Professional Documents
Culture Documents
PRODUCED BY
SPONSORED BY
www.centricsoftware.com
www.infor.com/fashion
www.cgsinc.com
www.ngcsoftware.com
www.desl.net
www.ptc.com
www.gerbertechnology.com
www.tradestonesoftware.com
n the 10 years since the first joint survey between Apparel and AMR
Research (later Gartner), the percent of respondents reporting having invested $500,000 or more in PLM technology has grown a
remarkable 92 percent, from 24 percent to 46 percent of respondents.
Expectations for return on investment have grown as well. In parallel,
both driving the growth and being driven by apparel users functional
requirements, software has evolved from product data management
(PDM) functionality to product lifecycle management (PLM) functionality, and is now wavering at the border between PLM and Product
Innovation Platforms, defined by Gartner as next-generation information technology platforms that facilitate continuous creativity, yielding
improvements to products, product portfolios, and multiple related
supply chain processes throughout their various life cycles. Over time,
this next stage of evolution will drive a new round of investments in
PLM processes, technology and business talent.
Apparel companies today believe PLM evolution will be driven by
factors such as the desire to standardize an expanding list of PLM activities across multiple channels and geographies, reducing time-to-market, improving product quality, and generating better designs. Lower
product costs, which ranked as the No. 2 expected business benefit in
2006, now ranks fifth. Apparel companies continue to watch costs
closely, but with many costs squeezed out of supply chains over the
years and the pursuit of low-cost manufacturing above all other business goals coming under critical scrutiny, this is not the competitive differentiator that it was a decade ago. As noted in our 2014 report, PLM
technology providers will be asked to provide the functionality to support the orchestrated processes that apparel companies are building to
drive value. This, along with the interest in business intelligence and
analytics to make intelligent tradeoff decisions throughout a products
life, the appeal of using social and mobile technologies, and the attraction of cloud-based deployments, will drive functional progression.
This years portion of survey respondents with plans to make further
investments in PLM technology rebounded to 63 percent from 50 percent in 2014. Among companies planning to make future investments,
the portion expecting to invest $500,000 or more jumped to 41 percent
after dropping to 21 percent last year. While companies are planning to
make further investments, the likelihood of those investments happening in the next 18 months dropped slightly from 52 percent to 43 percent. For those investing over the next 18 months, 56 percent are planning to add customized capabilities and 36 percent plan to roll out
additional software modules alongside their installed PLM functionality. For the second year in a row, the top-ranked benefit that apparel
and fashion companies hope to achieve from investments in PLM strategies and technologies is the standardization of processes.
Still emerging is the next role that PLM will play as a true competitive differentiator; just 18 percent of companies describe PLMs role in
their businesses today as a differentiator, and another 16 percent as
being embedded within their end-to-end supply chain processes. Given
the scale of investment to date, the planned investments, and the
hoped-for benefits and returns on those investments, there is a lot of
opportunity for executive and supply chain leaders to leverage PLM for
a much broader set of benefits.4
13
Order-to-shipment: For example, the creation of the purchase order, visibility to manufacturing status, creation of
the outbound delivery notice or ASN, creation of shipping
documentation, traceability to the dock and invoicing the
(B2B) customer.
Shipment-to-cash: For example, visibility to the location of the
shipment and import status, distribution of product to warehouses or stores, allocation to channels or stores and visibility
to merchandise, inventory and operations execution (MIOE).
Gartner takes the position that, at this time, a PLM for RFA
application and processes must support the design-to-order
span of activities. Company definitions of the scope of PLM, and
PLM applications offered by vendors, may also cover a range of
activities that include order-to-shipment, shipment-to-cash,
product portfolio management and product phase-out processes. The important thing is that your company have a shared
scope, definition, and language for PLM as it evaluates initiatives to improve processes and the application of technology.
Without this, PLM investments are less likely to achieve target
benefits and returns-on-investment.
13%
20%
7%
13%
3%
27%
13%
9%
9%
32%
5%
18%
18%
17%
13%
4%
17%
13%
17%
13%
14
9%
9%
36%
18%
9%
9%
<<$10,000
<$10,000 - <$50,000
<$50,000 - <$100,000
<$100,000 - <$250,000
<$250,000 - <$500,000
<$500,000 - <$1 million
<$1 million - <$2.5 million
<$2.5 million or more
estly from 77 percent in 2006; and 73 percent have implemented or plan to implement collaborative design or CAD sharing
capabilities, up from 57 percent in 2006.
