The Founding Of The Vanity Good Brand

Founded in 1899, Vanity Rational (VF), the world's most significant publicly owned clothes company, offers various products such as jeans, hand bags, sportswear, shoes or boots and outerwear. It functions mainly in the US and European countries, but also in producing countries like India, Russia and China. Within the last ten years, VF made some acquisitions like the North Face, Napapijri, Nautica and Vans. Five major coalitions contain multiple brands - a total of 700 brand stores in 2009 2009 - leading the "Growth Plan" strategy. The company documented, in 2008, $7, 561, 621 of earnings.

VF brands are attempting to establish close relationships with its suppliers to reduce production costs, react to changes in other cost factors, and shorten the business lead time occurring with the traditional suppliers. Also, Fraser, the Chief executive of the Source Chain International for VF brands, is concerned that the company's current supply string strategies won't satisfy the future demand that will occur in the Asia-Pacific areas. With this paper, we will evaluate four alternatives that VF brands can do for its global expansion in to the Asian market segments. Those 4 alternatives are as follow; (1) To forego the Third Way; (2) To continue with the current supply string strategies; (3) To choose the best method for every coalition and products categories; and (4) Slowly but surely switching to Third Way entirely in the end. Predicated on our analyses of the 4 alternatives and the attire industry, we will suggest the best solution that will fulfill the new demand and help the the areas to become better and effective in the foreseeable future.



Since the company was established greater than a century previously, it was able to develop certain competencies in various areas and a good reputation. One of them is the strong performance in its internal vegetation, and the know-how and experience involved. All these resulted in VF's own sustainable competitive advantages. In addition, the business built a technological know-how and executive capabilities, which are incredibly difficult to imitate. The speedy production at the internal plants and its supply chain are extremely valuable. Moreover, a large variety of suppliers and the knowledge gained accumulated over time give VF a significant and reliable network. Also, through the various acquisitions, VF preserved the unique organizational ethnicities and brand identities to keep carefully the design groupings intact. Every brand has then a strong personality that can be monitored and developed independently, giving more variety. Besides, the finances of VF is strong with a minimal level of debts and a high cash position that can help them in case there is tough financial situations and present them more flexibility to respond consequently.


When working such a huge and varied company, some problems may occur. The first one is the lack of coordination and trust among suppliers and the company. A bullwhip effect may be viewed because of the insufficient inventories. Also, the supply chain is often illogical and highly fragmented credited to various outsourcing locations. Certain dependence may be caused by some suppliers, making it very costly (ex girlfriend or boyfriend: Nicaragua). Thus, creating a reliable provider network is very costly. VF has a large intricacy of its product line, resulting in different needs and priorities among its numerous brands. The variety of ideas between coalitions and directors triggers some problems in the decision-making as well. Low costs pressuring for outsourcing can lead to quality issues and insufficient control. Additionally, very little differentiation can be produced in conditions of offering and travelling.


As the apparel industry is changing at a very rapid rate, impressive companies can easily see various opportunities. The resource string management is a very first change in the company's structural changes; then the "Third Way" is described as an chance to gain another competitive advantages, in the years ahead. Partnerships can be developed in a permanent vision. Furthermore, the extension of sales in expanding countries represents a huge development opportunity. Asian market segments seem such as a favourable location for new stores. Also, the development of new range products at a wide selection of price can be designed at any time to satisfy a new market section. Fashion is seen differently about the world, thus, various strategies are being used to fulfill each need. Future acquisitions can also contribute to the progress of VF.


Apparel industry is very much indeed affected by economic situations. In times of turmoil, too much reliance on some suppliers might be fatal; especially that competition is very hard and powerful with brands competing directly. Ongoing investment must be made, essentially in marketing to maintain margins. Plus, the growing bargaining power of mass retailing chains put pressure to lower the price at all time. Also, the repeated changes in tariffs and quotas make outsourcing unsure sometimes, making the research for suppliers challenging.

Agile supply chain and vf brands

The "third way" seems to be a new way to deal with suppliers and with a supply chain in general. However, "third way" could be seen as an agile supply chain in many aspects. In the next section, we will discuss what exactly are an agile source chain, the distinctions between lean resource chain and hybrid supply chain, and the hyperlink with VF Brands' "third Way". This part will give basic information that will be great for our recommendations.

