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I used this page a lot to see what H&M's goals were for their company and circular fashion

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Caring for both people and the planet is important at H&M. Learn all about our sustainability work and how we're changing the future of fashion.

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A small summary of me :)

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I chose swimwear
Has properties of quick drying, well fitted, breathable, stretchy, chlorine and sand resistant with a polyester thread

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BCI is the largest cotton sustainability programme in the world and many retailers use the Initiative - including Gym Shark, Ikea, H&M

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This was a task to practice our knowledge of excel and using formulas to find out weeks cover, sell through and cost price.

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This was a skills test to test out my numeracy skills - I scored 90%

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I created a mood board of different brands loungewear collections, including what their best sellers were and brands at 2 ends of the price spectrum including ASOS and Skims.

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I created a trend report for Farfetch using WGSN trends of 'puffed proportions' and 'joyful colours'. These 2 trends were very clear on Farfetch's website and reflected WGSN's predictions

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I research Coco Chanel and the influence she had on the fashion industry. I included her impact on women wearing trousers and the little black dress

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Pre 1926, black worn as sign of mourning. Coco Chanel changed this

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I created a moodpboard of 1970s fashion - Missoni, bright colours, flared trousers and women's rights marches

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I used this to analyse customer profile, along with acorn

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We analysed 2020's trends that we loved and hated - shows how quickly trends change and shift

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I made a mood board of the differences between slow/ethical/sustainable fashion

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Created a moodpboard on H&M and their view of gender and unisex clothing ranges. I found they had few unisex collection - the only prominent one was in 2016 and was a one off

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A good website for supply chain transparency and its comparison to other fast fashion models

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Welcome to Thomas Insights - every day, we publish the latest news and analysis to keep our readers up to date on what's happening in industry. Sign up here to get the day's top stories delivered straight to your inbox.

H&M's supply chain strategies have played a major role in revolutionizing the fast-fashion supply chain as consumers grow increasingly concerned with sustainability and responsible sourcing. The company's supply chain has led to reductions in lead times and waste while adhering to high sustainability standards.

Sustainability

One of H&M's hallmarks has been shifting from the traditionally heavy-footprinted world of fast fashion to a more sustainable version. The company has attacked this from several angles, including:

Cleaner materials and energy

Better demand planning to reduce waste

Traceability of raw materials

Sustainable sourcing of raw materials

A goal to reach 100% recycled or sustainable materials by 2030

Minimized packaging

Collection of unwanted clothing for reuse or recycling at retail locations

The company drives sustainability improvements by requiring suppliers to abide by H&M's code of conduct. This code aims to ensure that suppliers source textiles from responsible, sustainable manufacturers and items created for the company adhere to a set of ethical standards that include fair wages for workers, no use of child labor, and acceptable working conditions.

H&M also have clothing brands specifically dedicated to sustainable, ethical sourcing.

Artificial Intelligence

H&M has implemented AI functions across several segments of the company. The organization's advanced analytics and AI team is dedicated to finding new applications for AI and predictive technology. AI-driven improvements include more precise demand forecasts, more sustainable business decisions, and waste reduction.

Inventory Management

Inventory management has been a historical issue for H&M and fast fashion in general, with the retailer accused of burning twelve tons of unwanted clothing in 2017. When retailers must plan several seasons in advance due to lead times, it can be difficult to predict consumer behavior at the time of a line's release.

H&M moved to solve this problem through better demand planning assisted by AI. Leveraging modern technology combined with hard-earned experience, the company has greatly improved its forecasting and demand-planning.

Effective inventory management affects more than the company's bottom line. It will also help H&M meet its sustainability goals: by reducing waste, the company will reduce its environmental impact.

Outsourcing Speeds Production

While H&M's world-famous design team is at the heart of each season's production, H&M does not own any manufacturing facilities. The company relies on outsourcing to bring its massive collection to market on time. Work begins a year in advance and picking trends so far out is made possible with the help of fashion trend-forecasting companies.

The designs are then sent to one of H&M's 700+ manufacturing partners across the world with the necessary fabric available in their region. H&M also outsources the procurement of fabric.

What's Next?

Increased Transparency

As the company moves towards more sustainable operations, it is leveraging transparency to help socially-conscious consumers make better purchasing decisions. Last year, H&M added a product background feature that tells customers in which country a garment was made, which factory, and how many employees work at the factory.

Sharing Sustainability

Recognizing that climate change cannot be tackled alone, H&M recently announced it will make its sustainable supply chain available to third parties, including rival fashion companies. The initiative is called Treadler and the company hopes that collaboration will help build collective knowledge in the fashion industry.

H&M has published a breakdown of its goals for a sustainable fashion future from 2020 to 2040, covering the areas of climate, chemicals, materials, packaging, and water.

Built-in Agility

To compete in the ever-changing fashion retail market, H&M will need to continue to develop supply chain agility and flexibility.

Building a more agile supply chain will require finding ways to further cut down lead times, drive continuous improvement in AI-boosted demand planning, and find innovative ways to avoid waste.

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Image Credit: Afif Kusuma / Unsplash
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The H&M Supply Chain Could Be the Model to Follow in Making Fast Fashion Sustainable

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Created a moodpboard on the social trends forecasted for 2022 - WGSN showed trends of sustainably, eco materials and livestream events

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Fashion

Posted by

Billie Bhatia

Published

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On 8 November , H&M launched their much-anticipated designer collaboration: H&M x Giambattista Valli. In what can only be described as "bringing couture to the high street", H&M's latest designer remix is a celebration of fashion extravaganza - think giant tulle creations, ruffled organza maxi dresses and embellished coats.

We were first introduced to the collection earlier this year at Cannes film festival, where the red-carpet worthy dresses modelled by Kendall Jenner and Chiara Ferragni were the biggest fashion talking points. Teased by a mini capsule collection that launched in May, the main drop unsurprisingly drew in huge crowds this morning with an queue wrapping around Oxford Street and key pieces (we are looking at you, red tulle dress of dreams) selling out in minutes.

As we giddily shop yet another stellar designer collaboration from the high street hero, we look back at all the designer collaborations that have put the most joyful spring in our sartorial step. After all who doesn't want high end pieces at high street prices?

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Was there any other choice but King Karl Lagerfeld to kick off the first H&M designer collaboration? The late Chanel and Fendi creative director created a capsule collection so desirable (both aesthetically and financially) that it sold out within minutes - there had never been fan mania like it and there may not have been fan mania like it since.

Stella McCartney was next on the roster for H&M's designer collaboration serving up separates that fashion editors went wild for. Workwear staples that mirrored her mainline were the big draw fore this collection as well as stand-out dresses that wouldn't look out of place in our wardrobes now.

You might know Viktor & Rolf from their cult-classic 'Flowerbomb' fragrance, or you might know them as the couturiers that sent giant tulle dresses with 'Sorry I'm late I didn't want to come' down the couture catwalk. For their H&M collaboration it was all about the wedding dress.

'Ain't no party like a Cavalli party' should have been the tag line for this collaboration. Leopard print, sequins, minis, tassels, fringing and more this collection was all about having fun.

Creative director Rei Kawakubo knows a thing or two about collaborations, having partnered with Nike, Converse and Supreme to name a few. So, when the avant-garde designed announced she was also to partner on a ready-to-wear collection of structural pieces, fans around the world rejoiced and fashion editors practically sprinted to store.

When it came to 00's, colourful, Bohemian style there was only one man for the job: Matthew Williamson. The designer, whose muses include Kate Miss and Naomi Campbell, brought his trademark bold prints to the high street with a campaign brought to life by Daria Webowy.

Who didn't want a pair of Jimmy Choos to go out in? Lucky for the H&M shopper, Choo's Tamara Mellon also designed dresses and accessories to go with her instantly recognisable shoes.

Known for her bright colours and stripes, French designer Sonia Rykiel's collaboration with H&M kind of flew under the radar. For those in the know, however, it was one to snap up immediately.

Fashion's beloved Alber Elbaz brought his Lanvin aesthetic to the high street in 2010 and our party wardrobes rejoiced. Bringing his joie de virie via ruffles, embellishment and classic Lanvin metallics.

The excitement was real when it was announced that Versace would hit the high street (we were almost as excited as we were when J Lo recreated that jungle dress moment this season). Shoppers were so desperate to get their hands on this collection that they queued over night and crashed the website when the pieces went live.

Another year, another insider favourite, Marni. Bright, bold prints and graphic lines brought Marni's high street collaboration to life.

Similarly to Comme des Garcon, Margiela was one of those names that fashion editors went wild for. Oversized rollnecks still line our wardrobes from this collection as well as incredibly outerwear and statement pieces from the famously mysterious designer.

Every one wants to an 'it' French girl and Isabel Marant holds that title above all other all others. Skinny jeans with slouchy boots, shaggy oversized cardigan-style coats and the perfect little black dress were just some of the pieces snapped up at breakneck speed from this collection.

With the boom of athleisure came the collaboration to match: H&M x Alexander Wang. With leggings, hoodies and neoprene a plenty the collection sold out faster than you could say, 'trainers are the new heels.'

Putting the 'glam' in glamour, Olivier Rousteing enlisted the finest members of his Balmain Army to front his partywear collection with the high street retailer. Embellished mini dresses, gilded jewellery and belts aplenty ticked all the right boxes for eager shoppers.

Animal prints and Kenzo's trademark logo sweatshirt made up the buzziest pieces for this designer collaboration.

Taking the British designer to the big stage, Erdem brought his feminine aesthetic of ditsy floral and floor-length gowns to the high street - undoubtedly the prettiest collaboration to date.

Never one to shy away from fun, Moschino's collection with H&M saw his playful take on clothing brought to life. Having announced the collaboration at Coachella, the two brands injected huge amounts of joy into our party wardrobes.

