The challenges facing the Apparel sector have never been greater. The explosive growth of internet based retailers combined with the emergence of fast-fashion giants has placed additional unique pressures on the retail apparel industry.

Whilst local and international buying options and an ever more rapidly changing fashion and seasonal cycle have been a boon for consumers, for retailers this has meant that planning and supply chain design are even more critical to leverage that competitive edge. The implications for inventory planning and management has never been greater.

Additionally, the growth of the omni-channel environment where customers are expecting bricks-and-mortar stores to offer not only an in-store experience but an on-line experience available from any fixed and mobile device means that sales can come from many sources which require different planning and management strategies.

In this complex environment, planning becomes even more critical and those that can manage their future rather than react to it will have a competitive edge. Sales and Operations Planning or Integrated Business Planning can give businesses this edge and help balance the need to anticipate consumer demand without being left with unsaleable stock. From optimising inventory to designing a supply chain that is responsive, cost-effective and agile, GRA can assist in ensuring that whilst apparel can go out of fashion, your supply chain is always up to date.

Find out who we've worked with in the Apparel industry.


"GRA worked closely with us to develop a comprehensive supply chain strategy to strengthen our business in a rapidly changing retail landscape. The level of interaction and engagement with our team was exceptional, ensuring a high degree of buy-in for the strategy."

– Brett Kelly, National Supply Chain Manager, Officeworks

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)