Research Question: How can the concept of Greening Goliaths and Emerging Davids be applied to better understand the sustainabile transformation of the fashion industry?  Purpose: This paper sets out to analyze two approaches to sustainability within the fashion industry; A firm adopting CSR initiatives into their business strategy versus a sustainable brand. These approaches are explored within the framework of Greening Goliaths and Emerging Davids to recognize their contribution to the sustainable transformation of the fashion industry. Method: A qualitative approach to our case study was taken in which we analyze and measure the Swedish fast fashion company, H&M and an American eco-friendly fashion label, Reformation. A semi-formal phone interview with an expert on sustainability in the fashion industry gave us further knowledge of how the two approaches can be combined for the industry to become more sustainable. A model was developed that aided the analysis as well as the discussion of the empirical findings. Conclusion: Our conclusions found that the sustainable brand, Reformation can be categorized as an Emerging David and is in the Take-off stage. In order to gain a larger market share an contribute to the sustainable transformation of the industry Reformation will need to continue process innovation to lower their price point. H&M was initially categorized as a Greening Goliath however upon further analysis we believe they are shifting to become and Environmental David leading the sustainable transformation of the industry. In order for a sustainable transformation of the fashion industry there needs to be a co-evolution of both Greening Goliaths and Emerging Davids working together for a sustainable future.

Made available in DSpace on 2016-06-02T19:49:58Z (GMT). No. of bitstreams: 1 TeseMS.pdf: 1818780 bytes, checksum: 7b414877086b02e1714122ec5f260ad2 (MD5) Previous issue date: 2006-12-19 / The role of the agribusiness has been extremely important in the context of the Brazilian production in terms of both economic values and employment generation. However, the agribusiness specific characteristics have not been sufficiently considered in the literature and even in the development of Production Planning and Control Systems. This thesis is an attempt to fulfill this lack. Two basic aspects were taken into consideration. First, the thesis provides a classification system that allows for identifying those enterprises according to their special characteristics. Second, the architecture of a Planning and Control System is proposed in order to address the main needs of agri-industries, which are dedicated to the raw material splitting up, such as slaughterhouses and mills. In that architecture, it is particularly taken into account demand forecasting and raw material availability restriction. Also, a rule of master production scheduling have been built taking into consideration the simultaneous generation of co-products, which can or not to be immediately needed. / A agroindústria tem-se mostrado um segmento extremamente importante no contexto produtivo, particularmente no Brasil, seja em relação aos valores econômicos envolvidos, seja na geração de empregos diretos e indiretos. Entretanto, suas peculiaridades não têm sido suficientemente consideradas na literatura e mesmo no desenvolvimento de sistemas de Planejamento e Controle da Produção. Assim, esse trabalho visa resgatar essas preocupações, contribuindo basicamente em dois aspectos. O primeiro é a constituição de um sistema de classificação que permite identificar esses empreendimentos segundo suas particulares características constitutivas. O segundo é a proposição de uma arquitetura para o sistema de Planejamento e Controle da Produção, voltado para as principais necessidades da parcela de empreendimentos agroindustriais dedicados ao fracionamento da matéria-prima alimentar, tais como abatedouros e moageiras. Nessa arquitetura é particularmente destacada a preocupação com a previsão de demanda, associada à restrição de disponibilidade da matéria-prima, bem como a constituição do programa mestre de produção, considerando a geração simultânea de coprodutos, que podem ou não ser imediatamente desejados.

Dans le contexte actuel, la transformation de l’outil industriel par l’intermédiaire de nouveaux paradigmes de performance tels qu’Usine du Futur (Factory of the Future FoF), Industry 4.0 (I4.0) ou encore Smart Factory (SF) est au cœur des préoccupations actuelles des industriels. Les travaux présentés dans cette thèse portent sur la problématique de passage d’une situation spécifique existante (AS-IS) vers une situation cible type Usine du Futur (TO-BE) en prenant en compte la situation souhaitée AS-WISHED et les contraintes de ressources. Dans ce cadre, la principale contribution porte sur une approche reposant sur un modèle de co-évolution permettant de guider ce projet de transition au sein de l’organisation. Sur la base des travaux de Tolio et al. (2010), nous avons proposé un modèle de co-évolution amélioré en intégrant le niveau stratégique, le rôle du système d’information (SI) et celui de la place l’homme. Sur le plan théorique, le nouveau modèle de co-evolution aborde 3 domaines Produit/Production/SI qui sont structurés en deux niveaux d’analyse : externe (stratégique) et interne (structurel). L’ensemble de 6 sous-domaines comportent chacun 3 composants couvrant les choix relatifs à chaque sous-domaine et niveau d’analyse. Sur le plan managérial, la gestion de la co-évolution réside dans la modélisation des ces composants. Ensuite, nous caractérisons des liens de co-évolution existants entre les différents sous-domaines du modèle de co-évolution proposé. La démarche d’exploitation du modèle de co-évolution comporte trois étapes et considère les contraintes opérationnelles et les contraintes dites de co-évolution liées à la gestion des liens ou impacts entrant en jeu dans la co-évolution. Il permet de passer progressivement des modèles AS-IS et AS-WISHED pour aboutir à un modèle TO-BE. / Within the current context, the transformation of industries through new paradigms of performance such as The Factory of the Future (FoF), Industry 4.0 (I 4.0) or even The Smart Factory (SF) is at the heart of the industrials’ current concerns. The present work address the problem of the transition from a specific situation (AS-IS) to a target situation alike FoF (TO-BE) considering the desired situation AS-WISHED and the resources constraints. In this line of action, the main contribution concerns an approach based on a co-evolution model enabling to guide manufacturing industries to perform such a transition. Based on the work of Tolio et al. (2010), we propose an enhanced co-evolution model that integrates the strategic level of decisions, the information system role (IS) and the role of the human workforce. From the theoretical perspective, this new model consists in 3 domains: Product design/ Manufacturing/ IS which are structured into two levels of analysis: external (strategic) and internal (operational). The resulting structure of 6 sub-domains is in turn composed of 3 components covering the decisions related to each sub-domain and level of analysis. From the management perspective, the management of co-evolution relies on the modelling of their components. Hence, we exploit the modelling language constructs of the ISO 19440 (2007) standard for the internal components. Then, we characterize the existing co-evolution links between the different sub-domains of the proposed co-evolution model. At last, a 3 phase approach enabling to exploit the enhanced co-evolution model is proposed. It considers the feasibility constraints and the co-evolution constraints linked to the management of the links or impacts that came into play in the co-evolution. As such, it enables to work out progressively a feasible TO-BE model.