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H&M x Giambattista Valli is the latest must-have H&M designer collaboration

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Fashion Posted by Billie Bhatia Published background Layer 1 Add this article to your list of favourites On 8 November , H&M launched their much-anticipated designer collaboration: H&M x Giambattista Valli. In what can only be described as "bringing couture to the high street", H&M's latest designer remix is a celebration of fashion extravaganza - think giant tulle creations, ruffled organza maxi dresses and embellished coats.

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Very good article showing the impact of various factors on the future of retail - good for impact of increasingly digital world

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News of major retailers going under seems commonplace but what does the future of retail in the UK actually look like?

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H&M's push to make their supply chain greener

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Hennes & Mauritz is opening up its global supply chain to other clothing brands as the world's second-largest fashion retailer tries to push more sustainable ways of making garments.

The Swedish group is launching a service to allow smaller brands to use it and its suppliers in everything from product development and sourcing to production and logistics.

"We are not concerned or afraid of opening up the supply chain. Individual brands can only make it so far. To take it further in the industry we need to open it up to collaboration," said Gustaf Asp, head of the new venture known as Treadler.

The plans, which are beginning with a pilot scheme involving several unnamed brands, are one of the first initiatives of new H&M chief executive Helena Helmersson, a longtime sustainability executive at the retailer.

Ms Helmersson said that "it's no secret that we are part of an industry that's been commercially successful but not sustainable enough.

"To future proof our industry, we have focused on transforming and improving our supply chain. We've realised that the output of our efforts can be valuable for others too," she added.

H&M is known for its cheap clothes and fast fashion, leading to accusations that it fuels overconsumption as well as criticism of its approach to workers' rights. But the Swedish retailer has long worked on its sustainability strategy and is aiming to become carbon-neutral by 2030, using more renewable energy and more recycled materials in its production.

H&M, like most players in the fashion industry, does not own any of its own factories but works with suppliers around the world.

Mr Asp said the group could help other brands design a supplier network to help them avoid the effects of a trade war or try to minimise the impact from coronavirus.

He declined to comment on how big the business could be for H&M, saying that it would start small but he added that the market was "sizeable".

Companies across industries have opened up their research processes to others including academics and even competitors in what has become known as open innovation. But few have offered their production network to rival brands.

Mr Asp said the initiative would be open to any maker of garments or textiles and that H&M was starting a pilot with several midsized and large brands in what he described as "quite a disorganised sector".

Asked whether H&M was merely increasing emissions by producing more clothes, he responded: "Demand for affordable fashion will increase. We believe it's better that it grows in a sustainable supply chain than a less sustainable one. But it doesn't solve the problem of overconsumption."

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H&M opens up global supply chain to rivals in green push

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Hennes & Mauritz is opening up its global supply chain to other clothing brands as the world's second-largest fashion retailer tries to push more sustainable ways of making garments. The Swedish group is launching a service to allow smaller brands to use it and its suppliers in everything from product development and sourcing to production and logistics.

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Death of the high street and how stores are adapting to the changing world

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UK and European Union fashion firms want clarity on tariffs, migration and regulation from the upcoming trade negotiations.

Key takeaways:

The fashion sector in the UK, built on duty-free access to the EU, is facing the risk of export tariffs into its biggest trading partner from 2021 onward.

Some businesses hope for liberalised regulation post-Brexit, but EU firms are pushing back over fears that this could give British manufacturers an unfair advantage.

The UK fashion industry fears a lack of clarity around short-term work visas could limit the ambition of promotional events like London Fashion Week.

On Friday night, Britain will formally, finally, leave the European Union. With that, the focus shifts to upcoming trade talks. The dangers for British fashion have been well documented: the UK Trade Policy Observatory, a research unit, has called it the manufacturing sector most at risk of a significant drop in exports. Meanwhile, continental manufacturers and retailers fear that a UK outside of the EU regulatory sphere will operate at an unfair advantage.

British Prime Minister Boris Johnson has stated he wants the trade deal completed within the year when a transition period that will see the UK align with single market rules is due to end. But that is a timeframe many consider unrealistic. Even if an accord was to be agreed in less than 12 months, fashion firms fear that negotiators will overlook some of the detailed protections they want, or even miss some of the opportunities of a post-Brexit world.

Vogue Business spoke to representatives of the main lobbying bodies and industry groups on both sides of the channel about what they want their governments to prioritise in the trade talks. We also reached out to over 30 brands across different price points, but most preferred to let trade bodies speak for them. The results of these discussions are outlined below.

Keeping zero-for-zero tariffs

"The absolute number one [priority] has to be tariffs," says Adam Mansell, CEO of the UK Fashion and Textile Association, whose members include Burberry, Asos and Ted Baker. "The EU is by far and away the biggest market for the UK...so, therefore, having tariff-free access to that market is hugely important for us."

The modern UK textiles, apparel and footwear sector was built on the assumption of tax-free access to Europe, so British manufacturers are highly reliant on exporting to the EU. For instance, 80 per cent of UK clothing exports are currently sent to the EU.

UK Brexit minister Stephen Barclay said last week that zero-tariff, zero-quota trade would be one of the British government's aims in the trade talks. But EU negotiators have repeatedly said that they will only countenance that if Britain aligns with the bloc on issues like state aid, environmental rights and taxes.

There will probably be some disruptions post-Brexit even if a free trade agreement covering these issues is reached. Major retailers, for instance, hope that the authorities are prepared for any increased border checks and other holdups caused by increased border regulation. (The UK imports over £14,000,000 worth of apparel and clothing accessories per day.) Last year, for instance, dozens of France-to-UK trains were cancelled as customs officers at Paris Gare du Nord carried out stringent customs checks in a simulation of what tighter border control looks like. The UK Cabinet Office did not comment for this story.

Leaving the customs union means that exporters will likely have to fill in declaration forms, which come with administrative costs - UK mid-market retailer Next estimated a cost of £150,000 per year under a no-deal scenario. This is likely to be a bigger problem for smaller exporters, since major retailers like Next that export more than £250,000 per year into the EU, already have to declare all the goods moved out of the UK. The UK Freight Transport Association has reportedly requested information from the government on how it plans to deal with a perceived shortage in customs experts in the UK.

"We hope the UK Government and the European Commission will adopt a pragmatic approach on the future regulatory relationship, in particular on customs processes," says William Bain, trade policy advisor at the British Retail Consortium. "This could also include sector-specific implementation periods to allow businesses to apply as-yet-unknown changes affecting IT, staffing, taxation and compliance systems."

This is not likely to be existential for larger retailers both mainstream and luxury, although Burberry have warned in the past that higher inventory levels will be needed to mitigate for delayed delivery times in a situation where there are border checks. Small and medium enterprises with lower margins are much more at risk, however.

There is also the side question of what happens to Britain's existing trade deals with other third-party countries. While many nations have agreed to extend the terms to Britain, a deal with Turkey - a significant import market for British fashion - will not be signed for exit day. The Eurasian country, which exports £1.4 billion of clothing to the UK, is in a customs union with the EU and a straight-forward rollover is not possible given the rules of that agreement.

Regulatory alignment

Another area for concern is divergence on regulation and standards, says Dirk Vantyghem, director general of Euratex, which represents European fashion retailers and manufacturers in Brussels. UK Chancellor Sajid Javid has sent mixed messages on this issue, telling the Financial Times to expect the UK to make its own rules before watering down these comments down after a backlash from British businesses.

All goods manufactured in the UK and sold in the EU will need to comply with the regulatory standards of the latter - and vice versa. But Vantyghem worries that the UK, whose government has pledged to be a rule-maker, not a rule-taker post-Brexit, will not put the necessary protections in place to ensure that EU standards are properly matched. However, he adds that the statements of EU representatives thus far gives him confidence that single market rules will be protected.

An even more challenging question may be around "rules-of-origin". The measure determines if enough of a good has been made in a country that it qualifies for preferential tariff rates. With products like clothing, where the supply chain stretches across multiple countries, this can be difficult and expensive to prove. Indeed, suppliers of certain goods from Norway, which is part of the EU single market, but not the customs union, often pay tariffs instead of going through the rigmarole of proving the economic origin of their goods.

The EU is currently part of the Pan-Euromed Convention, along with a number of nearby countries such as Tunisia, Morocco and Turkey. This agreement allows for a textile product to be designated as originating from a country within the zone if two significant manufacturing processes happen there like yarn being turned into fabrics and then cut into a garment.

The UKFT's Mansell has been lobbying the British government to push for more flexibility on these rules in any new free trade agreement with the EU. (Britain's largest textile and clothing supplier is China.) One possible change could be stipulating for single transformation, which would mean just one production process, such as tailoring material into a suit, would be needed. Fashion firms such as H&M, which sources significantly from non-EU countries, are enthusiastic about the potential for a more liberal approach when it comes to trade.

"We encourage the UK to conclude ambitious free trade deals, mirroring EU Free Trade Agreements, preferably with even more flexible trading rules. We certainly also see opportunities arising, with the possibility of the UK concluding trade deals with key players in the textile industry with which the UK/EU has no solid agreement as of today," says a spokesperson for H&M.

Vantyghem, by contrast, is concerned that the EU negotiating different rules of origin with the UK could give it an unfair advantage on textile industries based in other EU countries. Fashion firms that are dependent on European products for their manufacturing processes are also wary of the potential for added tariffs. "UK businesses should not be required to pay duties on raw material and components sourced from within the EU. Without this, we are in no doubt that there would be an impact on the prices we offer our customers," says Mulberry CEO Thierry Andretta.

The luxury industry is also particularly concerned about the prospect of losing some intellectual property protection over their designs. The British government has not announced which elements of the comprehensive EU legislation covering the issue are going to be transposed into UK law. Without these added safeguards, brands may be hesitant to show at London Fashion Week.