VF BRANDS along with the AGILE Source CHAIN

In a turbulent and volatile world, "the only thing that does not change is change alone". Quite simply, companies contend at several competitive dimensions like cost, delivery time, quality and overall flexibility. However, today's intensely competitive market is increasingly more defined by an instability and unpredictability of demand that symbolize the new troubles organizations face. For many reasons, the merchandise and technology life cycles are shortening, forcing more recurrent product changes in addition to new competitive pressure. Now, companies look beyond cost and quality advantages. Rate to market, accelerate to delivery and overall flexibility are being emphasized as a way to become more reactive to the needs of customers. However, more than quickness, companies need a advanced of maneuverability, or quite simply, a high level of agility.

What can be an Agile Group?

Agility is a business-wide potential that embraces an organizational structure, information and systems, logistics processes, and in particular, mindsets. The key to success of the agile business is accelerate and overall flexibility. Agile organizations are market-driven, with more product research, and brief development and release cycles. An agile group can be defined as an organization capable to "handle unexpected difficulties, to endure unprecedented threats of business environment and also to take advantage of changes as opportunities". This kind of organization must be considered a fast moving, versatile, robust business able to achieve a competitive benefit in a very instable environment.

The basic way to define agility is the ability to quickly match source, however, it is important to describe that agile is not really a synonymous of leanness. Indeed, low fat can be seen as doing more with less by utilizing a lean production (Porsche Consulting) with "zero inventory" or "Minimum Reasonable Inventory (MRI)" and "just with time" strategy. However, lean processing system will not often mean flexible processing system. A slim manufacturing system can effect on less waste materials and high efficiency, but sometimes with important inventory. Finally, a firm with a low fat chain of source can make their consumers hold out a longer time to receive their products. We are able to illustrate that with the automotive industry plus more specifically with the Toyota Creation System. Indeed Toyota development system can be seen as low fat, but that does not imply that consumers do not have to wait, often during a few months, to really have the car of their choice. Therefore, "Lean" methodology works best in high volume level, low variety, and predictable environment. Whereas, "Agility" is needed in less predictable environment where demand is volatile and the requirement for variety is high.

The Agile Source Chains and Characteristics

All organizations have supply chains of varying degrees, depending upon the size of the business, the depth and scope of international outsourcing, the sort of product produced, and the international development network. A resource chain explains the series of linked activities creating an activity that changes resources and components into completed products that'll be allocated to customers. The agility of a Supply String is a measure of how well the relationship mixed up in process increases four pivotal aims of agile manufacturing: Customer level of sensitivity, Virtual integration, Process Integration, and Network integration.

First, all the agile source must have the capacity to comprehend and react to real demand quickly, quite simply, the supply string must be customer delicate. The organization must have the ability to make forecast established upon previous sales or delivery demand and convert these forecasts into inventory. For example, the main problem for companies is to be able to notice the voices of the market by getting Efficient Response from customer (ECR) using information and technology to fully capture data on demand straight from point-of-sale and point of use. The business must use information and technology to share data between customers and suppliers creating a supply chain predicated on information alternatively than inventory, basically, create a Virtual Supply Chain. Sharing information using information and system (for example EDI) with this partner will generate a collaborative work place (process integration) that may be illustrated by joint product development and process improvement between buyer and suppliers. Integrated your process provide potential for major performance gain. This form of co-operation in resource chain is increasingly more important as many companies concentrate on their center competencies and outsource all the activities. Partnerships between buyer and provider are inevitable to attain an agile supply chain. To the extent, integration can mean the combo of sell through data, exchange of inventory position information, order coordination, open-book accounting, buyer distributor team, discuss information about the future products, and change in making process need to be changed as well as simplified pricing schemes.

