Abstract
This paper aimed to understand how flexibility can help large purchasing focal companies from fashion footwear industry to meet market demands, especially in international markets. We studied two supply chains of the fashion industry, one in Brazil, one in China using the multiple case studies method. We built a hierarchical structure describing the various levels of flexibility observed in supply chains. The following four constructs of flexibility were considered: operational flexibility, tactical, strategic and supply chain. We allocated a dichotomous dependent output variable, market orientation, which may be by value or price reduction. Twenty-four companies from both countries participated. The findings suggest that operational flexibility may be influenced by labor and equipment costs and by the level of applied technology, and that operational flexibility influences other levels. Results also suggest that chain flexibility can influence the entire supply chain competitivity. We present a model for further research on flexibility.
Keywords:
Flexibility; Supply chain management; Competitivity; Competitive strategy
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