MAS is a supplier to the world's leading apparel brands. Since January 2005, the international trade regime quota textile replace country-specific quotas on textile products imported into the WTO member states. Small clothing manufacturers are not expected to survive - Chinese firms are cornered by as much as 50% of the world market. The case looks like MAS should be organized to meet the needs of customers in a rapidly changing, fashion driven industry where speed and flexibility in operations is critical to success. As a vertically integrated MAS should be? Whether it should invest in building a retail brand? Or should it go down and bring the suppliers of raw materials in the house? Or instead focus on setting up its supply chain in order to optimize existing business processes? MAS as the management and deployment of IT systems to improve the exchange of knowledge and information management capabilities across the organization, and may be seeking a competitive advantage? "Hide
by Carlos Cordon, Donald A. Marchand, Atul Pahwa Source: IMD 24 pages. Publication Date: June 8, 2005. Prod. #: IMD300-PDF-ENG
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