The purpose of this study is to examine apparel manufacturers' inventory performance, which is one of the major performance indicators of supply chain management (SCM) with the consideration of company characteristics. The objectives of the study are (a) to identify the level of SCM activities of apparel manufacturers, (b) to examine the differences of apparel manufacturers' characteristics (i.e., product characteristic, production system, fabric suppliers, retail customers) according to the level of SCM activities, and (c) to illustrate how the SCM activities and apparel manufacturers' characteristics relate to the inventory management performance in terms of levels within the type (i.e., raw material, work-in-process, finished goods). Through an intensive literature review six SCM dimensions and 26 SCM activities were identified and four company characteristics selected for the study were found to influence the company performance. Inventory levels within the type were compared as a result of levels of SCM activities and company characteristics. Data were collected via a self-administered mail questionnaire sent to a random proportional stratified sample of 1,195 US apparel manufacturers in SIC 231 to 234. In the data analyses, 93 returned surveys were used with the adjusted response rate of 9.49%. Cluster analysis was used to identify the SCM activity groups who showed different levels of SCM activities. Factor analysis was used to determine the number of SCM dimensions and SCM activity scales, and to identify the SCM activity level of each cluster. ANOVA, Chi-square, Tukey-test, matched sample t-test, t-test, regression, and correlation were employed to determine the relationships between SCM activity level, company characteristics and inventory levels within the type. Statistical analyses supported the research hypotheses. Apparel manufacturers' SCM activity level differs and company characteristics are significantly related with the SCM activity level. Company characteristics and SCM activity level are significantly related with the inventory performance. Findings imply that basic goods manufacturers are more likely to see the benefits of SCM activity implementation in inventory performance. Lead-time for fashion goods procurement, production, and delivery takes longer than basic goods and is hard to be shortened. Limitations of the study and suggestions for future study were discussed. / Ph. D.

The purpose of this study was to develop a typology of small apparel manufacturers (SAMs), firms classified between SIC 2310 to 2389 and less than 50 employees. The objectives were to (a) determine if distinct manufacturing strategies existed among SAMs, (b) develop a profile of these groups using environmental factors known to affect the apparel industry and small businesses (i.e., customer service, operations, barriers, assistance, customer size, customer location, competitor size, competitor location), (c) develop a profile of SAMs based on demographics (i.e., SIC, end-use for products, manufacturing process, type of firm, fashion position, employee size, manufacturing strategy, marketing strategy, annual gross revenue), and (d) determine the existence of a relationship between SAMs use of market strategies and manufacturing strategies. Data were collected from 146 SAMs, which represented 15 states with the highest number of SAMs. Factor analysis was used to identify manufacturing strategy factors (i.e., flexibility, environmental consciousness, product attributes, lot sizes), which were used to cluster respondents; and environmental factors (i.e., customer service, education/industry awareness, flexibility, timing, unit costs, production resources, technology/automation, consistency in sales, investment capital, import reductions). Four clusters of manufacturing strategies emerged and were profiled according to environmental factors and demographic variables (i.e., products, product classification, manufacturing processes, type of firm, type of fashion, manufacturing strategies, marketing strategies, firm's employee size, annual gross revenues). Significant differences occurred among the four manufacturing strategy groups and environmental factors. Significant differences occurred among the four manufacturing strategy groups and demographic variables. No relationship existed between manufacturing strategy groups and their marketing strategy. / Ph. D.

我國成衣製造商基於「成本」、「貿易障礙」以及「區域經濟興起」三個因素之考量，紛紛將生產基地移至中國大陸、越南、柬埔寨等生產成本低廉地區，或是在北美自由貿易協定（NAFTA）規範下，享有輸美免關稅、免配額優惠之墨西哥等地區，以致於生產基地分散全球各地。加以我成衣外銷以美國為主，原物料供應商來源也分散，我國成衣製造商「客戶」、「生產工廠」、「供應商」分散各地的全球運籌架構於焉成形。 全球運籌架構下成衣製造商如何透過電子化有效彙整訂單資訊、生產資訊以及供料資訊，做出迅速且最有效之生產配置，並且如何掌控訂單進度，快速回應客戶查詢需求，達到顧客滿意，是本研究之主旨。 經過研究瞭解，全球運籌體系下OEM模式的成衣製造商其產銷管理作業電子化關鍵流程在於「產銷協同作業」之執行，其能為成衣製造商帶來「作業面」、「生產面」、「採購面」以及「流程整合面」效益之提升，可以做出最佳「訂單分配」以及能有效「掌握訂單進度」，提升訂單達交率以及快速回應客戶。 / Under consideration of ”Cost”, ”Trading Barrier” and “Local Economics” , our local apparel manufacturers moved their factories to Mainland China, Vietnam , Cambodia in order to lower production cost or to Mexico in order to get tariff-free, quota-free premiums NAFTA give. The States is the major nation we export apparel to, moreover , sources of raw material suppliers are also dispersant. According to the above reasons, our apparel manufacturers operate under the global logistics structures. The keynote of this research is to understand how apparel manufacturers integrate order information, production information and supply information by electronic ways to make the optimal production allocation and to control the order progress to echo clients’ inquiring needs. After researching, the key process of electronic production distribution ways is the “Collaboration”. It can promote the performance on “Operation Side”, “Production Side”, ”Procurement Side” and “Process Integration Side” to let apparel manufacturers to make the optimal order allocation and to control order progress effectively to lift the on-time rate and to fit the quick-response request of clients.