Workforce issues

Who gets to work in the UK and the EU is not distinctly a trade issue. But it is a major point of contention for the fashion industry going forward. The British government has pledged to end freedom of movement and introduce a new migration system; British subjects will also lose their right to work and live in the EU freely.

Tamara Cincik, the founder and CEO of lobbying group Fashion Roundtable, says that the fashion manufacturing sector in the UK is currently at capacity due to a shortage of garment workers. A survey of 50 UK manufacturers conducted by the organisation indicated that 80 per cent had unfilled vacancies and more than three quarters doubted there was sufficient domestic skill and interest from UK workers to fill the gap. (Many Brexiters say that EU migrants have depressed wages for British workers, and vacancies will be filled if companies pay higher salaries.)

This has led to industry fears of a skills shortage if the government goes ahead with its desire to impose a new points-based immigration system as soon as the transition period ends. Both Fashion Roundtable and the UKFT have expressed willingness to work with the government on upskilling the domestic workforce, but there are concerns about the readiness of the industry to adapt to the changes in the short-term. For Cincik, not updating the rules to accurately reflect the needs of the sector also risks undermining a potential growth in UK textiles manufacturing post-Brexit. (The government's independent advisory body on migration has recommended that the minimum salary for migrants with a job offer should be lowered from £30,000 to £25,600.)

Mansell also called for clarity on the freedom of movement of goods-not-for-sale like samples. Historically, fashion firms have been able to load up their products into a suitcase and take them on the Eurostar to trade shows. If the UK mirrors the rules of other third-party countries, these will now likely be subject to the ATA Carnet or "passport for goods" system. "How is the government going to make it accessible to show our products?" Mansell says.

This also presents another challenge for London Fashion Week and the British Fashion Council. If models, creatives and extra garments cannot be sourced at short notice, then it becomes a less favourable environment for luxury brands to be a part of. Caroline Rush, CEO of the British Fashion Council says: "We continue to have a dialogue with government, focusing our efforts on issues raised by the businesses we work with such as access to talent, tariffs and intellectual property."

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Comments, questions or feedback? Email us at feedback@voguebusiness.com.
More on this topic: What fashion retailers know about you Are Middle Eastern shoppers falling out of love with Europe? Prestige beauty battle heats up with L'Oréal-Prada deal

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Brexit is here. What's next for fashion?

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UK and European Union fashion firms want clarity on tariffs, migration and regulation from the upcoming trade negotiations. Key takeaways: The fashion sector in the UK, built on duty-free access to the EU, is facing the risk of export tariffs into its biggest trading partner from 2021 onward.

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Useful to see impact Brexit had on taxes and retail stores

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Used for SWOT and PEST analysis and impact coronavirus had on H&M sales

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Used for target customer profile and how it compared to H&M competitors

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Target Markets Of Zara, H&M And Burberry

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What are the target markets of Zara, H&M and Burberry? Here are some target audience and customer examples of the famous brands.

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Impact of technology for Gen Z and Gen Y and how this alters their shopping needs

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Mobile Apps Where US Gen Z vs. Millennial Internet Users Have Increased Their Usage, May 2018 (% of respondents in each group)

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US internet users ages 16-34 were asked if they've increased their usage of select mobile apps including Instagram, Snapchat and YouTube. The responses are broken out by age groups for Gen Z (ages 16-24) and Millennials (ages 25-34). Data is from the August 2018 VidMob reporti titled "State of Social Video."

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I created a SWOT analysis for ASOS as a practice for interview prep - it was useful to create a balanced analysis of the brand.

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History of Hippies and Flares subculture essay

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History of Hippies and Flares subculture essay

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Modern day flares and designers take on them

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In the latest round of menswear shows for autumn/winter 2015, which took place in Milan and Paris last week, a new trouser shape was in evidence - or at least one we haven't seen for a long while. Flares - the 1970s classic which had apparently been consigned to the dustbin of fashion history - are back.

Can it be true? For many who lived through the 1970s, that decade was far from glamorous. This was a time when Benny Hill was a staple of primetime television, Margaret Thatcher rose to power and Top of the Pops showcased the stage outfits of Sweet and Abba. With a wardrobe of flares, platforms and oversized collars, it's often called the decade that taste forgot. But the signs on the catwalk are unmistakable.

The Paris shows, which finish this weekend, saw an uptake of the wider trouser. Raf Simons - a designer influenced by street culture - and Valentino, a brand more at home in European mansions, don't usually have much in common, but both are behind the flares trend. Simons's came tight on the leg, pooling in volume over round sneakers. Valentino's were looser and worn with neat blouson jackets. St Laurent's show, a hot ticket in Paris on Sunday night , is likely to get behind the trend. Its creative director, Hedi Slimane, is always partial to a rock 'n' roll reference.

It was Gucci's show in Milan on Monday that really hailed flares as the new shape. While its creative director, Alessandro Michele, was yet to be officially installed as Frida Giannini's replacement ( his appointment, a promotion from head of accessories, was announced on Wednesday), he oversaw the design team's edgy collection of androgynous 70s-influenced separates. The first model sent out on the catwalk signalled a sea change. Long-haired and slim, he wore a red pussybow blouse, sandals and high-waisted flares.

JW Anderson fashion show, London Collections Men, January 2015. Photograph: REX

British designers also excel at using popular culture references to bring about change. JW Anderson at London Collections: Men earlier this month had flares on every one of his models. Always a designer at the vanguard of the new, his were extreme - with a kick flare and a split at the ankle - and they felt radical. Anderson said the collection was a mishmash of ideas, "mixing the decades from the 1950s to the 80s but making the references very British".

While the 30-year-old designer may not court the mainstream, high street brands have embraced flares, too. The Topman Design collection was an ode to the Bay City Rollers and came with sheepskin coats, embroidered patch badges and feathered haircuts. The flares here were less extreme - more of a gentle bootcut than a fitted cut - but light years away from the skinny jeans that most Topman customers are still buying in droves. Gordon Richardson, the brand's creative director, admitted that it would take a while for the change to be noticed in real men's wardrobes, but it would happen. "The shift to flares - or at least to trousers that aren't skinny jeans - is already being seen on women," he said, "and that's where the shift always starts as men see their partners looking brilliant in new shapes."

The 1970s has been bubbling as an influence on womenswear for a few seasons, and is at brands ranging from Louis Vuitton to Prada for spring. Flares have been mooted as an alternative to skinny jeans for women as part of this and, with celebrities including Jennifer Aniston, Jessie J and Lindsay Lohan wearing them, they are beginning to take hold.

Children playing on a home-made go-cart outside a corner shop in Manchester, 1977. Photograph: John Bulmer/Getty Images

The 1970s may have seen the winter of discontent, but Tony Glenville, creative director at the London College of Fashion, says the fashion world is "looking at this period in a purely creative way, not the political context. Good designers take their research and put it to the back of their minds. It's never about recreating something exactly."

At Gucci, the flares and silky blouse combination - signalling a certain 1970s loucheness - had an edge with the casting. The clothes were worn by young slim models, most of whom were probably born in the 1990s, some of whom had tattoos showing through chiffon. This kind of indie alternative look is a far cry from the aesthetic championed on menswear catwalks in recent seasons, where brands such as Versace and Givenchy have pushed a clean, sportswear look on models with a muscular physique. This is the bohemian waif, a very 1970s motif.

As always, there is an early takeup of a trend on the front row. Flares, or wider trousers certainly, have been spotted on fashion editors during this latest round of shows. Garth Spencer, fashion director of 10 magazine, is a fan: "I have a bootcut vintage Dior Homme pair in Prince of Wales check and some Oxford bags that are flared all the way up."

But even Spencer knows it will take time for the new shape to filter down to most men's wardrobes. "Everyone is still in skinny jeans. It's really hard to get them off," he says, predicting it will be at least five years before the shift takes hold.

Damien Paul, head of menswear at matchesfashion.com, is watching with interest. He believes the subtler versions have more potential because "a silhouette that's too extreme is going to be a challenge for any man".

"It's a shape that's been pushed by more progressive designers, and we've certainly seen it being adopted by the style set in London," said Paul. "I'm curious to see whether other men will respond to it." He's not the only one.

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They're back! Top designers rescue flares from dustbin of fashion history

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In the latest round of menswear shows for autumn/winter 2015, which took place in Milan and Paris last week, a new trouser shape was in evidence - or at least one we haven't seen for a long while. Flares - the 1970s classic which had apparently been consigned to the dustbin of fashion history - are back.

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I used this article to base my timeline on and then used as a basis for a plan for my essay

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For the past few years, fashion designers have been telling us flared trousers are coming back. We'll see. They've been around a long time, but only one decade really embraced them: the 1970s. Rich and poor, teeny boppers and football hooligans all wore their flares with pride. Here we look back at those halcyon, bell-bottomed days of yore

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For the past few years, fashion designers have been telling us flared trousers are coming back. We'll see. They've been around a long time, but only one decade really embraced them: the 1970s. Rich and poor, teeny boppers and football hooligans all wore their flares with pride.

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Hippies in 60s and 70s and how they characterised the era

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In the mid-1960s, the hippies-the rebels and dropouts of the Haight-Ashbury community of San Francisco-generated one of the most influential of history's dress reform movements. Their style was so outrageous and anomalous that it alone could have made the hippie movement impossible to ignore. As did their lifestyles, their fashion built upon San Francisco and California's tradition of iconoclasm; important, too, was the precedent provided by the young ready-to-wear designers of London, whose international impact began in the late 1950s.

