, Fashion Industry, Supply Chain Network

Kaynakça

• Agard, B. and Basetto, S. (2012). Modular Design of Product Families for Quality and Cost. International Journal of Production Research, 51 (6), 1648-1667.
• Baiman, S., Fischer, E.P. and Rajan, M.V. (2001). Performance Measurement and Design in Supply Chains. Management Science, 47(1), 173-188.
• Bidault, F. and Cummings, T. (1994). Innovating through alliances: expectations and limitations. R&D Management, 1 (24).
• Bowen, K., (2000). Co-ordinating innovation in supply chain management. European Journal of Operational Research, (123), 568-84.
• Bruce, M., Daly, L. and Towers, N. (2004). Lean or agile: A solution for supply chain management in the textiles and clothing industry? International Journal of Operations & Production Management, 2(24), 151 – 170
• Child, P., Diederichs, R., Sanders, F. and Wisniowski, S. (1991). The Management of Complexity. Sloan Management Review, 33(1), 73-80.
• Chiu, M.C. and Okudan, G. (2011). An Integrative Methodology for Product and Supply Chain Design Decisions at the Product Design Stage. Journal of Mechanical Design, 133, pp. 0211008-1-15.
• Christopher, M., Lowson, R. and Peck, H. (2004). Creating agile supply chains in the fashion industry. International Journal of Retail & Distribution Management, 8(32), 367 – 376
• Cooper, D., and Schindler, P. (2008). Business Research Methods (10th ed.). New York, NY: McGraw Hill.
• Dossenbach, T. (1999). Basic supply chain management for greater profits. Wood and Wood
Products, Vol. 104 No. 10.
• Graves, S.C. and Willems, S.P. (2005). Optimizing the Supply Chain Configuration for New Products. Management Science, 51(8), 1165–1180.
• Harland, C.M. (1996). Supply chain management: relationships, chains and networks. British Journal of Management, Vol. 7, 63-80.
• Jin, B. (2004). Achieving an optimal versus domestic sourcing balances under demand uncertainty. International Journal of Operations & Production Management, 12 (24), 1292-316.
• Jones, R.M. and Hayes, S. (2002). The economic determinants of clothing consumption in the UK 1987–2000. Journal of Fashion Marketing and Management 6 (4).
• Khan, O., Christopher, M. and Creazza, A. (2012). Aligning Product Design with the Supply Chain: A Case Study. Supply Chain Management: An International Journal, 17(3), 323-336.
• Khan, O. and Creazza, A. (2009). Managing the Product Design-Supply Chain Interface: Towards a Roadmap to the Design Centric Business. International Journal of Physical Distribution and Logistics Management, 39(4), 301-319.
• Lamming, R. (1996). Squaring lean supply with supply chain management. International Journal of Operations & Production Management, Vol. 16 No. 2, 183-96.
• Lin, Y. and Zhou, L. (2011). The Impacts of Product Design Changes on Supply Chain Risk: A Case Study. International Journal of Physical Distribution & Logistics Management, 41(2), 162-186.
• Lipovetsky, G. (1987). L’Empire de l’Ephe ́m`ere. La Mode et son Destin dans les Socie ́te ́s Modernes, Gallimard, Paris.
• Lowson, R.H., King, R. and Hunter, N.A. (1999). Quick Response: Managing the Supply Chain to Meet Consumer Demand. Wiley, Chichester.
• Menguc, B., Auh, S. and Yannopoulos, P. (2013). Customer and Supplier Involvement in Design: The Moderating Role of Incremental and Radical Innovation Capability. Journal of Product Innovation Management, 31(2), 313-328.
• Moedas, C. A. (2006). Integrating design and retail in the clothing value chain: An empirical study of the organisation of design. International Journal of Operations & Production Management, 4(26), 412 - 428
• Nepal, B., Monplaisir, L. and Famuyiwa, O. (2012). Matching Product Architecture with Supply Chain Design. European Journal of Operational Research, 216, 312-325.
• Perks, H., Cooper R. and Jones C. (2005). Characterizing the Role of Design in New Product Development: An Empirically Derived Taxonomy. The Journal of Product Innovation Management, 22, 111-127.
• Sabri, E. H., Shaikh S. N. S. (2010). “Lean and Agile Value Chain Management”, J. Ross Publishing, 2010, 1st ed.
• Sharifi, H., Ismail, H.S., Qiu, J. and Tavani, S.N. (2013). Supply Chain Strategy and its Impacts on Product and Market Growth Strategies: A Case Study of SMEs. International Journal of Production Economics, 145, 397-408.
• Sharifi, H., Ismail, H., and Reid, I., (2006) Achieving Agility in the Supply Chain through Simultaneous ‘Design of’ and ‘Design for’ Supply Chain. Journal of Manufacturing Technology Management, 17, (8), 1078-1098
• Stolterman, E. (2008). The nature of design practice and implications for interaction design research. International Journal of Design, 2(1), 55-65.
• Tokatli N., Kizilgun O. and Cho J.E. (2011). The Clothing Industry in Istanbul in the Era of Globalisation and Fast Fashion. Urban Studies Journal, 48(6), 1201-1215.
• Valsamakis, V. and Groves, G. (1996). Supplier-customer relationships: do partnerships perform better? Journal of Fashion Marketing and Management, 1(1).
• Van Echtelt, F. E. A., Wynstra, F., Van Weele, J.A. and Duysters, G. (2008). Managing Supplier Involvement in New Product Development: A Multiple-Case Study. Journal of Product Innovation Management, 25, 180-201.
• Walsh, V., Roy, R. and Bruce, M. (1988). Competitive by design. Journal of Marketing Management, 2(4), 201-16.
• Willems, S.P. (1999). Supply Chain Configuration and Part Selection in Multigeneration Products. Massachusetts Institute of Technology.
• Wong, A. (1999). Partnering through co-operative goals in supply chain relationships. Total Quality Management, 4/5(10).