Case descriptions and data-collection process
| Case SNCa | Location | Sizeb | Company value chain position and productc | Small-series production model implementation (% total) | Respondents (# of interviewsd) | Data collection processd | Data triangulation |
|---|---|---|---|---|---|---|---|
| Case 1 | Italy | Large | SV-BR: Physical retail stores, multiple brands, apparel and accessories, including high-tech sportswear | Small volume: In-progress- Proximity sourcing (reshoring) to test small-series production (5–10%) | A/B-Two Internal R&D/project managers (2), C-Internal R&D/project manager, external project manager (1/2), C-Two internal R&D/project managers, external project manager (1/2) | A-1 h 15 min; B-1 h, C- (two parts) 1 h total; with follow-up/case validation by email | Company website |
| Case 2 | Sweden | Large | SV-BR: E-commerce retailer of fashion products, e.g. trend and never out of stock apparel and shoes | Small volume: Established and growing- Growing proportion of 300–600 piece orders with proximity sourcing (∼12% of apparel) | A/B/C-Sourcing manager (3) | A-1 h; B-1 h 30 min; C-1 h; Follow-up- 1 h, with case validation by email | Company website |
| Case 3 | Italy | Large | SV-P/B: Complex fashion products with sustainable high-technology fabrics and innovative processes | Small volume: Established- Focus on fabric production and small volume product sustainability (100% of apparel) | A-Supply chain manager (notes), B-Internal project manager-technical department, Internal product manager, Two external project managers (1), C-Internal project manager-technical department, External project manager (1), Follow-up-Technical department representative, External project manager (1) | A- (other researcher with notes); B-1 h 45 min; C- 1 h; Follow-up- 1 h, with case validation by email | Company website, brand website, site visits |
| Case 4 | Italy | Medium | SV-PR: Full-package fashion garment production | Small volume: Established- Focus on small volume products using classic and innovative technologies (100%) | A/B-Two Internal project/product managers (2), C/Follow-up- Two Internal project/product managers, External project manager (2) | A- 45 min; B- 1 h 20 min; C-1 h; and follow-up- 1 h, with case validation by email | Company website, site visit |
| Case 5 | Sweden | Micro | SV/OD-P/B: CMT (Cut-Make-Trim) manufacturing for all products and sustainable denim brand | Small volume: Established-Focus on flexible/small volume production Custom/on-demand: In-progress- On-demand brand production (∼100%) | A/B/C/Follow-up- Owner (∼4) | A- 1 h 45 min; B- informal discussion to follow up on SNC (notes), C- 1 h; and follow-up- 1 h 15 min, with case validation by email | Company website, brand website, site visits |
| Case 6 | Belgium | Micro | MTM-BR: Customer-driven digital business model for MTM woven fashion products | Custom/on-demand: Established and growing- Focus on high variety MTM products with proximity sourcing (∼100%) | A/B/C- CEO (3), Follow-up- CEO, External project manager (1) | A- 1 h; B- 1 h 45 min; C- 1 h; and follow-up- 1 h, with case validation by email | Company website |
| Case 7 | Denmark | Small | MTM-BR: Customer-driven digital business model for sustainable MTM jersey/knit products | Custom/on-demand: Established and growing- Focus on MTM product sustainability with proximity sourcing (∼100%) | A/B/C- CEO (3) | A- 1 h; B- 50 min; C- 35 min; and follow-up/case validation by email | Company website, Marketing/communication/crowdfunding |
| Note(s): a SNC for small-series production model(s) defined according to interviewed firm network horizon (Halinen and Törnroos, 2005); b Size defined by employee numbers, in line with European Commission (2003); cAbbreviation based on product focus and ownership of brand and production (SV-Small volume, OD-On-demand, MTM-Made-to-measure, BR-Brand, PR-Producer, P/B-Producer/Brand); d Interview rounds-details below (A-Structured regarding SNC; B-Semi-structured regarding SNC; C-Semi-structured regarding paradoxes; Follow-up) | |||||||
| Case SNCa | Location | Sizeb | Company value chain position and productc | Small-series production model implementation (% total) | Respondents (# of interviewsd) | Data collection processd | Data triangulation |