Compared to 2014s survey results, apparel companies have
made the greatest progress in adopting costing (78 percent vs.
60 percent), product portfolio management (57 percent vs. 40
percent), and line planning (59 percent vs. 55 percent) functionality. The adoption of this planning layer of capabilities is
indicative of companies moving to the next stage of technology-enabled PLM proficiency after establishing their operational
foundations with bills-of-material and product data management, costing, and materials management functionality.
Planning in turn lays the groundwork for the future of PLM,
which is evolving today under the influence of social, mobile,
cloud and big data developments.4
n= 51
<Currently Use
Bill of Materials/
Product Data Management
52%
Calendar Management
51%
Collaborative Design/
CAD File Sharing
51%
Merchandise Planning/
Management
41%
Product Ideation
41%
24%
24%
20%
18%
20%
37%
12%
22%
27%
35%
20%
39%
20%
22%
37%
51%
25%
Executive Dashboards
12%
28%
45%
20%
25%
57%
Workflow/Critical Path
Management
6%
29%
59%
16
18%
63%
Line Planning
10%
16%
78%
Materials Management
Other, n=18
8%
82%
Costing
24%
48%
20%
28%
57%
38%
72%
42%
28%
<Ranked 1st
<Ranked 2nd
<Ranked 3rd
8%
10%
13%
6%
59%
55%
26%
25%
10%
6%
13%
17%
22%
16%
12%
2%
The last of these, using big data or business analytics/intelligence within the context of PLM, appears to be a sticking point
for apparel companies. In 2012, 30 percent of survey respondents had business intelligence technologies encompassed
within their PLM initiatives, and in 2015, 25 percent reported
having business intelligence within the scope of PLM.
Meantime, business intelligence and analytics ranked No. 1 as
the top functionality apparel companies would like to see software and services providers add to or enhance within their
applications (see Figure 7), with 51 percent of survey respondents. This has been a consistent theme throughout our decade
of research, and yet remains an opportunity for apparel companies and PLM technology providers to explore. It may be that
business intelligence, both as a technology and as a role exists
somewhere else, such as within marketing, merchandising, or
demand planning organizations, and needs to be linked to
product design and development planning and execution
process more effectively to drive results.
In our first survey, conducted in 2006, we asked apparel companies what the primary business benefits were that they hoped
to achieve from their PLM implementations. The top three
answers were: faster time to market (23 percent), lower product
18
8%
10% 2% 10%
25%
19%
23%
19%
15%
19%
40%
SUM
76%
REACH YOUR
OPTIMUM.
reducing lead times ranked as the top business initiatives companies were considering for 2014. These goals, linked closely
with PLM processes and applications, were the No. 1 way apparel companies planned to achieve future growth goals. As a
result, the percent of survey respondents planning to make
additional investments in PLM technology rebounded from 50
percent in 2014 to 63 percent in 2015 (see Figure 4).
Additionally, survey respondents indicate a willingness to make
larger PLM investments than last year, with 59 percent planning
investments of $500,000 or more, up from 39 percent in 2014.
The planned timeline for these investments has remained
relatively consistent. The survey data shows that, directionally,
more apparel companies are holding off on investments for
another 12 months than indicated the same last year.
