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Purpose This study sets out to focus on the textiles and fashion clothing supply chain with the objective of identifying factors that constrain company activities and inhibit competitiveness. Design/methodology/approach The methodology for this research involves multiple case studies involving UK companies. Supply chain management theory and ecological concepts have been used to interpret the data and to identify significant blocks affecting dynamic performance of the participating companies. Findings The research has identified seven significant blocks to responsiveness that were apparent in the observed supply chains: timing of fabric trade shows, lack of control of availability of fabric, forecasting, late stage product changes, geographical proximity to market, decision making decoupled from fashion trends, stock‐outs and slow selling products. Practical implications The paper draws conclusions about the strategic directions of fashion supply chains and suggests the need to develop strong personal and organisational relationships in order to produce a culture characterised by common goals, trust and mutual interest. Originality/value The observations and analyses of responsiveness barriers establish a framework for strategic thinking regarding the supply chain responsiveness, with academic and commercial implications.
Tyler et al. (Sat,) studied this question.