|---|---|---|---|---|---|---|---|
| Case 1 | Italy | Large | A/B-Two Internal R&D/project managers (2), C-Internal R&D/project manager, external project manager (1/2), C-Two internal R&D/project managers, external project manager (1/2) | A-1 h 15 min; B-1 h, C- (two parts) 1 h total; with follow-up/case validation by email | Company website | ||
| Case 2 | Sweden | Large | A/B/C-Sourcing manager (3) | A-1 h; B-1 h 30 min; C-1 h; Follow-up- 1 h, with case validation by email | Company website | ||
| Case 3 | Italy | Large | A-Supply chain manager (notes), B-Internal project manager-technical department, Internal product manager, Two external project managers (1), C-Internal project manager-technical department, External project manager (1), Follow-up-Technical department representative, External project manager (1) | A- (other researcher with notes); B-1 h 45 min; C- 1 h; Follow-up- 1 h, with case validation by email | Company website, brand website, site visits | ||
| Case 4 | Italy | Medium | A/B-Two Internal project/product managers (2), C/Follow-up- Two Internal project/product managers, External project manager (2) | A- 45 min; B- 1 h 20 min; C-1 h; and follow-up- 1 h, with case validation by email | Company website, site visit | ||
| Case 5 | Sweden | Micro | A/B/C/Follow-up- Owner (∼4) | A- 1 h 45 min; B- informal discussion to follow up on SNC (notes), C- 1 h; and follow-up- 1 h 15 min, with case validation by email | Company website, brand website, site visits | ||
| Case 6 | Belgium | Micro | A/B/C- CEO (3), Follow-up- CEO, External project manager (1) | A- 1 h; B- 1 h 45 min; C- 1 h; and follow-up- 1 h, with case validation by email | Company website | ||
| Case 7 | Denmark | Small | A/B/C- CEO (3) | A- 1 h; B- 50 min; C- 35 min; and follow-up/case validation by email | Company website, Marketing/communication/crowdfunding | ||
| Interview round 1 – Structured interview (Interview A) [Case and SNC context] |
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| Interview round 2 - Semi-structured interview (Interview B) [Case and SNC context] |
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| Interview round 3 – Semi-structured interview (Interview C) [Case paradoxes and management] |
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What are the products currently offered in small-series, and how? a.What production dynamics are used? b.What percentage of total production is offered this way? What are the potential products that could be offered this way in the future (short/medium term)? How does (or could) this type of production interact with the standard offering? What is required for small-series textile/apparel production throughout the supply network? [closed-SNC aspects] How do those required elements relate to (influence) each other? a.How can you explain this influence? (positive/negative impacts) [open] | |
Business case Small-series production model How has the business environment changed from the past, and how do you foresee it changing in the future: a.What changes to downstream demand, upstream supply? b.What changes to Products, Operations, Relationships, Structures? How do the above described characteristics interrelate, with: a.Performance, Products, Operations, Relationships, Structures? | |
-Follow-up on in progress small-series production models reconfigurations or planning -Environmental changes and impacts Learning/Knowledge – tensions between incremental and radical innovation (e.g. stability/change) Belonging/Identity – tensions between individual/firm and collective (e.g. different stakeholder views) Organizing/Process – tensions between competing process designs (e.g. flexibility/control) Performing/Goals – competing strategies and goals (e.g. cost/lead time) a.Priorities/motivations (e.g. capabilities like delivery, quality, etc. that are linked to structures and decisions) b.Products (e.g. structure, composition, variety) c.Processes (e.g. operations flow, technology-production and ICT, activities) d.Supply chain relationships (e.g. levels of trust, integration, collaboration, ownership) e.Supply chain structures (e.g. location, number of suppliers, complexity of structures) |