The hippies' protest against capitalist society informed their impunity to all received strictures or etiquettes about clothes. They coordinated garments so that harmonies and homogeneity were fractured. Mad, anarchic mélanges resulted. They simulated acid phantasmagoria in their color schemes and paraded recycled old clothes, proclaiming them not as cast-off rags but proudly worn pedigree. They disguised and revealed themselves in costumes that were avatars of theatrical or historical or mythological identities, rather than the easily legible roles recognized by contemporary society. Their clothes were a paean to sexuality and sensuality: texture and tactility were foregrounded in their favorite fabrics, which ranged from slinky satin and stretch to all variety of embroidered and figured surfaces. Sometimes their fashion became not a second skin, but the exposure of their own nude bodies, painted and patterned in tribal fashion; this was a celebration of instinctual expression that they believed had been obliterated by industrialization.

Ecological Fashion

The hippies built on the generic silhouettes that prevailed during the 1960s-the miniskirt, the pantsuit-but they transmogrified Mod fashion at the decade's midpoint by the way they put their clothes together, by their choices of fabric, and by the way they accessorized. Folkloric motifs, style, and fabrics were ubiquitous in hippie fashion. Their adoption of long peasant skirts helped move fashion back to longer hemlines. The generally loose and unconstructed silhouette of the 1960s became even more flowing with the adoption of mideastern tent shapes. The hippies' infatuation with the ensembles of Native Americans demonstrated solidarity with their plight as well as well an aesthetic appreciation.

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Another prong of hippie fashion likewise proclaimed common cause with the workers of the world: this was the utilitarian fare that came to be known as "anti-fashion." It was fashion at its least overly decorative, most rugged, and basic: blue jeans worn with T-shirts, work shirts, and other commonplace attire. Decorative appeal was provided instead by the contours outlined by these body-clinging garments. Thus the youthful counterculture promulgated an allure that could not be achieved by expenditure alone.

The hippies generated an ecological consciousness of fashion by their recycling of vintage clothes as well as their cannibalizing of old fabrics and hangings, out of which they cut new garments. They drew attention to the way that all clothes costume the wearer into roles, some-businessman, housewife-so integrated into the warp of society that they were no longer recognized as constructed characterization. Their pacific appropriation of military uniform likewise showed a determination to mock and denature the pieties vented by the opposite side of the ideological divide.

Los Angeles, New York, and London also became important citadels for hippie fashion. On Los Angeles's Sunset Boulevard and in New York's Greenwich Village were clustered constellations of independent boutiques. London's contribution to hippie fashion was indebted to the art and crafts movement of a century earlier. More than San Francisco, the city's secondhand clothes stores and bazaars were more likely to be filled with heirloom couture. London raided its storage vaults, disgorging into the city's auction house fabulous caches of vintage clothing as well as theatrical and ballet costumes.

The Rich Hippies

"We got pretty scathing about store-bought hip that didn't come from the soul," said Linda Gravenites (interview with the author, November 1986), who made clothes for many residents in the Haight-Ashbury community and the rock bands based there. Nevertheless the purists or the ideologues were powerless to stop the inevitable co-opting, the proliferation of hippie fashion within the mainstream fashion industry. From 1967 to 1971, the hippie's fashion was grist for the couture and upscale ready-to-wear mills. The "rich hippie" look upgraded hippie style into fabrics that were largely well beyond the economic reaches of the financially marginal denizens of Haight-Ashbury.

The fashion of the hippies was as much threat as influence to the fashion establishment. The hippie's open-ended pluralism threw down the gauntlet to the seasonable revisions proffered to women by the mainstream fashion industry. Savoring vintage garments established a continuum between past and present, a rejoinder to the forced amnesia of customers told that each year marked a tabula rasa of consumption.

Perhaps what above all made hippie fashion so subversive to the mainstream industry was its tacit message that the time had come to abolish the fashion designer. It resonated as well with the burgeoning women's liberation movement: women would no longer be told what to wear by a designer, who was usually male. After Rudi Gernreich decided to close his ready-to-wear business in 1968, he told reporters that he was now disenchanted by clothes that bore the imprint of the individual designer. The very act of designing, in fact, seemed to him to be an a priori dictate that no longer fit the needs and aspirations of the clothes-wearing public.

With every question of identity in Western civilization of the late 1960s being debated, fashion exploded with costume and fantasy, thanks in large part to the inspiration provided by the hippies. "Today nothing is out, because everything is in," Marshall McLuhan wrote in 1968. "Every costume from every era is now available to everyone." ( Harper's Bazaar, April 1968, p. 164)

Hippie fashion continued to steep throughout fashion during the 1970s. Even as fashion retreated from the utopian threshold advanced during the late 1960s, the hippies' ideas were disseminated to many more people than they had been during the 1960s. By the end of the decade, it seemed to have become exhausted. But since the mid-1980s, hippie style has enthralled designers and the public again and again, becoming a recurrent influence in every echelon of fashion.

See also Music and Fashion; Politics and Fashion; Social Class and Clothing.

Bibliography

Lobenthal, Joel. Radical Rags: Fashions of the Sixties. New York: Abbeville Press, 1990.

Reich, Charles A. The Greening of America: How the Youth Revolution Is Trying to Make America Livable. New York: Random House, 1970.

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In the mid-1960s, the hippies-the rebels and dropouts of the Haight-Ashbury community of San Francisco-generated one of the most influential of history's dress reform movements. Their style was so outrageous and anomalous that it alone could have made the hippie movement impossible to ignore.

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This career plan shows the steps I want to take towards my career as a Buyer. I also have an interest in styling so this is something I would like to try and get experience in over the next few months. Ultimately, I would like to work as a Buyer for a multi brand retailer such as Far Fetch

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I used Edited to compile colour wheels for my different garments

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This was the beginning of my active research for my comp shop. I compiled my own work and then pasted this into the group template.
This presentation acted as a solid template for me to input my original photos and do some store analysis.

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Scored 50 for EI
Scored 40 for Motivation

Emotional intelligence is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict.

I could work on motivation, but I am happy with my score for Emotional Intelligence

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Very interesting article over why retailers are boycotting China over forced labour for cotton. Used to show how alternate suppliers should be used in the future

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The fashion retailer H&M is facing a potential boycott in China after a statement the company made last year expressing deep concerns over reports of forced labor in Xinjiang stirred a social media storm this week.

A similar statement from Nike was also attracting criticism on Wednesday, a sign that Western clothing manufacturers could face growing hostility in China for their public stances against forced labor in Xinjiang and for halting cotton sourcing from the region.

The H&M statement, which can be found on the website of the Swedish retailer, was posted in September after growing global scrutiny around the use of Uyghurs in forced labor in Xinjiang.

In it, H&M said that it was "deeply concerned by reports from civil society organizations and media that include accusations of forced labor and discrimination of ethno-religious minorities" in Xinjiang and that it had stopped buying cotton from growers in the region.

More than eight months later, in the wake of sanctions by Western countries against China for its treatment of Uyghurs, H&M is facing online backlash from Chinese consumers. The outrage has been stoked by comments on platforms like the microblogging site Sina Weibo from celebrities and groups like the Communist Youth League, an influential Communist Party organization.

"Want to make money in China while spreading false rumors and boycotting Xinjiang cotton? Wishful thinking!" the group said in a post, echoing one of the People's Liberation Army's statements that called H&M's stance "ignorant and arrogant."

On Monday, Britain, Canada, the European Union and the United States announced sanctions on Chinese officials in an escalating row over the treatment of Uyghurs in Xinjiang. Roughly one in five cotton garments sold globally contains cotton or yarn from the region, where authorities have used coercive labor programs and mass internment to remold as many as one million Uyghurs, Kazakhs and other largely Muslim minorities into model workers obedient to the Communist Party.

Nike could be next. The company posted a statement on its website expressing concerns "about reports of forced labor in and connected to" Xinjiang. "Nike does not source products" from the region, and "we have confirmed with our contract suppliers that they are not using textiles or spun yarn from the region."

On Wednesday, Nike was at the top of Weibo's "hot search" list. Some users were furious that Nike had joined the boycott of cotton from the region. The company declined to comment.

Huang Xuan, a Chinese actor who had a men's wear contract with H&M, posted a statement saying he would quit the deal, adding that he opposed "slander and creating rumors" as well as "any attempt to discredit the country." The singer and actress Victoria Song - who used to endorse H&M - also released a statemen t, saying that she no longer had a relationship with the brand and that "national interests are above all else."

By Wednesday evening, at least three major Chinese e-commerce platforms - Pinduoduo, Jingdong and Tmall - had removed H&M from search results and withdrawn its products from sale. The actions underscored the pressures faced by foreign companies doing business in China while navigating political and cultural debates like the country's sovereignty and its checkered human rights record.

On Wednesday night, H&M China responded with a post on the Sina Weibo microblogging site, saying the company did not "represent any political position."

"H&M Group respects Chinese consumers as always," the statement said. "We are committed to long-term investment and development in China."

H&M is the world's second-largest fashion retailer by sales, after Inditex, the owner of Zara, and China is its fourth-biggest market.

The state broadcaster CCTV criticized H&M, and said it was "a miscalculation to try to play a righteous hero." H&M, it said, "will definitely pay a heavy price for its wrong action."

Claire Fu contributed research.

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H&M Faces Boycott in China Over Stance on Treatment of Uyghurs

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The fashion retailer H&M is facing a potential boycott in China after a statement the company made last year expressing deep concerns over reports of forced labor in Xinjiang stirred a social media storm this week.

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How H&M adapted to the changing high street - changed stores to online delivery hubs

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As a sure sign of the impact digitalisation is having on the retail industry, the announcement by fashion retailer H&M of its plans to reposition its 5,000-plus store estate into logistics hubs for online orders suggests a definitive shift in focus from traditional retail to digital growth.

Many retail experts see this as a logical change in strategy, and would argue that many of the retail closures seen recently can be attributed to those businesses failing to recognise the changing role of the store, or to adapt to the new retail paradigm.