Figure 1

Dimension of Resource Chain Agility

Supply string agility can be discussed in conditions of two sizes of reach and selection of activities included in networking between companies (13;8). The amount shows this two-dimensional framework. Within the vertical axis, there is the reach from Personal Division to Global. When, in the horizontal axis, you can find the number of activities from the basic way to send a note (EMAIL for instance) to Internet integration. This figure shows three steps from Charge of Material through Purchasing efficiency with electronic commerce, Supplier coaching, and Relational Data source to the top level of planning, and control with Demand Planning, and Capacity Planning, and so on. To accomplish agility on the Supply Chain, an organization must go through these steps and access the highest level with planning and control. Actually, the company must achieve the highest level on Reach (Global) and on Range (Integration). Indeed, on the previous step, internal businesses will be translucent to suppliers and customers. This transparency allows combination company's team to work. Local groups have the ability to think internationally and discuss the procedure and necessity without restriction without major problems of communication. Any change, changes, and new task can be implemented quickly, successfully, and easily without creating high cost, or affecting quality of the outcome. (Shape 2)

Another review, by Vankatranan and Handerson, applied these three steps in addition with three inter-dependent dimensions of the resource chain (customer conversation, asset configuration, Knowledge Leverage). Actually, these three stages can be carried out to evaluate improvement on each sizing of the supply chain and see how well integrated and agile it is. (Amount 3)

Hybrid Strategy, another Solution

Lean and agile source string are two concepts concentrating on two different issues. Lean initiative is said to focus on cost and quality and influences on flexibility and times centered technology leadership aim (e. g. TPS), whereas, agile supply chain affect costs and time founded technology command. However, companies often need to bear in mind cost quality as well as overall flexibility and technology management at the same time. A blend of both solutions could be appropriate to create a hybrid strategy. Hybrid Supply Chain focuses on the actual fact that characteristics of demand must be taken into consideration when designing the supply string. Within a merged collection of product and markets, there could be some products with stable demand and some other with unpredictable demand that's the reason a supply does not have to be totally agile of lean. For example, the Supply Chain of the fashion apparel, Zara, could be shown as a agile resource chain with some lean characteristic in order to really have the most reliable quick-response system in its industry. Indeed Zara can quickly understand developments, producing some items with low adaptable demand in low cost country (low cost, very long time delivery, etc), but at the same time they are able to be produced quickly in response in Spanish high-automated and very productive factories that allow quick development, shorter time to delivery in point of sales, lower risk, and more flexibility. We are able to discuss another case, IKEA. IKEA deals with many suppliers typically in EU (more than 50%) and 20% in China. Two ideas must be underlined; Ikea usually execute long-term romance with strong partnership using its suppliers, however, these lovers must value very rigid norms created by IKEA itself. IKEA can help is suppliers (by financings machines, increasing the efficiency of the supply string, and on) that make these dealer very efficient and incredibly dependent to the buyer. Up to now of view, IKEA resource chain can be seen as an agile Source String, however, Ikea produce many products in Asia (China), but the products have a more stable demand pattern.

VF BRAND and The Third Way: Implementation of an Agile Supply String?

Vanity Good brands were used to deal with their own very reliable factories located finished to the company's main market, the US. However, the group made a decision to extend globally by purchasing other brands where the regulations were sometimes to totally outsource the creation. VF brands needed to deal with an extremely complicated supply chain, very decentralized design, and so on; some sort of mix between traditional sourcing and outsourcing, for some aspect a lot like ZARA. However, just chasing low cost and building its own factories aren't seen as a long-term solution for Chris Fraser, Leader Supply String international for VF Brand. At exactly the same time, a few of the inefficiency was anticipated to lack of coordination and lack of trust between outfits companies and suppliers. A fresh solution was followed, the "third way. " "Third way" means that VF should focus on supplier network. Suppliers and VF brand would work jointly. Suppliers would own their factories, but VF brand can help them free of charge using their own resources in engineering and management pushes as well as with their purchasing power to procure fabric and other raw materials -resources previously used in their own factories. This solution appears like IKEA's solution, however, Ikea focused on a network of suppliers geographically near its location which is not the case for VF Brand that contain to cope with low cost countries legislation and particularities and many brands to be able to accomplish its agile resource chain. The email address details are of low quality for as soon as: difficulties to influence shareholders that posting resources with outsourced suppliers is a good solution, and as well as difficulty linking with the united states where products are offered; which probably is why.

