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The fashion industry is subject to unprecedented changes with the general trend for families to decrease their clothing spend, coupled with strong pressure over profit margins. Consumer behavior has evolved. They are more informed and versatile; they are looking for innovation and are sensitive to societal and environmental impacts. Alongside these changes, “pure-e-com” companies such as Zalando and ASOS are growing their share of market as they benefit from having smaller cost structures than traditional retailers.

Challenges in the fashion industry

These market evolutions are driving the traditional fashion industry towards business transformations in order to stay competitive. There is a need to improve attractiveness through faster product launches and total customisation.  This requires reinventing product development processes including 3D conception and “lean” cycles. Fashion companies need to determine how to transform effectively to omnichannel retailing, ensuring a perfect fluidity between sales channels throughout the entire lifecycle (one stock, OMS, real time) and offering custom-fit services guaranteeing a perfect fluidity between channels.

Further to this, there is an urgent requirement to be more socially and environmentally responsible through transparency in production processes (especially in low-cost countries) and the reduction of greenhouse gas emissions (IOT traceability, low carbon transportation technologies etc). There is also the need to counter demand volatility and consumer versatility and to avoid soon-to-be forbidden product destruction, driving them to develop predictive technology and supply chain agility.

How we can help with the fashion industry

We work with more than 50 of the most famous clothing brands in Europe and the USA, at every step of the value chain, from strategy to project implementation. We help with:

Logistics networks

  • Redesigning logistics networks and optimization of transportation flows, taking the benefits of IOT technologies, real time traceability and warehouse automation
  • Lean procedures in logistics operations and stores

Process re-engineering

  • Process re-engineering from product conception to warehouse deliveries, with a mindset of reducing delays and improving quality standards

Omnichannel transformation

  • Definition and implementation of omnichannel transformation (service pallets, stock centralization strategies and order management)


  • Collection, assortment and inventory planning and steering on both a macroscopic scale (categories and regions) and microscopic (in-store SKU) based on the best merchandise planning tools and practices
  • Installing collaborative processes with suppliers integrating material and capacity planning to shorten delays and speed-up production


  • Redefinition of sourcing strategies on a global scale and optimizing procurement performances (supplier negotiation and collaboration)


  • Improving the reliability of sales forecasts using data science

Our approach

We apply a combination of technical expertise, operational experience and business knowledge to help our clients solve fashion issues and deliver lasting results. Our personal and pragmatic approach, with challenge where needed, ensures buy-in at all levels of our clients’ businesses and a successful outcome. We have worked with a wide range of organizations in the fashion industry including Burberry, Calvin Klein Inc., C. & J. Clarks Ltd., La Redoute, L Brands, Salomon, Clarks, Orsay, Sandro, Kiabi and Kenzo. Learn more about us here.

Fashion case studies

Agile operating model design

Agile operating model design

Calvin Klein Inc. is an American luxury fashion house specialising in lifestyle accessories, ready- to-wear apparel, leather, perfumes and watches.

The premium brand, CK205W39NYC, had a long product development cycle, high overdevelopment rate, and low productivity compared to its competitors. There was a need to re-establish the brand as a “Halo” brand to lift impact and help drive sales of other CK brands.

DC systems requirement, selection and implementation

DC systems requirement, selection and implementation

C. & J. Clarks Ltd, founded in 1825, is a global footwear leader and the largest everyday shoe retailer in the world selling over 52 million pairs of shoes in 2016. Clarks serves all of its distribution channels (retail, wholesale and e-commerce) in the UK and Europe from its sole distribution centre in Somerset, UK.

Clarks realised that the operating support systems deployed in the highly automated facility were at the end of their useful lives and needed to be updated. Furthermore, Clarks was facing new and ever-evolving challenges from competitors and increasingly complex demands from customers.

Strategy redesign for after sales

Strategy redesign for after sales

La Redoute is a French multi channel retailer founded by Joseph Pollet in 1837, it specialises in ready to wear apparel and home décor. La Redoute is the second largest seller of women’s apparel and the third largest seller of linens in France. Their e-commerce site is the top ranked French site for apparel and home decor, with more than 7 million visitors each month. The company operates in 26 countries and has more than 10 million active customers.

The company wanted a review of their after-sales strategy approach to improve performance and customer satisfaction.

Distribution centre start-up rescue

Distribution centre start-up rescue

L Brands is an international retailer of personal care, beauty products, apparel and accessories through brand names Bath & Body Works, Victoria’s Secret and PINK. The company operates 2,900 company-owned specialty stores in the U.S., Canada, the U.K. and China, and sold in more than 700 franchised locations worldwide. The company’s products are also available online.

The company operates multiple campuses in Columbus, OH with six highly mechanised distribution centers, in addition to a network of retail and eCom 3PLs. Our team was asked to help after a difficult start-up of a mechanised DC caused performance issues during peak season.

Multi-channel distribution centre retrofit

luxury apparel

Multi-channel distribution centre retrofit

Coach is a luxury American fashion company that designs and manufactures handbags, accessories, apparel, footwear, and other leather products. It has a large network of retail stores, a strong eCommerce presence and serves international and wholesale customers.

Steady business growth was straining storage and processing capacity. More productive processes were required to reduce the reliance on labour as the business doubles in size, and through peak demand periods.

  • Develop a plan to rearrange the facility and keep it running during the transition
  • Accommodate a Manhattan WMS upgrade
  • Develop new, more productive processes, including the redesign of direct to consumer fulfilment
  • Where possible, utilise components of the existing MHE system and its control system(s)
  • A redesigned facility, including a put-to-light module
  • Doubled processing capacity and increased storage capacity by 80%
  • Significant increase in value-added services processing capacity
  • New processes to dovetail with the WMS upgrade process and functionality