JOSSEY MENSWEAR -

THE SUPPLY CHAIN

PROJECT
GROUP 1
 Nguyễn Lê Quý Trân Nguyễn Cao Sơn

Nguyễn Lê Quỳnh Như Nguyễn Đỗ Minh Anh

GROUP 1
Nguyễn Đỗ Hải Anh Nguyễn Ngọc Huyền

Đào Kim Tuyến

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 JOSSEY MENSWEAR
- Jossey Menswear (Jossey) is a successful, long- established and supercool clothing retailer
in themid-range fashion sector. Preliminarily, Jossey relies on auguring the fashion trends
and the products demand for each size.

- In recent times, the company’s apply the Quick response (QR) force chain operation in
order to save working capital and have a rapidly response to the reality of season’s sales
pattern rather than forecasts only

Nguyễn Lê Quỳnh Như

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 JOSSEY MENSWEAR

In here the supply chain team at Jossey Menswear and their

manufacturing plant to implement QR ideas. In order to test
the efficacy of the new idea, a set of performance measures
were introduced.

Nguyễn Lê Quỳnh Như

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Question 1: Why was the QR approach
significant in improving the company’s
supply chain performance?

Presented by Nguyen Le Quy Tran and

Nguyen Do Hai Anh

 Nguyễn Lê Quý Trân

◦ Their hope was that fast throughput in the supply

chain could save working capital and give the
Quick Response merchandising function flexibility to respond to a
(QR) Supply season’s sales pattern rather than work entirely
Chain from forecasts made in advance of the sales period
Management
◦ What was needed was the ability to cope with
inherently uncertain markets

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Nguyễn Lê Quý Trân

David Jossey outlined the case

for QR
“It’s more important to make what you can sell than it is to save a few per cent on the
manufacturing costs, especially if it is not what the customer wants to buy. By far the
most significant way is by driving up revenue through increasing our volume of full
price sales. To do this we have to have the right product in the right place at the right
time. The faster we can replenish our stocks which are held in the shops, the less
initial stock quantities are needed, and therefore the less risk we take of overstocking
on low-selling items.”

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 Nguyễn Lê Quý Trân

Two ◦
◦
The effectiveness of the design effort
The effectiveness of their ability to get the

Issues
right products in the right place at the right
time

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 Nguyễn Lê Quý Trân

◦ Net achieved margin

◦ Full price sales volume
◦ Throughput time for orders placed to
Measuring
Cornwall
Supply Chain
Performance ◦ On-time delivery of all orders from
Cornwall (monthly)
◦ A ‘root cause’ report on all problems
affecting supply chain performance

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 Nguyễn Đỗ Hải Anh

“
Implementation of a Quick Response
(QR) system improves the performance
of the supply chain and thus reflects
positively on sales of the company

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 Nguyễn Đỗ Hải Anh

“
Various initiatives were undertaken by the
supply chain team at Jossey Menswear and
their manufacturing plant to implement Quick
Response (QR) ideas

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 Nguyễn Đỗ Hải Anh

1. Improve the 2. Individuals were 3. 30% of factory

manufacturing of the moved towards team assembly was moved
jacket and trouser working system to QR
assembly in the plant,
payment system and
supply chain
Significance Of performance

QR Approach
4. Build flexibility in 5. Minimize the end- 6. Minimize errors
terms of product to-end lead time and in the supply chain
sourcing, the order-to-delivery process
manufacturing and lead time
logistics

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 QUESTION 2:
Do you think the Cornwall plant’s approaches to
introducing QR ideas were appropriate?

Presented by Đào Kim Tuyến

and Nguyễn Ngọc Huyền

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 Đào Kim Tuyến

‘As far as the factory floor were

concerned, QR meant a move from
traditional “individual operator”
based training to “team” working’

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 Đào Kim Tuyến

In 1998
1200 suit equivalents (SE) per week

By 2002
1900 SE per week

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 Đào Kim Tuyến

Limited factory Limited skills Specialist

BARRIERS space flexibility machinery

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 Nguyễn Ngọc Huyền
HOW TO APPLY ?

- Move from traditional "individual operator" based

training to team" working
- 30% of the factory resources assembly was converted
to QR
- Two QR stems were made, one for jacket, other for
trouser

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 Nguyễn Ngọc Huyền

35-40 % The teams increased the proportion of

trousers being made under quick
Trousers response conditions from 35–40 per
cent of production.

30-35% And increase the proportion of

jackets from 30–35 per cent in July
Jackets 2000.

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 QUESTION 3:

Which of the possible future actions identified by the

supply chain team do you think worth pursuing and
why?
Presented by Nguyễn Đỗ Minh Anh
and Nguyễn Cao Sơn

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 Nguyễn Đỗ Minh Anh

The possible future action identified by the supply chain team which I think is
worth pursuing is “exploring ways of choosing even more flexible cloth” because
with perfect information on market tends the supply chain team would always be
limited by the availability of the cloths.

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 Nguyễn Cao Sơn

Cloths are the main product in which Jossey Menswear deals in. As the supply chain
project teams increases the awareness among the designers, their performance will also
increase the performance of the factory. This can also be done by getting the whole
team aligned to the single chain goal for improving full price sales.

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THANK YOU

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