As a bottom line, results from studies like demonstrates just a few companies have followed agile supply string routines. However, most companies have created long term cooperation with suppliers as well as customers; it can be seen as low fat Supply chain or cross types strategy. Indeed review suggests that low fat supply string has a higher level of effect on competitive objectives as opposed to agile supply string. Nevertheless, this final result would probably be mentioned within a couple of years as it will take a while before current companies' assets and research work on agile source chain lead to more concrete and pleasant results on competitive final result compared to low fat supply chain. Let's see what VF Brand can achieve if it pursue this "third" way.


Alternative 1 Abandon the 3rd Way - go back to the old way

The Third Way could potentially cause many issues for VF, hence abandoning this way before investing excess amount is a possible alternative.

Firstly, you maintain the flexibility to improve volumes or even to change to a company who's offering a cheap. You are also independent from the supplier's problems, for illustration if you aren't satisfied with the quality of the merchandise, you can merely switch to a new supplier. Following the old way, you certainly do not need to spend time and money until the challenge is fixed.

Secondly, it is difficult to find suppliers inclined to form a collaboration with the given conditions. To agree to not provide you with the same group of products to competitors anytime in the future is a huge barrier for a company and drags him into reliance on VF. Because the price paid is obscure at the establishment of the relationship, the supplier faces the risk to be exploited. The fact any particular one of the test Third Way suppliers could not manage to endure financially is a hint that the relationship might not work out for suppliers. FURTHERMORE, VF's existing suppliers were carefully chosen and given that they were not considering a closer relationship. Thus, VF must establish the Third Way with anonymous companies, risky if you are regarding the trust needed.

Thirdly, there continues to be the likelihood that VF's knowledge leaks out to rivals. The technology you provide your company is definitely not limited to a particular group of product, but you relationship might be. In cases like this, the technology could be used by competitors if indeed they buy products of your different kind from that dealer. Since VF is not who owns the supplier, it is also harder to regulate the knowledge leaking. For example, an employee may change to a competitor's supplier. Fraser and Green called VF's specialized capacities a "trump cards", therefore it should be highly secured rather than being risked.

Another point is the fact that the situation of moving over costs is also a concern. To establish a Third-Way-relationship VF must spend money to transfer their knowledge to the supplier. Since the last mentioned is not burning off any money in case of termination of the deal, the chance for dropping away is higher. Regardless if the supplier drops out or is shutting down for a few reasons, it requires a long time until a fresh relationship is made, so VF might face severe supply difficulties.

Lastly, in a report there was no significant connection between strategic sourcing and attaining competitive edge. Therefore, the effort spent on the 3rd Way may not gain the expected results. Alternatively, the same research showed that tactical sourcing (and therefore the Third Way) has a positive impact on business performance. A detailed marriage is also speeding up goods' entry. Also retain in mind that the total costs for a five pocket denim jeans were the lowest of all three ways.

Alternative 2 - Continue the existing supply chain strategies

Another alternative technique for the situation which Vanity Fair brands are facing is to keep focusing on the current strategy. As described in the article and backed by its strong financial performance compared to its competitors, the company has maintain steadily its competitive position in the clothes industry. VF brands have been more developed through a series of successful mergers and acquisitions of different brands, products, and styles. Throughout these acquisitions, the business was able to gain huge competitive advantages from working its own making plant life and traditional outsourcing, together. This mixed strategy allowed the business to juggle between predicated on the geographic markets, demands, different products and coalitions. Fraser's Third Way strategy seems very attractive for VF in the years ahead. Many of the challenges the company faces are anticipated to production inefficiency and dealer relationship based on little or no trust. Fraser and VF brands are at a crucial stage to decide this means to carry on international growth goals in the future. Despite many benefits associated with the Third Way, the business must verify if this supply string strategy is a strong fit for Asian marketplaces.

As mentioned recently, there is no doubt that a combo of "full integration and traditional sourcing" is a VF brands' durability. Internal manufacturing sites are able to produce high quality products more efficiently and reliably compared to not only its competition but also its outsourcing suppliers. The significantly reduced production time is a superb strength with regards to the products that activities a higher inventory turnover rate. Another benefits arises in surprising crisis including the global economic downturn in 2008-2009. If the business operated solely based on outsourcing, it would have been very hard to survive because of the shutdown of small outlets and short notice of the discontinuation.