"In addressing this head-on, H&M is probably doing more than most to cement its future on the high street," says Stuart Higgins, partner at management and technology consultancy BearingPoint. "It is acknowledging that the store of the future needs to embrace additional roles as part of a more complex and emerging customer purchase and fulfilment journey, one that includes using store stock to fulfil online orders and acting as a returns point and reprocessing facility."

With every high street retailer facing the same challenges of declining sales and reduced store profitability, he believes that all retail chains should consider following H&M's lead, looking at the role of their stores, and how they can make their business more digitally enabled.

Such a move could be feasible as long as the customer experience isn't compromised, although for some, changing real estate to logistic centres could be a step too far. Mark Andres, head of in-store at vouchercloud, says: "Younger shoppers in particular - a key demographic of H&M - are looking for shopping experiences and still want a physical location to go to and try clothes on. That customer service is a unique selling point. For H&M to make this move a success, it needs to maintain or enhance the customer experience it is known for."

Credit: Getty

Putting the customer first

Others argue that the company's repositioning is being somewhat misreported as a forward-looking move on H&M's part. Rob Curran, chief experience officer at creative, data and digital agency Wunderman Thompson, believes it would be more realistic to view it as a potential solution to a business issue of the company's own making; that of opening too many stores, too quickly.

"This radical transformation wouldn't have been so essential if H&M hadn't over-stretched itself in the first place," he says. "Retailers have to match the scale of their physical network to their digital offer and vice versa, and there's clearly been a disconnect here. From a customer experience perspective, it's imperative that modern retail brands factor digital ordering, click and collect, returns and so on into their holistic plans when planning for growth."

The practicality of managing multiple logistics hubs internally is another consideration in H&M's move. Without the right level of dedicated delivery expertise, the customer delivery experience is at risk, as are, potentially, online sales.

Bobbie Ttooulis, executive director at Global Freight Solutions, says: "As H&M works to reposition away from the high street, and as in-store interactions decrease, these delivery touchpoints will be increasingly critical in providing a great overall customer and brand experience."

Equally important is the returns experience - and returns are at the forefront of customers' minds at the point of purchase. She adds: "In preparing for the future of retail, H&M must source the necessary multi-carrier delivery capabilities to give consumers the breadth of delivery choice and convenience at checkout, as well as the confidence that the final mile experience is not going to let them down."

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How H&M are shifting their focus from the high street to digital retail

# data[].attributes.attachment_link.description
As a sure sign of the impact digitalisation is having on the retail industry, the announcement by fashion retailer H&M of its plans to reposition its 5,000-plus store estate into logistics hubs for online orders suggests a definitive shift in focus from traditional retail to digital growth.

# data[].attributes.body
Main points highlighted the digitalisation of their supply chain and how they were coping up against their competitors

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How the global retailer H&M is changing its supply chain in order to adapt to rapidly changing customer preferences due to digitalization

Retail is an industry that has been heavily impacted from growing digitalization. The development of digital technology has led customer preferences and behavior to change rapidly, and this has direct implications on how retailers need to manage their supply chains to stay competitive.

H&M, a global retailer headquartered in Sweden, is a company currently grappling with the complexities of changing their supply chains due to digitalization. Its CEO Karl-Johan Persson conceded in 2017 that the company has not changed its supply chain despite the evolving digital landscape, and hence was not able to respond as rapidly as the change in customer preferences. This has resulted in high inventory and huge markdowns to clear inventory. In the past 3 years, inventories have doubled and days in inventory have increased from 100 to 130. [1] H&M's supply chain lead times, measured by time taken for apparel from design to being available to purchase in store or online, are currently double those of Zara's, one of its "fast-fashion" competitors. [2] These have negative implications on both top-line (slow adaptation of customer tastes which results in lower revenue) as well as bottom-line (higher inventory cost and mark-downs leading to lower gross margins). As a result, H&M shares have lost a third of their value since two years ago.

To improve its lead times and decrease inventory to be able to respond more rapidly to customers' evolving preferences, H&M has begun taking actions across the entire supply chain in both its internally made apparel as well as third-party supplied apparel, from product development, procurement, production and distribution. There is no single action that will dramatically improve the supply chain; H&M will have to invest in a host of initiatives to achieve its goals. [3]

Short-term actions (effects seen in next 2 years):

Greater flexibility with suppliers: H&M is working closely with its suppliers and evaluating its internal buying processes to allow for just-in-time purchasing and leaner inventory levels. [4]

Move procurement / production closer to end-markets: While this will decrease lead time, moving procurement or production from Asia to Europe will result in higher cost (wages, etc.). Given H&M is primarily a discount chain competing on price, it will need to balance profitability when executing this strategy. [5]

Medium-term actions (effects seen in 3-10 years):

Build digital infrastructure: H&M has begun investing heavily in infrastructure in the past few years, a costly but necessary effort to build the foundations of a flexible and scalable supply chain. This will lead to more efficient sourcing, allocation and distribution and an overall increased speed of the supply chain. Key components include automatization of warehouses and logistics hubs, RFID tagging, delivery solutions, and advanced analytics. [6]

Omni-channel strategy: In established markets, H&M's online sales already account for 25-30% of sales, and are projected to grow by 25% a year in the near future. As such, H&M has a clear omni-channel strategy to integrate the digital and physical worlds to offer customers a more seamless shopping experience, including click and collect, scan and buy, online returns in stores. [7]

In addition to the above, I believe management should also focus on the following:

Data analytics: H&M has stressed that they are incorporating algorithms into supply chain operations, but they should also take advantage of the wealth of internal and external data sources to inform various business decisions. Internal data is helpful for improving the algorithms to optimize supply chain, and external data is helpful in demand forecasting (being able to see consumer trends industry-wide) as well as in markets where H&M has just entered and is still a small player with limited data.

Organizational culture: Management has repeatedly mentioned that adapting to digitalization is a huge transformation for the company. They stress change in processes and investment in technologies, but a key aspect of change is also the 'softer' aspect i.e., culture. With 'speed' as the new motto, communicating the vision, transforming the culture and mindset of employees, and attracting and retaining the right people are also essential to success.

Citations:
As digitalization increases and advanced analytics play an increasingly larger role in product development, I wonder how much of a role 'creatives' will play in the future, particularly in a fast-fashion company like H&M. Can we sum up an apparel development process in an algorithm? Also, with the increasing transparency of supply and demand in the network and the move towards automation and just-in-time inventory, would it be possible for H&M to ultimately customize apparel to the specifications of each customer?

[1] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[2] Anna Ringstrom, "H&M invests in supply chain as fashion rivalry intensifies", Reuters, March 30, 2017, https://www.reuters.com/article/us-h-m-results/hm-invests-in-supply-chain-as-fashion-rivalry-intensifies-idUSKBN1710PM.

[3] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[4] H&M 9M 2017 Earnings Call Transcript, CapitalIQ, September 28, 2017.

[5] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[6] H&M Year End 2016 Earnings Call Transcript, CapitalIQ, January 31, 2017.

[7] Ibid.

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H&M adapting to the digitalization of retail - Technology and Operations Management

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How the global retailer H&M is changing its supply chain in order to adapt to rapidly changing customer preferences due to digitalization Retail is an industry that has been heavily impacted from growing digitalization. The development of digital technology has led customer preferences and behavior to change rapidly, and this has direct implications on how retailers need to manage their supply chains to stay competitive.

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Ports to show supplier strategy and critical path

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From Wikipedia, the free encyclopedia

Bangladesh is a riverine country located in South Asia with a coastline of 580 km (360 mi) on the northern littoral of the Bay of Bengal. The delta plain of the Ganges (Padma), Brahmaputra (Jamuna), and Meghna Rivers and their tributaries occupy 79 percent of the country.

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From Wikipedia, the free encyclopedia Bangladesh is a riverine country located in South Asia with a coastline of 580 km (360 mi) on the northern littoral of the Bay of Bengal. The delta plain of the Ganges (Padma), Brahmaputra (Jamuna), and Meghna Rivers and their tributaries occupy 79 percent of the country.

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Shows the transparency in the supply chain and who H&M has strong relationships with

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Our supplier list shares the details of our tier 1 suppliers and their manufacturing and processing factories accounting for 100% of the products we sell across our brands. As active participants of the Transparency Pledge we disclose details including the name, location, product type produced and number of workers employed by each supplier.

The list also includes the names and locations of Tier 2 mills involved in making the majority of our product volume (70%). These 291 mills provide our suppliers with fabrics and yarns, including spinning, tanneries and fabric dyeing and printing. By the end of 2021 we aim to disclose 100% of the fabric dyeing and printing locations involve in making our products

The supplier information displayed on our list is updated monthly. When business needs occur, we onboard new suppliers or factories and occasionally we responsibly phase them out. Such changes will be reflected in the forthcoming update of the supplier list.

Our supply chain in numbers

We do business with over 700 commercial product suppliers who manufacture products for our brands in over 1600 tier 1 factories in Europe, Asia and Africa.

China and Bangladesh are the largest production markets for clothing

The European Union is the largest production market for our beauty assortment.

6 years is the global average length of our relationship with a supplier since 2006*, but some have been doing business with us for over 25 years

1.56 million people are employed by the supplier factories we work with 63% are women

We operate 20 local production offices, employing 3000 colleagues who working daily with our suppliers.150 of these colleagues are sustainability experts and developers.

447 of the manufacturing factories reported one or more trade unions on site**

1127 factories reported that worker representatives are freely chosen by the workers**.hare of women employed and trade union and worker representative data per supplier. These findings are based on self-assessed data from units on our Supplier List as of January 2021.

*Disclaimer: consecutive data only available from 2006
**Data validated by our country teams Feb 2021.

