The Swedish Textile industry has since the beginning of the 70-ties moved their production to countries with cheap labour further and further away. The production in the Baltic countries and Asia has become reality for many Swedish manufacturing companies. With today’s technology the communication with remote countries has ceased to be a problem. The difficulties have instead turned out to be more focused on transportation of goods and just in time deliveries to Sweden. In cooperation with Fristads AB we have made a study of Fristads AB´s flow of merchandise and their surrounding logistics. Our focus has mainly been on the production in Vietnam.The purpose with our study has been to clarify which important parts Fristads AB must include in their flow of materials and choices of suppliers, to be able to create an even more efficient supply chain. An effectiveness that will make Fristads AB maintain their leading position on the market. Fristads AB`s expressed ambition was that their producer in Vietnam would take over the responsible for purchase and stock keeping of the accessories.The scientific approach of the study has mainly been qualitative and we have performed several interviews with key figures within Fristads AB. We have also carried out a field study at Fristads AB’s warehouse of raw materials and productions unit at Jurkalnes in Riga, Latvia.In our theoretic frame of references we have chosen theories of Arjan J. Van Weele, Michael Porter, Ralf Blomqvist, Stig-Arne Mattsson and Peter Kraljic. The different theories discuss business logistics, effectiveness in supply chains, chain of values and strategies of choosing suppliers.1We rather quickly realized the complexity of the company and the ways they handled their raw materials. This partly because Fristads AB has many different articles, but also because they are a member of a larger organisation where many decision are made centrally. During our study we kept coming back to the fact that the absence of an integrated business system caused unnecessary redundant work of many documents. In our analysing part we compare our empiric material with our theoretic frame of reference.Our conclusions and recommendations to Fristads AB were that they should develop an even closer cooperation with their suppliers and producers, to maintain their strong position at the market. Further more we found out that an integrated business system, where all involved parties are integrated, are necessary for Fristads AB to create an effective supply chain. / <p>Program: Textilekonomutbildningen</p><p>Uppsatsnivå: C</p>