Companies continue to develop highly-focused PLM initiatives,
as they did in 2014, and at the same time are laying the foundation for broader refreshes that will allow them to tap potential advantages from developments in cloud, social, mobile and
business intelligence capabilities and evaluate the evolving
Product Innovation Platforms that will increasingly support end-
14%
15%
16%
2015
(N=32)
62.7%
23.5%
50%
35%
21%
<No
2014
(N=23) 4%
2013
(N=37) 3%
63%
<Dont know
16%
<Yes
16%
17%
35%
18%
26%
31%
9%
28%
4%
13%
17%
22%
18%
21%
14%
15%
16%
23.5%
50%
35%
63%
21%
<No
20
62.7%
<Dont know
<Yes
2015
(N=32) 9%
2014
(N=23)
2013
(N=37)
34%
35%
17%
11%
31%
32%
26%
30%
19%
13%
16%
6%
9%
11%
Figure 6. Primary Benefits of PLM Strategy, Hoped For vs. Achieved, 2015
<Ranked 1st
<Ranked 2nd
<Ranked 3rd
12%
35%
25%
25%
25%
16%
18%
18%
10%
6%
24%
16%
40%
15%
Improved Design/Development
Team Productivity
(# Designs/ Person)
22
19%
23%
19%
19%
25%
13%
17%
500+
Professional community of
500+ customers
20 BILLION+
10,000+
Merchandise Planning
Raw Materials
Purchasing
Technical Design
Vendor Portal
Adobe Integration
Sample Management
Color Management
Costing
cgsinc.com
n= 51
<Ranked 1st <Ranked 2nd <Ranked 3rd <Ranked 4th <Ranked 5th
Business Intelligence
(BI)/Analytics
14%
Calendar Management
12%
Merchandise Planning/
Management
10%
Costing
10%
Executive Dashboards
6%
Virtual Product
Prototyping/Modeling
Workflow/Critical
Path Management
2%
4%
4%
10%
8%
12%
6%
4%
6%
4%
4% 2%
Other 2% 2% 2%
10%
6%
4%
6%
50%
44%
32%
4%
30%
8%
10%
52%
36%
8%
12%
8%
38%
22%
10%
2%
4%
24%
6%
8%
46%
34%
6%
6%
2%
6%
10%
8%
2%
22%
Materials Management 2%
10%
Sustainability, Social,
or Consumer Safety 2% 2% 2%
8%
Compliance Tracking
Product Ideation 2% 2%
8%
14%
6%
10%
4%
8%
36%
22%
8%
6%
22%
6%
24
2%
2%
8%
8%
12%
6%
6%
6%
14%
10%
2%
8%
6%
6%
14%
6%
8%
Line Planning
Collaborative Design/
CAD File Sharing
12%
SUM
Moving up the list as influences are the need to increase centralization of PLM activities, and the increased availability and
adoption of cloud or Software-as-a-Service (SaaS) deployment
models. PLM initiatives have helped stabilize and create consistency among PLM activities, which controls business risk and
product costs to an extent. The increasing influence of centralizing activities likely has less to do with literally putting everyone doing product design and development in one place, but
rather creating a center-led PLM strategy that creates integration and orchestration across key activities, but still allows for
managing differences in channels, customers, products, and
markets. Center-led supply chain strategies are becoming more
common in apparel enterprises, and as new product design and
launch activities continue to migrate into the span of control
for supply chain organizations, companies can expect to see
Accelerate
Develop the right collections and styles more quickly
and satisfy customers sooner.
Collaborate
Bring creative, technical, and commercial skills closer together.
Fashion PLM
Figure 8. Activities or Investments Planned for PLM Technology & Services, 2015
n= 51
Business Intelligence (BI)/Analytics
51%
Executive Dashboards
48%
39%
38%
37%
Calendar Management
Merchandise Planning/
Management
35%
29%
Line Planning
Workflow/Critical Path
Management
28%
Other
28%
25%
Collaborative Design/
CAD File Sharing
22%
Product Ideation
22%
20%
Materials Management
18%
Costing
Bill of Materials/
Product Data Management
16%
8%
26
n= 51
2015
<Ranked 2nd
14%
14%
16%
20%
39%
25%
<Ranked 3rd
20%
10%
8%
25%
22%
8%
10%
8%
12%
16%
6%
10% 2%2%
2014
37%
24%
21%
13%
13%
18%
16%
11%
29%
16%
5% 5%
8%
11%
18%
CLOSING THOUGHTS
A dozen years ago, Gartner (then AMR Research) wrote in a
research note aimed to the apparel industry, The fashion business is often wrongly assumed to be fast to market with new
products. A spiral of cost pressures driving offshore manufacturing is exacerbating communication problems across the design,
sourcing and manufacturing chain and keeping the time to market for new products at nine to 12 months for most. The consultants knee-jerk notion that the process is broken is wrong in this
28
RETAILER (n=18)
17%
PLM is Embedded
within End-to-End
Supply Chain
PLM is a
Differentiator
PLM is Defined as
Product Design and
Development Only
PLM is a
Differentiator
28%
18%
PLM is Embedded
within End-to-End
Supply Chain
22%
11%
12%
PLM Links Design/
Development and
Sourcing Processes
33%
12%
22%
PLM Develops
Expertise, Resources
and Common
Processes
PLM is Defined as
Product Design and
Development Only
PLM Develops
Expertise, Resources
and Common
Processes
24%
rently constructed better aligned to be a lights-on operational system, more like a manufacturing execution system or a
payroll application essential to business but fundamentally
unglamorous? We hope next years survey will tell us more
about whether the industry wishes to move the PLM discipline
forward as a differentiator or whether a new generation of
PLM organizational structures and Product Innovation Platform
technologies better represent next years big runway success. n