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Having strong, long-term relations with our suppliers that are based on mutual trust and transparency is a priority at H&M Group. This is something we are committed to and have always worked hard to achieve. As a result we have been disclosing our supplier list since 2013.

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Although not completely up to date, useful to see H&M's KPIs for the company and how they can be translated into their supply chain strategy

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Mission statement on H&M's sustainability

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I wrote out a plan prior to visiting the stores, so each member of the group had something to follow when doing their store analysis

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This was the work I put together that I would read during the presentation

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How H&M adapted to the changing high street - changed stores to online delivery hubs

# data[].attributes.attachment_link.readable_text
As a sure sign of the impact digitalisation is having on the retail industry, the announcement by fashion retailer H&M of its plans to reposition its 5,000-plus store estate into logistics hubs for online orders suggests a definitive shift in focus from traditional retail to digital growth.

Many retail experts see this as a logical change in strategy, and would argue that many of the retail closures seen recently can be attributed to those businesses failing to recognise the changing role of the store, or to adapt to the new retail paradigm.

"In addressing this head-on, H&M is probably doing more than most to cement its future on the high street," says Stuart Higgins, partner at management and technology consultancy BearingPoint. "It is acknowledging that the store of the future needs to embrace additional roles as part of a more complex and emerging customer purchase and fulfilment journey, one that includes using store stock to fulfil online orders and acting as a returns point and reprocessing facility."

With every high street retailer facing the same challenges of declining sales and reduced store profitability, he believes that all retail chains should consider following H&M's lead, looking at the role of their stores, and how they can make their business more digitally enabled.

Such a move could be feasible as long as the customer experience isn't compromised, although for some, changing real estate to logistic centres could be a step too far. Mark Andres, head of in-store at vouchercloud, says: "Younger shoppers in particular - a key demographic of H&M - are looking for shopping experiences and still want a physical location to go to and try clothes on. That customer service is a unique selling point. For H&M to make this move a success, it needs to maintain or enhance the customer experience it is known for."

Credit: Getty

Putting the customer first

Others argue that the company's repositioning is being somewhat misreported as a forward-looking move on H&M's part. Rob Curran, chief experience officer at creative, data and digital agency Wunderman Thompson, believes it would be more realistic to view it as a potential solution to a business issue of the company's own making; that of opening too many stores, too quickly.

"This radical transformation wouldn't have been so essential if H&M hadn't over-stretched itself in the first place," he says. "Retailers have to match the scale of their physical network to their digital offer and vice versa, and there's clearly been a disconnect here. From a customer experience perspective, it's imperative that modern retail brands factor digital ordering, click and collect, returns and so on into their holistic plans when planning for growth."

The practicality of managing multiple logistics hubs internally is another consideration in H&M's move. Without the right level of dedicated delivery expertise, the customer delivery experience is at risk, as are, potentially, online sales.

Bobbie Ttooulis, executive director at Global Freight Solutions, says: "As H&M works to reposition away from the high street, and as in-store interactions decrease, these delivery touchpoints will be increasingly critical in providing a great overall customer and brand experience."

Equally important is the returns experience - and returns are at the forefront of customers' minds at the point of purchase. She adds: "In preparing for the future of retail, H&M must source the necessary multi-carrier delivery capabilities to give consumers the breadth of delivery choice and convenience at checkout, as well as the confidence that the final mile experience is not going to let them down."

# data[].attributes.attachment_link.title
How H&M are shifting their focus from the high street to digital retail

# data[].attributes.attachment_link.description
As a sure sign of the impact digitalisation is having on the retail industry, the announcement by fashion retailer H&M of its plans to reposition its 5,000-plus store estate into logistics hubs for online orders suggests a definitive shift in focus from traditional retail to digital growth.

# data[].attributes.body
Main points highlighted the digitalisation of their supply chain and how they were coping up against their competitors

# data[].attributes.attachment_link.readable_text
How the global retailer H&M is changing its supply chain in order to adapt to rapidly changing customer preferences due to digitalization

Retail is an industry that has been heavily impacted from growing digitalization. The development of digital technology has led customer preferences and behavior to change rapidly, and this has direct implications on how retailers need to manage their supply chains to stay competitive.

H&M, a global retailer headquartered in Sweden, is a company currently grappling with the complexities of changing their supply chains due to digitalization. Its CEO Karl-Johan Persson conceded in 2017 that the company has not changed its supply chain despite the evolving digital landscape, and hence was not able to respond as rapidly as the change in customer preferences. This has resulted in high inventory and huge markdowns to clear inventory. In the past 3 years, inventories have doubled and days in inventory have increased from 100 to 130. [1] H&M's supply chain lead times, measured by time taken for apparel from design to being available to purchase in store or online, are currently double those of Zara's, one of its "fast-fashion" competitors. [2] These have negative implications on both top-line (slow adaptation of customer tastes which results in lower revenue) as well as bottom-line (higher inventory cost and mark-downs leading to lower gross margins). As a result, H&M shares have lost a third of their value since two years ago.

To improve its lead times and decrease inventory to be able to respond more rapidly to customers' evolving preferences, H&M has begun taking actions across the entire supply chain in both its internally made apparel as well as third-party supplied apparel, from product development, procurement, production and distribution. There is no single action that will dramatically improve the supply chain; H&M will have to invest in a host of initiatives to achieve its goals. [3]

Short-term actions (effects seen in next 2 years):

Greater flexibility with suppliers: H&M is working closely with its suppliers and evaluating its internal buying processes to allow for just-in-time purchasing and leaner inventory levels. [4]

Move procurement / production closer to end-markets: While this will decrease lead time, moving procurement or production from Asia to Europe will result in higher cost (wages, etc.). Given H&M is primarily a discount chain competing on price, it will need to balance profitability when executing this strategy. [5]

Medium-term actions (effects seen in 3-10 years):

Build digital infrastructure: H&M has begun investing heavily in infrastructure in the past few years, a costly but necessary effort to build the foundations of a flexible and scalable supply chain. This will lead to more efficient sourcing, allocation and distribution and an overall increased speed of the supply chain. Key components include automatization of warehouses and logistics hubs, RFID tagging, delivery solutions, and advanced analytics. [6]

Omni-channel strategy: In established markets, H&M's online sales already account for 25-30% of sales, and are projected to grow by 25% a year in the near future. As such, H&M has a clear omni-channel strategy to integrate the digital and physical worlds to offer customers a more seamless shopping experience, including click and collect, scan and buy, online returns in stores. [7]

In addition to the above, I believe management should also focus on the following:

Data analytics: H&M has stressed that they are incorporating algorithms into supply chain operations, but they should also take advantage of the wealth of internal and external data sources to inform various business decisions. Internal data is helpful for improving the algorithms to optimize supply chain, and external data is helpful in demand forecasting (being able to see consumer trends industry-wide) as well as in markets where H&M has just entered and is still a small player with limited data.

Organizational culture: Management has repeatedly mentioned that adapting to digitalization is a huge transformation for the company. They stress change in processes and investment in technologies, but a key aspect of change is also the 'softer' aspect i.e., culture. With 'speed' as the new motto, communicating the vision, transforming the culture and mindset of employees, and attracting and retaining the right people are also essential to success.

Citations:
As digitalization increases and advanced analytics play an increasingly larger role in product development, I wonder how much of a role 'creatives' will play in the future, particularly in a fast-fashion company like H&M. Can we sum up an apparel development process in an algorithm? Also, with the increasing transparency of supply and demand in the network and the move towards automation and just-in-time inventory, would it be possible for H&M to ultimately customize apparel to the specifications of each customer?

[1] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[2] Anna Ringstrom, "H&M invests in supply chain as fashion rivalry intensifies", Reuters, March 30, 2017, https://www.reuters.com/article/us-h-m-results/hm-invests-in-supply-chain-as-fashion-rivalry-intensifies-idUSKBN1710PM.

[3] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[4] H&M 9M 2017 Earnings Call Transcript, CapitalIQ, September 28, 2017.

[5] H&M 1H 2017 Earnings Call Transcript, CapitalIQ, June 29, 2017.

[6] H&M Year End 2016 Earnings Call Transcript, CapitalIQ, January 31, 2017.

[7] Ibid.

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H&M adapting to the digitalization of retail - Technology and Operations Management

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How the global retailer H&M is changing its supply chain in order to adapt to rapidly changing customer preferences due to digitalization Retail is an industry that has been heavily impacted from growing digitalization. The development of digital technology has led customer preferences and behavior to change rapidly, and this has direct implications on how retailers need to manage their supply chains to stay competitive.

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Shows the transparency in the supply chain and who H&M has strong relationships with

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Our supplier list shares the details of our tier 1 suppliers and their manufacturing and processing factories accounting for 100% of the products we sell across our brands. As active participants of the Transparency Pledge we disclose details including the name, location, product type produced and number of workers employed by each supplier.

The list also includes the names and locations of Tier 2 mills involved in making the majority of our product volume (70%). These 291 mills provide our suppliers with fabrics and yarns, including spinning, tanneries and fabric dyeing and printing. By the end of 2021 we aim to disclose 100% of the fabric dyeing and printing locations involve in making our products

The supplier information displayed on our list is updated monthly. When business needs occur, we onboard new suppliers or factories and occasionally we responsibly phase them out. Such changes will be reflected in the forthcoming update of the supplier list.

Our supply chain in numbers

We do business with over 700 commercial product suppliers who manufacture products for our brands in over 1600 tier 1 factories in Europe, Asia and Africa.

China and Bangladesh are the largest production markets for clothing

The European Union is the largest production market for our beauty assortment.

6 years is the global average length of our relationship with a supplier since 2006*, but some have been doing business with us for over 25 years

1.56 million people are employed by the supplier factories we work with 63% are women

We operate 20 local production offices, employing 3000 colleagues who working daily with our suppliers.150 of these colleagues are sustainability experts and developers.

