The value of fast fashion system

Productive internal relationships within fast fashion companies are as important as the company's relationships with external suppliers, especially when it comes to the company's buyers. Traditionally with a "supermarket" market, buying is divided into multi-functional departments. The buying team uses the bottom-up approach when trend information is involved, meaning the information is only shared with the company's fifteen top suppliers. On the other hand, information about future aims and production strategies is shared downward within the buyer hierarchy so the team can consider lower cost production options. The buyers also interact closely with merchandising and design departments of the company due to the buyer's focus on style and color. The buyer must also consult with the design team to understand the cohesion between trend forecasting and consumer's desires. These close relationships result in flexibility within the company and an accelerated response to demands. With the production model linked to fast fashion, information assumes a central role. The many factors and people involved in the clothing manufacturing process interact with transfer of knowledge when this is generated by and shared with the dominant company. For the company information flow as well as creativity is essential in managing the production line. The concept and design aspect extends through close links with marketing and buyers which make it possible to get the collection out on time. Risk management thus becomes the means to translate consumer feedback into ideas, trends and production. This is especially true in a context where the brand name is more and more tied to retail and the symbol of its contents.