On the other hands, outsourcing for several coalitions or products due to the mother nature of its operations is unavoidable. "Cut and make" (CM) agreements allowed the company to oversee cost motorists at each level, mostly for heritage lines supplied in Central North american and Caribbean. Full deal sourcing was mainly utilized for the lifestyle brands in Asia, Europe, and Northern Africa. Outsourcing strategy provides VF brands with an increase of flexibility when dealing with different suppliers across different geographic parts, especially with regards to tariffs and quotas.

While the Third Way has many benefits going forward, this strategy also involves a higher risk and costs associated, more so if carried out without comprehensive research and examinations. Besides the concerns from different regions of the company itself, the 3rd Way should be carefully picked and applied to the most suitable product lines. For instance, the strategy is most well suited for products that require the stable and regular way to obtain its inventory with the staffs of a certain degree of education. Also these potential suppliers should be happy to generate the strategic relationship for a long term. As mentioned before, switching costs are another hindrance. Since it is much easier to persuade new suppliers than existing suppliers, the company needs to extensively examine the requirements of potential suppliers and there is always a risk that the supplier might not meet up with the standards down the road. Rather than widening globally extensively through the Third Way, Fraser and the business must first identify the strategic fit for certain geographic regions for several products/coalitions, and then pursue this strategy. Something line making up a small volume or not much techniques or skills should rather be outsourced.

Alternative 3: Hybrid Supply Chain

VF Corporation world headquarters is positioned in Greesboro, NEW YORK where the senior management team is situated, combined with the corporate strategy, Finance, Global Business Technology, Laws, Human resources and finally, Global Supply Chain. VF Brand Business design focuses on encouraging the personality of lifestyle of every VF Brand and has to package with each headquarter. Indeed, each Brand has its own headquarter and targets its consumers and customers. (1) However, VF Brands got divided the world into 4 areas: US Region, Americas, EMEA (European countries, Middle East, Africa), Asia-Pacific. VF Firm has a specific strategy for every region even some brands are in several regions and are often global. Each brand has specific suppliers that can deliver internationally and deal with the headquarter of this specific brand (not with VF Company). However, different brands in different regions may need the same provider for almost the same product. For instance, two brands may need the cheapest distributor as possible for a specific kind of product that can agree to a long business lead time whereas some other products may desire a short lead time as the demand pattern could fluctuate a great deal.

The next advice could be for VF Brand to truly have a more original and custom-made production and purchasing strategy. The basic idea is to create more coherence between where suppliers are founded and where products are sent out. Let's take backpacks for example. Backpacks are necessary for many companies inside the group, however the demand for backpacks is not fluctuating a lot and the demand is often lower for a backpacks than for denims or a t-shirts or t-shirt. Therefore that these backpacks could be stated in Asia with lower prices and longer business lead time with traditional suppliers. However, Trousers for the united states market could be produced in Mexico in highly computerized factories managed by VF Brand, and delivered quickly to the united states. Manufacturing these Skinny jeans in Mexico allowed shorter lead times and overall flexibility depending on fashion style and thus, demand. The idea is to foundation suppliers where it is more significant for distribution. If goods are stated in Eastern European countries or Asia, these products should be shipped straight from suppliers to a circulation center which will be located near where products will be sold. Indeed, nowadays, many products are stated in Asia and sent to the US to finally be sold in Asia. This new strategy will significantly reduce lead times and cost.

Previously, we only discussed regular suppliers and manufacturing plant owned or operated by VF. However, VF Brands do not own their own factories for case in the Western european and Asian markets. The main element idea is to put into action the 3rd way in this case. Indeed, some products in the Asian or European market could have a very fluctuating demand craze; for these specific products some brand might need suppliers as successful as VF Brands factories. Choosing specific suppliers and employing the third way with them is actually a good solution. These third way suppliers could produce for different brands of the VF Corp when they would like to produce common products for a particular time frame or deal with specific products for different brands of the group. These third way suppliers could become VF Brands factories; however in this case, near EMEA (Europe, Midsection East and Africa) region or Asia-Pacific region marketplaces. To avoid sending products to other area of the world and then send them back to the original region, local centers could be created. These centers will received product from normal suppliers (common for everyone VF Corp Brands) and then send these product to other local centers, lowering lead time and cost. At the same time, Third Way suppliers will only focus on production for their genuine area of the world.