447 of the manufacturing factories reported one or more trade unions on site**

1127 factories reported that worker representatives are freely chosen by the workers**.hare of women employed and trade union and worker representative data per supplier. These findings are based on self-assessed data from units on our Supplier List as of January 2021.

*Disclaimer: consecutive data only available from 2006
**Data validated by our country teams Feb 2021.

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Having strong, long-term relations with our suppliers that are based on mutual trust and transparency is a priority at H&M Group. This is something we are committed to and have always worked hard to achieve. As a result we have been disclosing our supplier list since 2013.

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Although not completely up to date, useful to see H&M's KPIs for the company and how they can be translated into their supply chain strategy

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Mission statement on H&M's sustainability

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This article shows the diversion in strategy post COVID, and H&Ms investment into the omni channel strategy after multiple store closure s

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Image showing the layout of the store and how the product is merchandised. H&M merchandised their stock via colour and seasonal collections

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Showing the merchandising of the tracksuit bottoms as a core garment for the store. It was found on the middle floor - trend pieces displayed as you walk in

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I was a Campaigner personality type - extraverted, intuitive and assertive. I think this does reflect my personality type well as I see myself as someone who enjoys working within a team and am confident in putting my views across to a group. I think this is a useful skill to have in the workplace, particularly with the fast paced industry of fashion buying.

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We all agreed working as a Green World was appealing to us and a significant way to ensure sustainability in the future.

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This article details why China is so often chosen as a supplier, and outlines the advantages and disadvantages of using the country. Include the fact they use low wages and have favourable taxes and duties.

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The Chinese economy thrives as a manufacturing powerhouse and the nation's products seem to be everywhere. The majority of tags, labels, and stickers on a variety of goods proclaim they are "Made in China." Because of this, it's understandable Western consumers might wonder, "Why is everything made in China?"

Some may think the ubiquity of Chinese products is due to the abundance of cheap Chinese labor that brings down the production costs, but there is much more to it than that. In addition to its low labor costs, China has become known as "the world's factory" because of its strong business ecosystem, lack of regulatory compliance, low taxes and duties, and competitive currency practices. Here we review each of these key factors.

Lower Wages

China is home to approximately 1.41 billion people, making it the most populous country in the world. The law of supply and demand tells us that since the supply of workers is greater than the demand for low-wage workers, wages stay low. Moreover, the majority of Chinese were rural and lower-middle-class or poor until the late 20th century when internal migration turned the country's rural-urban distribution upside-down. These immigrants to industrial cities are often willing to work many shifts for low wages.

China doesn't follow (not strictly at least) laws related to child labor or minimum wages, which are more widely observed in the West. However, this situation seems to be changing and more provinces report they have increased their minimum wages in response to increases in the cost of living.

In 2021, Guangdong, China's largest economic providence, increased its minimum wage by almost 10% to up to 2,360 yuan per month. As of 2022, Shanghai has the highest hourly minimum wage among 31 provinces (2,590 RMB per month), while Beijing has the highest hourly minimum wage (25.3 RMB per hour).

The huge labor pool in China helps to produce in bulk, accommodate any seasonal industry requirement, and even cater to sudden rises in the demand schedule.

Business Ecosystem

Industrial production does not take place in isolation, but rather relies on networks of suppliers, component manufacturers, distributors, government agencies, and customers who are all involved in the process of production through competition and cooperation. The business ecosystem in China has evolved quite a lot in the last 30 years.

For example, Shenzhen, a city bordering Hong Kong in the southeast, has evolved as a hub for the electronics industry. It has cultivated an ecosystem to support the manufacturing supply chain, including component manufacturers, low-cost workers, a technical workforce, assembly suppliers, and customers.

American companies like Apple Inc. ( AAPL) take advantage of China's supply chain efficiencies to keep costs low and margins high. Foxconn Technology Group (a Taiwan-based manufacturer of electronics) has multiple suppliers and manufacturers of components that are at nearby locations. For many companies, it's economically unfeasible to take the components to the U.S. to assemble the final product.

Lower Compliance

Manufacturers in the West are expected to comply with certain basic guidelines with regards to child labor, involuntary labor, health and safety norms, wage laws, and protection of the environment. Chinese factories are known for not following most of these laws and guidelines.

Historically, Chinese factories have employed child labor, have had long shift hours, and have not provided the workers with compensation insurance. Some factories even have policies where the workers are paid once a year, a strategy to keep them from quitting before the year is out.

Faced with mounting criticism, the Chinese government has claimed to institute reforms that protect workers' rights and provide for fairer compensation. However, compliance with the rules in many industries is low and change has been slow. Additionally, environmental protection laws are routinely ignored, enabling Chinese factories to cut down on waste management costs.

Taxes and Duties

The export tax rebate policy was initiated in 1985 by China as a way to boost the competitiveness of its exports by abolishing double taxation on exported goods. Exported goods were subject to zero percent value-added tax (VAT), meaning they enjoyed a VAT exemption or rebate policy. Additionally, consumer products from China were exempted from any import taxes. These lower tax rates helped to keep the cost of production low, enabling the country to attract investors and companies looking to produce low-cost goods.

China and U.S. Tariffs

In July 2018, the U.S. announced China-specific tariffs, targeting 818 imported Chinese products valued at $34 billion. This was the first of many rounds of tariffs imposed by both countries, resulting in $550 billion of U.S. tariffs applied to Chinese goods and $185 billion of Chinese tariffs applied to U.S. goods as of February 2020.

Upon President Joe Biden taking office, China's Foreign Minister Wang Yi called for the end of multiple tariffs. Throughout the Biden presidency, there have been ongoing discussion of easing tariffs. As the United States continued to battle rising inflation throughout 2022, both President Biden and U.S. Secretary of the Treasury Janet Yellen stated easing tariffs with China could have positive implications on domestic inflation concerns.

China has been accused of artificially depressing the value of the yuan to provide an edge for its exports against similar goods produced by U.S. competitors. China keeps a check on the appreciation of the yuan by buying dollars and selling yuan. The yuan was estimated to be undervalued by 30% against the dollar in late 2005.

In 2017, the yuan appreciated 8% against the dollar, a move that experts say came about after former President Trump threatened to label China a currency manipulator. However, this trend reversed and the yuan weakened against the dollar beginning in June 2018 when the U.S. imposed tariffs on Chinese goods.

On Aug. 8, 2019, China's central bank lowered the yuan to 7.0205 per dollar, the weakest level since April 2008. Throughout the COVID-19 pandemic, the yuan continued to lose value to the U.S. Dollar. The average exchange rate throughout 2021 was 6.4529 CNY to USD with the exchange rate hitting 6.36 at the end of 2021.

Why Is the Chinese Economy So Strong?

How Much Money Does the U.S. Owe China?

Does China Have the World's Largest Economy?

The Bottom Line

Pundits have wondered if China will lose its spot as "the world's factory" as other emerging economies offering cheap labor dull China's competitive edge. However, the availability of cheap labor is just one of many factors that have kept the "Made in China" label on so many products purchased by consumers around the world. It will take more than low labor costs for emerging economies to set up a business ecosystem that can compete with China's. For some time to come, China will be "the world factory" with its low production costs, huge labor pool, vast talent base, and business ecosystem.

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China Will Continue to Dominate World Production

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Some may think the ubiquity of Chinese products is due to the abundance of cheap labor that reduces production costs, but there is much more to it.

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The article outlines the advantages and disadvantages, including poor infrastructure management and a lack of skilled workforce compared to China

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An example of a critical path for a garment that I used to base my own journey of the garment on. Useful to show a rough timeline for samples and swatches etc.

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Working in fashion manufacturing means that often one spends vast amounts of time discussing THE critical path and making sure production runs on time. For those new to the concept - this is an important moment. Not understanding what the importance of the fashion critical path is, can only spell trouble for your business. So let's take a look at what that is, how to create one and why it is so important to a business.

What is a Critical Path?

In the apparel industry, the fashion critical path is actually a production plan that contains a list of all of the necessary activities that are required to be done within a particular time frame. This ensures that your production orders are shipped successfully within the estimated time of delivery (ETD).

A smart merchandiser maintains the critical path in order to identify the crucial tasks, which if not attended to, could impact on delivery schedules for the products. This method of working and tracking production was originally developed in the 1950s by DuPont and was first used in missile-defence construction projects. Since then, it's been adapted to other fields, including hardware and software product research and development.

In the fast-paced fashion industry, the global sourcing environment is increasingly complex. With numerous processes, multiple functions and suppliers in different countries, it's a necessity that they all work together as a virtual orchestra to produce products within a short timeframe.

Why is Critical Path Important?

The critical path is more important than ever when you consider these additional, mitigating circumstances: Suppliers dealing with more product design and development, including sourcing, testing and materials approval, as well as the reduction in production lead times reduced from 90 days to 60 and on occasion 40. In light of these facts, it's a good idea to keep on top of things and to plan strategically.

Even if your factory of choice sources all of your raw materials and trimmings it's still important to develop a critical path in product development. You can create it to chart the design process - and it could include the following deadlines:

When designs should be finalized;

First sample approval;

Second sample approval;

Production of the final sealed sample;

When to place production;

When the order should be ready;

Delivery to the warehouse.

Don't commit to using a particular fabric that you then discover will take months to produce or that has high minimums.

How to Set-up a Critical Path for your Production?

One of the first steps in maintaining the critical path is to know the origin of everything you require to complete your orders.

Secondly, it's a good idea to know how long it will take to get all your supplies once you've placed your order.

Keeping abreast of lead times for delivery of fabric and trims is something that should be dealt with, before showing your range to buyers.

Don't commit to using a particular fabric that you then discover will take months to produce or that has high minimums.

