Abstract: Human Capital Management (HCM) is a strategic approach to people management that focuses on the knowledge, skills, abilities and capacity to develop and innovate possessed by people in an organisation (source: "Human Capital Management [HCM]: Achieving Added Value Through People", by Angela Baron & Michael Armstrong).

Abstract: It was precisely ten years ago, in early 1992, that Apparel Fabrics took possession of Datatex’s TIM package (Textile Integrated Manufacturing) and began the process of implementing an ERP system that had been specifically designed to meet the needs of a textile processing firm.

Abstract: At the end of September, SAP AG's U.S. subsidiary set up a dedicated team of technical consultants to assist apparel and footwear makers installing SAP R/3. The move follows a series of unsuccessful R/3 implementations that forced some SAP apparel and footwear customers to put on hold or completely abandon their R/3 projects.

Abstract: Many HR issues, including talent management, are common points of interest for HR (and related software) vendors. As such, many are designing their products to address these issues. Ramco HCM goes one step further by adding analytics to the mix.

Abstract: Strategic human capital management (HCM) solutions can help organizations transform their people into a competitive advantage by aligning managers and employees with corporate goals. There is now a statistical and causal relationship among key HCM applications and operating income growth.

Abstract: With Infor Human Capital Management (HCM) 3.0, Infor has combined transactional and strategic human resources functionality with planned integration to its flagship enterprise resource planning and extensions solutions, so that customers can better align HCM initiatives with overall business strategy.

Abstract: “Our most important asset.” This time-honored litany has now become the topic of hot debate in the corporate boardroom as well as the headlines of most business publications. As organizations look internally to achieve sustainable competitive advantage, human capital management (HCM) has taken on heightened strategic importance. But do you have what it takes? How are best-in-class organizations really leveraging HCM?

Abstract: In the face of shrinking budgets and increasing demands, public sector agencies must transform themselves into providers of value-added services. By developing strategic human capital management (HCM) operations, they can align and engage every employee in the pursuit of organizational mission delivery. The most cost-effective approach to this challenge is through the integration of a comprehensive HCM solution.

Abstract: When the first Kenneth David Apparel store opened in 1992, the company could manage operations with an accounting solution alone. But as new stores opened, the company needed software to scale with growth—not only on the retail side, but design and manufacture too. Its new solution has e-commerce and point-of-sale features, and allows the company more insight for more effective management. Read more about the benefits.

Abstract: Lean supply chain management and lean sourcing strategies are relatively new to the apparel industry, generating more talk than broad implementation to date. In this the final paper of our “Lean Is Fashionable” thought leadership series, we define a lean supply chain action plan with five concrete steps for building a collaborative infrastructure between your company and other members of your supply network. These represent an eleven year culmination of our and our customers’ real world experiences in implementing lean supply chain strategies that are designed as a road map to achieving a more collaborative and profitable future.

Abstract: This IDC Vendor Profile focuses on PTC’s FlexPLM product for the retail, footwear, and apparel (RFA) industry—a product that leverages the product lifecycle management (PLM) capabilities of PTC’s Windchill product line. Find out about PTC’s entrance into the RFA market, its acquisition of Aptavis, and its customer collaborations with companies such as Nike, Liz Claiborne, and Nordstrom for continuing product development.

Abstract: As the creator of performance apparel, Under Armour has become the fastest-growing designer and distributor of its category of apparel in the world. In 2005, to sustain growth and compete on a global scale, it needed a flexible IT landscape that could offer better visibility to data and scale over time. With an out-of–the-box scalable solution, Under Armour is on its way to reaching the $1 billion (USD) revenue mark.

Abstract: Geac Computer Corporation Limited announced its financial results for the third quarter and nine months ended January 31, 2000. Geac also announced it has acquired RunTime, the Denmark-based e-Customer Relationship Management (eCRM) solutions provider to the apparel, footwear, and textile industries.

Abstract: Many companies believe their employees are their most important asset—and spend significant amounts of money every year on their training and development. But how can these companies quantify what this investment will do to their bottom line? With the right tools, decision makers can gain the critical business intelligence they’ll need to confidently invest in their human capital, and measure and report on its impact.

Abstract: In 1988, Gulistan Carpet, one of America’s leading carpet producers, implemented a custom enterprise resource planning (ERP) system to understand its business planning issues. But management soon realized this was not enough, and wanted to find a way to link this information with actual plant floor production operations at its three main plants. For a solution, it turned to Adexa, Inc.

Abstract: As apparel and textile companies move to outsourcing production—relinquishing direct control in favor of a more cost-effective manufacturing model—a lean supply chain may appear to be the next logical step for further implementing cost and operational improvement. Not so, however. You can’t have a lean supply chain without lean manufacturing. Regardless of whether you or your partners engage in production, lean manufacturing is the lean engine that drives lean supply chain efficiencies. Accordingly, the business requirement for stability in a constantly changing demand environment motivates the fashion industry’s search for lean supply chain management principles and practices. Intentia, in cooperation with industry experts, have written a series of thought leadership white papers on the concept of implementing lean supply chain in the fashion industry. The second of this series, From Lean Manufacturing to Lean Supply Chain explains how lean manufacturing relates to lean supply chain management and where it differs and sometimes conflicts.

Abstract: Many human capital management (HCM) vendors try to cover most of the bases through broader product suites. While there have been noticeable consolidation moves in the market, which vendors will eventually dominate cannot be exactly stated at this time.

Abstract: Retail remains a very tactile industry, focused on the hand, drape, and durability of fabrics and trim—besides which, designs are still being sketched on paper and pinned on size models or mannequins.