VF Brands must react local and think global. However as I will show, VF Brands do not have to think global just with its supply chain. Indeed, even as we previously said, some products -like backpacks- aren't often a trendy product. These "not-so-specific" products may have a common bottom part -program- share between your brands that allows mass production with the same suppliers-reducing cost by dealing with an increase of significant volumes-. Quite simply, some products could probably be designed by and then for a different brand of the group but with the opportunity of customization to distinguish the products.

Exhibit 1 teaches you a good example for 3 areas, (EMEA, USA, ASIA)

1- VF Corporation Website http://www. vfc. com/about/global-presence

VF CORP, how to think Globally

Alternative 4: Little by little move to Third Way altogether in the end

Another alternative is the fact that VF could gradually change their technique to Third Way totally in the long run. As stated in the given case, VF can achieve more efficiency and permanent stability through the 3rd Way. In our earlier alternatives, we pointed out our concerns about the 3rd Way that it could not succeed. Relating to this point of view, the Third Way provides loss of overall flexibility, leakage of VF's technology to outside and many other losses that will not benefit the company. However, to endure in garments market of today, it is crucial for a company to gratify various needs of consumers while offering products as quickly as possible, which can be achieved by the 3rd Way. In order to quickly react to market changes, it is important for VF to truly have a simplified, efficient production process such that it can immediately work when necessary. By achieving the 3rd Way, VF can gain two advantages. First, it can bring efficiency to its source process. Second, it will bring about a long-term and sustainable distributor relationship.

First, by employing the Third Way, VF can make its source process more efficient. By giving high technology engineering resources of VF, suppliers of VF can improve its development processes. This can bring about cost benefits for VF as it will reduce lead time, and decrease development and inventory cost. Not just that, improving production process and shortening lead time mean VF can action more quickly. It's important for an attire company to respond quickly to changes to meet ever changing needs of the fashion market.

Second, VF can create a permanent and sustainable supplier relationship with its suppliers by following Third Way. As mentioned, deal of Third Way includes permanent contract with its company in producing goods. With a long-term romantic relationship, VF can reduce cost of finding new provider for every year. Also, by providing VF's executive resources to improve the production process for suppliers, VF can gain trust from its suppliers. By building trust with suppliers, VF can lessen the price of extra inventory and long business lead time.

Those against the Third Way argue that it'll lead to low overall flexibility, technology leakage. However, recent tests in countries like Bangladesh revealed the 3rd Way suppliers were able to greatly shorten lead time, allowing VF to react to market more quickly than in comparison to traditional ways. Also, no leakages of VF's technology were reported. Those against the Third Way argue that the 3rd Way has many holes and and yes it is unable to persuade existing suppliers to improve in to the Third Way and therefore risky and ineffective strategy. However, this is a myopic view of the problem. Such problems are transitional errors that can be dealt with in the long term. Holes that may appear through the 3rd Way can be revised when such problems are located. Also, the distributor persuasion issue can be dealt by little by little upgrading existing suppliers with the Third Way suppliers while regularly endeavoring to convert existing suppliers in to the Third Way. It is essential for VF to be able to survive in clothes market to build a supplier romantic relationship that is ecological and interactive; hence, the Third Way is the solution.


The company happens to be in a no-return process. It needs to find the best way to meet the growing demand all over the world but specifically in Asia. Fraser wants the best answer that will gratify the near future demand. He was considering by doing either increasing the "Third Way" sourcing, growing internal manufacturing, or by simply doing more traditional sourcing. After examining different alternatives, we've concluded that VF should adopt a cross types strategy; to choose the best method for every coalition and products categories.

The Hybrid could be a good solution. Let's take the example of the Asia-Pacific market, 3rd way suppliers as well as normal suppliers could be utilized. Indeed when demand is volatile for a specific product or when the product needs quick customization the third way suppliers could be utilized. These third way suppliers will act with lower business lead time than normal suppliers and can become a factory owned or operated by VF Brands near to the US for the US market. On the other hand, when the demand for a product is more steady (like Backpacks), the products can be produced by normal suppliers all over the world. However, an interesting point can be added. As many products are created by normal dealer in a region A, delivered to a region B, and then sent back to region A, regional centers could be created. These regional centers could take care of how many products that are produced for the local/local markets must stay in the local/local market and how many must be send in other regional market. This notion adds a "layer" to the source chain adding difficulty but increasing reactivity to local/ Regional market. An attempt must be produced in order to truly have a very useful ERP/ communication system between regional centers and the headquarter of each brands in order to match supply with demand. Another difficulty is the fact VF Brand should focus and search for the best location to avoid those losses as well for Asia-Pacific areas.