This would have a profound effect on your ability to deliver your goods within the agreed time frame.

Remember that overseas manufacturers close for the holidays so enquire about this before you commit to ordering your materials and trims.

Communicating with the factory is paramount and will ensure the smooth execution of your dockets. The factory will have a queuing system in place, which you, no doubt will be a part of.

However, if your materials and trims are not delivered at the same time, along with all of the other necessary components, you will go to the back of the queue. This will have a knock-on effect on your deliveries and could mean the cancellation of your orders.

The factors required to ensure your collection is produced on time also include services such as pattern cutting, printing, embroidering and any other special finishes on fabrics and trims.

One of the biggest hurdles to delivering your orders on time is in regards to how the factory performs once they have received all of your components.

If you visit a factory in March and they quote you a delivery of three weeks, don't assume that it will still be three weeks if you only give them the docket in May, when the whole industry is so much busier.

Bottlenecks occur in the factories during busy periods. These include the typical periods of April to June for Autumn/Winter deliveries and October to December for Spring/Summer.

To create your own critical path document, there are several steps that should be followed:

1. Define the tasks.

2. List them in an ordered fashion.

3. Create a flowchart that shows each task in relation to each other.

4. Identify the critical paths (relationships) between the tasks.

5. Identify the non-critical paths (relationships) amongst the tasks.

6. Determine the expected execution time for each task.

7. Devise alternatives for the most critical plans.

The intention behind following these steps is to initiate the following outcomes:

To define the shortest time possible to complete the project.

To define the longest path of planned activities to the end of the project.

To define the earliest and latest that each activity can start and finish without making the project longer.

To define which activities are "critical" (i.e. on the longest path) and which have "total float" (i.e. can be delayed without making the project longer).

The main purpose of creating a Critical Path is for identifying the critical tasks required.

Software for creating your own Critical Path is available from platforms such as Fastreact a nd Isync Solutions.

Working on a critical path in place will keep your costs down if you're just starting up in business or don't have too many styles to keep a track of.

So, remember that a Critical Path can be made for any process or project and its main purpose is for identifying the critical tasks required. By defining which tasks are more important, you will be able to prioritize them and if necessary, delay any tasks that are less urgent. This will ensure that your products are created, produced and delivered at the right times throughout the season. Keeping files with all of your documentation will enable you to produce a comprehensive critical path that maintains a continuous flow between yourself and the factory.

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What is a Critical Path and Why your Business Needs it? - Fashion Insiders

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What is a critical path in fashion? It is a continuously reviewed system, which is used to track the progress of fashion projects and production deliveries. A production plan that contains a list of all of the necessary activities that are required to be done within a particular time frame.

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Benefits of buying direct from the factory and not using an agent - included more control over price and better negotiation options

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It doesn't matter if you're buying one product or 500 units. You may have the ability to order goods from the manufacturer, a retailer or a distributor. Although all three options offer certain advantages, factory-direct purchases usually provide greater benefits. There's a decent chance that you'll receive better merchandise at a significantly lower price. You may gain access to additional models or varieties as well. There are at least seven reasons to consider buying goods directly from a manufacturer:

1. Factory-direct products normally cost less. This is true because there aren't any middlemen involved. Retailers and distributors have numerous expenses that they must pass on to buyers. Customers need to fund their buildings, employees and transportation contractors. These companies also incorporate advertising costs into their prices. For example, distribution increases the price of a car by nearly one-third, according to the U.S. Department of Justice.

2. When you order an item from the manufacturer, it's less likely to suffer damage in shipping. Some products change hands repeatedly as different distributors and retailers try to sell them at various prices. Items that fail to sell in a luxury shop may be sent to a department store before reaching a liquidator. Each transfer increases the likelihood of shipping damage. Even if a product appears to remain intact, it could fail sooner because rough treatment has weakened internal components.

3. If an item comes directly from the factory, it probably won't be near its expiration date. This gives you more time to use or resell the merchandise before it deteriorates. Food isn't the only type of product that expires. Things like toothpaste, pain relievers, bottled water and batteries also have expiration dates. This consideration holds greater importance when you order goods in bulk.

4. Factory-direct items have been stored in fewer places. "This greatly decreases the likelihood that they've been exposed to extreme temperatures or suffered water damage," said Factory Buys Direct. Products may also absorb unpleasant odors when they sit in warehouses or stores for long periods of time. People occasionally buy items that smell like the cleaning fluids that workers use in such buildings.

5. Merchandise typically has a smaller environmental impact when customers directly order it from manufacturers. The products only need to be transported from the factory to the buyer. They might be sent to one warehouse during this process. On the other hand, many retailers and distributors repeatedly transport, store and repackage goods. Wholesale items are often sold in smaller bulk quantities before they reach retailers.

6. A manufacturer may supply extra features or accessories to customers who purchase products directly. It might also allow buyers to customize merchandise in various ways. At least one cellphone company only lets direct buyers fully personalize their phones, according to CNET. On the other hand, retailers wouldn't want to carry a style that only a few people would want to buy.

7. You may be able to obtain specialized products that retailers and distributors don't sell in your country. This makes it possible to purchase interesting obscure items. For example, you might be able to order a factory-direct boombox that tunes shortwave bands, has a cassette player and features amusing disco lights. You can also gain access to a wider range of apparel when you buy directly from manufacturers.

To sum it up, factory-direct buying delivers many valuable benefits. Some of these advantages improve the quality of products or help you find merchandise that meets your specific needs. Most people choose to order goods in this manner when they want to cut costs or can't find desirable products elsewhere. Although retailers may provide more convenient service and support, they rarely match the prices of factory-direct items.

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7 Reasons to Buy Direct from the Factory Every Time

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It doesn't matter if you're buying one product or 500 units. You may have the ability to order goods from the manufacturer, a retailer or a distributor. Although all three options offer certain advantages, factory-direct purchases usually provide greater benefits. There's a decent chance that you'll receive better merchandise at a significantly lower price.

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More benefits of direct factory buying - their main point was attention to detail and greater control over product quality

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Have you ever asked yourself when to buy factory direct and when you are recommended to go through the trading company or vendor? But when you want to make any purchase, it is recommended that you order your products directly from the factory source. Most entrepreneurs have copied this style because it enables them to get quality products without involving intermediaries in their business. Here are a few benefits one can enjoy ordering products direct from the factory source.

No Damage in Shipping

When you are ordering a product directly from the manufacturer, it is less likely to suffer damage in shipping. It is essential to understand that there are a few products that are handled differently and this will later lead to damages. Also, there are various methods of shipping. For instance, if some items are not sold in a luxury shop, they can be sent to a department store before they reach a liquidator. Therefore, each transfer is likely to increase the shipping damage. This is one of the primary reasons why you should consider purchasing your goods directly from a manufacturer.

Lower Costs

When you are ordering your products direct from a factory, this means that intermediaries are not involved. Since they aim to claim profits on each sale, then you are likely to save money in a significant manner. Therefore, working factory direct alleviates the need to finance overhead costs of a specific trading company you are working with. As n entrepreneur, you need to understand that working factory direct means that you should hire the control firm that will provide you with the support you need.

Direct Line of Communication

When you are conducting any form of a business, it is your responsibility to ensure that you have a good relationship with your manufacturers. Once you have created a good relation, then you can commence ordering direct from a manufacturer. Therefore, when you need to make modifications to your products, then this will be done because you will be contacted directly with a distribution manager.

Attention to Detail

When you are working directly with your supplier, this is a good indicator to your customers that your products are quality and they receive the right attention they need. Also, you need to remember that you will be directly assigned a factory contact who will be responsible for the production line of your products. This, therefore, means that you will receive your items at the right time and in the necessary condition.

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Benefits of Ordering Direct From the Manufacturer

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Have you ever asked yourself when to buy factory direct and when you are recommended to go through the trading company or vendor? But when you want to make any purchase, it is recommended that you order your products directly from the factory source.

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My original colour palette for the range included 3 shades of blue. After I submitted my trend report, I realised I needed a core colour to ensure outfits could be made across the range. I then took away a blue and introduced a black

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Final designs after photoshop. I added the buttons and took away a cut out design to make them more wearable. They reflect the 60s trend well.

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This WGSN report was used for the basis of my trend report and created a main focus for my range plan. It demonstrated the catwalks move towards optic graphics and bold prints

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This WGSN report influenced my decision for bold colours and the mix of these with prints. Clashing highlight colours were key in this range

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Good colour and bold prints that inspired my thoughts on optic graphics and designs. The images show bold prints and clashing colours and I reflected this in my own range

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15 Trends from the 1960s That Are Still Everywhere in Fashion

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Sequined pailettes, denim mini skirts, and more.

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WGSN article about the emergence of optical illusion/psychedelics in fashion and on catwalks

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I used this report to write about H&M's performance in the last year and the effect of the pandemic. It also showed what initiatives they are introducing for the future and their move towards sustainability

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Final mesh tops design after photoshop. I used these colours as they were part of the core collection and could be utilised across multiple outfits

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I used one core colour and one bolder colour to offer a variety of options for the consumer

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Again, as these options were a core part of the collection I used more basic colours to ensure wearability

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I went through many different variations of this top design, as the colours didn't seem to sit well with each other due to the strong print. However after trial and error I chose a good core collection of colours to ensure they could be matched with different options across the range.

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3 knit stripe dresses - shown on WGSN as emerging on the catwalks and good for AW21.

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2 blazers for my trend pieces, sitting at the exit price on the scale. Their design utilises the optical illusion trend, however not to overpower it I only used the design on the collar.

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This was a way to utilise the checkerboard trend, however also incorporating the optical trend into it. The use of faux fur reflected the hyper texture trend seen on the catwalks. 2 key trend pieces

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2 core colours and one trend led colour. I ensured they could be adapted to match the heavily printed options within the range