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3 Main Drivers for Supply Chain Automation in Apparel Manufacturing

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In their latest post for WhichPLM, Gerber Technology shares their view on the current situation when it comes to automation in Fashion. Since they first automated the industry 50 years ago, Gerbrer has continuously revolustionized digitally connected solutions to maximize production quality and hekp customers get to market faster, smarter and better than ever.

The apparel manufacturing industry is just one of many markets faced with adapting to a continually competitive landscape. From traditional brands and players to those who are new or emerging, all are routinely looking for the competitive advantage that will set them apart. Often, this advantage comes in the form of new technologies and automation to improve productivity, efficiency and consistency. Not only can new technologies improve the product and the time to market, but they can also provide industry professionals with more data and analytics regarding their overall operations in an effort to seek out continuous improvement. Automation meets quality needs for the product, but also helps support demand which is increasingly important in the ever agile COVID world we live in.

As such, three main drivers of supply chain automation appear across the apparel manufacturing industry, 1) powerful suppliers and first tier global manufacturers well positioned to reap the benefits of automation, (2) Increased demand for customized goods, and (3) the increased importance of efficiency.

Those with the most to gain from automation include powerful suppliers and first tier global manufacturers due to their ability to invest resources quickly and adjust their business models to align with new automation processes. Furthermore, increased collaboration and a decline in power asymmetries across the global supply chain positions these types of suppliers to take advantage of automation.

Collaboration is a newer theme in this industry as brands, suppliers and technology firms have started working together to develop advanced technologies for both the footwear and apparel markets. This is often as a result of the strategies from the supply chain management companies to create brand-supplier collaborations through unique partnerships which offer financing support, and help build capacity within the network. This improved capacity helps both the brand and suppliers to adapt to the changing needs of the market and be able to adopt new technologies. Overcoming the initial cost and implementation burden of automation technology allows these global manufacturers to more quickly adopt new technology and reap the benefits.

A second driver of automation in this industry in the overall increased demand for customized goods. The perceived need for automation in general is often low due to the sentiment that the fashion and apparel industry has not changed much. It is argued that most products are very basic and able to rely on existing machines and technology for production.

Additionally, transitioning from processes that were designed to be manual to automated processes does not always present a favorable outcome both from a process or cost perspective. Where the advantage does exist though is with customization. Customization with manual processes are time intensive and not efficient, whereas automated processes for customization are much quicker. Automation allows for the efficient production of small batches of customized product that can be sold at a premium whereas manual process would be too labor-intensive to reap meaningful benefits. There have been some notorious successes with this approach to include Adidas’ 2017 pop-up knit customization in Berlin where customers designed custom-fit sweaters, and because of the automated process were able to receive their customized product in store.

Another argument for this approach is that high levels of customization create customer loyalty, and consumers often expect to pay higher prices for personalized products. These factors alone can present long-term benefits to the company, and pay off exponentially.

Lastly, efficiency is king when it comes to automation. Often noted as one of the key benefits to automation, and a very important driver of costs and profits, efficiency is a metric that should be carefully managed and optimized. Efficiency helps with standardization and improvement of internal processes, helps to minimize production costs and lead times, and also influences environmental sustainability.

Automation can meet many of these needs by helping to reduce lag times and bottlenecks in production, improve management systems, influence forecasting and purchasing practices as well as create better internal practices. Perceptions among brands is that automation helps facilitate the quick delivery of reasonably priced goods, and that in the future will be a key component of overall competitiveness across the industry, in addition to digitization and connectivity.

The apparel manufacturing industry has long relied on traditional and labor-intensive processes, but the need for increased flexibility and quickly meeting the demands of the customer has moved many companies towards automation. Automation can have a high up-front burden from both the cost and processes perspectives, which positions larger companies better for investing in this type of innovation. For smaller companies, partnerships and collaborations that are mutually beneficial are springing up as an innovative means to achieve automation.

This increase in automation allows companies the ability to be more agile, improve their efficiency, promote sustainability and increase their overall competitiveness within the industry. Automation is seen to be an essential component of future developments in this industry, so regardless of size—all companies need to critically examine their current operations and determine when, and how to pursue automation in the future.

Lydia Mageean Lydia Mageean has been part of the WhichPLM team for eight years now. She has a creative and media background, and is responsible for maintaining and updating our website content, liaising with advertisers, working on special projects like our PLM Project Pack, or our Annual Publications, and more.Joining mid-2013 as our Online Editor, she has since become WhichPLM’s Editor. In addition to taking on writing and interviewing responsibilities, Lydia has also become the primary point of contact for news, events, features and other aspects of our ever-growing online content library and tools.