Another idea is these regional centers are straight linked with suppliers; the business should know what suppliers can produce and which distributor is a good one for a particular product. The regional center could be associated with a worldwide design center that might be in charge of creating common system easy customizable products. These products will be common to many brands of the group. Let's take the exemplory case of backpacks; they have regular demand worldwide and it'll be an edge to do all the backpacks in a single place at where it's the cheaper because the business lead time won't affect the customers just as Asia.

At once, each region will have third way suppliers. To apply the agile resource chain they will need to find suppliers who want to type in this permanent project as we've already said. Presently, they have the third way sourcing in India and none in the north of Asia. They'll need to search other suppliers in Asia that are willing to apply the 3rd Way.

Concerning the sourcing, we have concluded that they'll need to implant a 3rd way distributor for the goods that are volatile and this change often during a calendar year. With it, VF brands will have more benefits in the foreseeable future. For the products which may have less changing and where the demand is secure through the years, it'll be better to have a provider in a country where in fact the cost and labor work is cheaper.

Concerning the U. S. region and Americas, currently they may have their own production sites in Mexico which follow the demand for the U. S. But, they will need to implant in the EMEA areas a supplier that will be working with the third way to satisfy the demand for all of those other Americas. They will use the regional circulation centers that are already near to send the ultimate goods at destination.

As we have said the VF need to be global but think locally to satisfy the demand and to reduce all the expenses and the lead time. THE 3RD way will increase efficiency throughout the whole process.

Exhibit 1: Example with USA ASIA EMEA regions

Regional Middle: Nowadays many products for Asia are stated in Asia, send to the house country of a specific brand and then send back to, for example, Asia.

Regional Centers can be common program used by all brands. With Regional Middle we could adding a part to VF Corp Supply String however this coating could help to diminish lead-time and have a far more "regional centric" way.


Sources for What's an agile Source Chain

Figure 1: Number 2: Reach and Range analysis of Supply chain (Browne et al. , 1995; Kehoe and Boughton, 2001).

Figure 3: Three measurements and periods of supply chain maturity (Venkatraman and Henderson, 1998).

1: Contemporary Engineering Sciences, Vol. 2, 2009 no, 117-138 Process Structured Agile Supply Chain Model According to BPR and IDEF 3. 0 notion by Abbas Toloie Eshlaghy, Ali Rajabzadeh Ghatari, Nashem Nikoomaram, Hessam Zandhessami

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4:RGC School: Supply String Agility definition

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6: Research be aware: Supply string migration from trim and functional to agile and customized Martin Christopher and Denis R Towill

7: Depth and opportunity of internation outsourcing are two ideas used in the analysis by Michael J. Mol, Pieter Pauwels, Paul Matthyssens, Lieven Quintens A Technological contingency perspective on the depth and scope of international outsourcing

8: Sharifi H Zhang Z, " Agile processing in practice- Software of the methodology. International Journal of Functions Creation Management 21 (5/6): 772-794, 2001.

9:Browne, J. , Sacket, J. , Wortmann, J. , 1995 Future manufacturing systems - Towards extended entreprise. Computers in Business 25, 235-254

10: Hau L Lee V padmanabhan Seungjin Whang: Information distortion in the Supply String: The Bullwhip Impact Stanford California.

11: Hoek, R. I. , Harrison, A. , Christopher, M. , 2001. Measuring agile features in the resource string. International Journal of Functions and Production Management 21 (1/2), 126-147

12: Harvard Business College 9-610-022 November 5 2009 Gary Pisano, Pamela Adams VF Brands: Global Source Chain Strategy

13: Agile supply chain capabilities: Determinants of competitive purpose Y. Y Yusuf; A Gunasekaran, E. O. Adeleye, K, Sivayoganath European Journal of Operational Research)

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