The changing dynamics of the fashion retailing industry has progressed and become a global multibillion industry, (Solomon & Rabolt, 2007). It has put a lot of pressure on the fast fashion retailers were key strategies in order to maintain a strong position in market, must be established, (Doyle, Moore & Morgan, 2006). As the increasing number of new fashion retailing companies have emerged and established, the fashion segment has become a market leader, (Mehrjoo & Pasek, 2014). Fashion consumers expect and thrive on continuous change were new fashion products always have to be available in store on an everyday basis, (Bruce & Daly, 2006). Most companies aim to ensure the speed to market as a competitive strategy by offering rapidly fashion trends. Fast fashion companies need to deliver their product offer to the customers before their competitors do and the choice of supply chain strategy gets critical, (Porter 1996). Gadde and Håkansson (2009), argue that a company's purchase process is the answer of this matter. The importance of the purchase process has therefore become of great focus. The issue of defining what it is that actually makes the difference when working with the purchase process is complex, with several aspects to take in consideration. The aim of this report is to present the most significant activities within the purchase process that makes a company competitive in the market. As buyers carry the main responsibility over their department groups it became essential to answer the research questions from their perspective. The buyers’ sees a general problematic in how to influence the purchase chain in a larger scale. However, they claim that the most essential factors, that makes a difference for a company to be successful within the fast fashion industry was concluded to be: short-term and long-term solutions within the daily work primary within the team. The buyers’ solutions are presented in the form of clear goals within the process work, and tools for how to reach the set goals. There must be a clarity through the organization which generates an 80/20 mindset were all actors are focusing on what it is that makes the difference. Communication is a key tool one should work with further on, both at an internal and an external level and as it creates the right conditions for the workflow in a more efficient way. This is for everyone to share a clearer understanding of and be able to work effectively towards the rapid changes that are performed over the season. Lastly, the buyers appear to have an ambiguous picture of how the fashion industry will progress. They are proud of how far Sweden has come with its identity in the fashion industry and the prominent clothing brands. But on the other hand, they are concerned for the how much further the fashion industry can be pushed, taking the environmental and sustainable viewpoint in consideration.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:hb-8296 |
| Date | January 2015 |
| Creators | Kjelin, Maria |
| Publisher | Högskolan i Borås, Akademin för textil, teknik och ekonomi |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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