Fashion Buying and Merchandising Visual report

BUYING AND MERCHANDISING VISUAL REPORT ISABELLE SIMPSON FINAL WORD COUNT:1,997

CONTENTS SECTION 1: THE BUYING AND MERCHANDISING PROCESS

PAGES 1 - 5

SECTION 2: KEY INDUSTRY PROCESSES

PAGES 6 - 8

SECTION 3: WORKING WITH SUPPLIERS

PAGE 9

SECTION 4: MEASURING SUCCESS

PAGE 10

SECTION 5: FUTURE OF SOURCING

PAGE 11

SECTION 6: CAREER ASPIRATIONS

PAGE 12

SECTION 7: EDITED LEVEL 1 CERTIFICATE

PAGE 13

REFERENCES

PAGE 14

CONCEPT TO CARRIER BAG MODEL

THE BUYING AND MERCHANDISING PROCESS Figure 1 shows the concept to carrier bag model originally developed by James Clark in 2015. This model follows the common sequential process followed by buyers while developing and ordering new products. Concept to carrier bag can take anywhere up to 12 months or as little as 3 weeks. Figure 1 has been adapted to show the process followed while choosing and ordering products to appear in RESO.

FIGURE 1 (AUTHORS OWN, 2020)

“There have been many simplified supply chain models devised to demonstrate the totality of the product management process. A ‘concept-to-carrier bag’ model used within this book is shown in Figure 2.1, which identifies ten sequential steps that take relevant product research to develop a product concept and turn that into a product range, available for sale to a target customer. In doing so, the model neatly demonstrates a generic process and so it is presented as a guide template to then further demonstrate the B&M roles and activities required within the process model. The concept-to-carrier bag model above is a visual representation of distinct activities which, if followed, turn product ideas into a physical garment available for sale in a retail outlet. By its design it is linear, and takes no account at this stage of how or when the activities or indeed the roles that are responsible for them are carried out.” (Clark 2015)

(ACNE STUDIOS 2020)

(ACNE STUDIOS 2020)

PAGE 1

THE BUYING AND MERCHANDISING PROCESS

(OFF WHITE 2020)

PAGE 2

(GIVENCHY 2020)

CONCEPT TO CARRIER BAG MODEL 1. RESEARCH

• Research for the products began through the WGSN trend mood boards under the theme Transform and exploring the sub-trends that sat within this. After looking at which sub-trends would best fit with the theme of RESO, the main parts were pulled from each sub-trend and collated to create a mood board to inspire the products chosen for RESO.

2. CONCEPT

• Inspired by the sub-trends of transform the concept had to adhere to the brief of accessories, so products such as bags, hair accessories and hats. The styles of these items were inspired by styles and fabrics shown on the trend boards and from market research into the current and emerging styles for the season Spring Summer 2021.

3. PRODUCT SELECTION

• Product selection was done through the website ‘Ali Baba’, a retail wholesale website that brands can source generic products from. After looking through the products on the ‘Ali Baba’ website, the most suitable products were chosen for RESO. Research was then done to ensure that these products would arrive on time and come in the correct colours to fit with the trends.

4. PRESENTATION TO RESO STAFF

• Once all products had been selected, they were presented to the main RESO staff members and then voted on to decide which products best fit the brief and RESO style. During this presentation any adjustments were made on order quantity, colour or style to best fit the needs of RESO and how many products they could accommodate. Following these changes, the products were finalised, and the ordering process could then begin.

5. LIAISING WITH SUPPLIERS AND ORDERING

• As soon as the products were finalised, communications with suppliers could begin to ensure that the minimum order quantity was low enough for RESO, and that the colours and styles sought after were available. Once suppliers had been contacted and delivery information was checked over the orders could be placed. After liaising and ensuring all of this information was correct, orders were placed through the university finance department after being checked by tutors and RESO finance staff members.

CONCEPT TO CARRIER BAG MODEL 6. SHIPPING

• Immediately after all products have been manufactured, they will be shipped to the university. Some products will be sent by air, some by road and some by sea to save costs, or just as that is the easiest way to ensure that the products will arrive on time.

7. ARRIVE AT UNIVERSITY

• Items will arrive at the university in early to mid-January and as RESO does not have a proper warehouse space the products will be stored in an office at the university until RESO is ready to receive the stock for the Spring Summer 2021 season.

8. DISTRIBUTION

• Distribution will take place within Southampton and will be the transportation of stock from Solent University to the RESO store in the centre of town. The stock will be distributed towards the end of January when RESO have got the storage capacity to hold the stock for the Spring Summer 2021 season.

THE BUYING AND MERCHANDISING PROCESS

(RICHARD MALONE 2020)

9. RETAIL AND VISUAL MERCHANDISING

• To begin the Spring Summer 2021 season, the products purchased from ‘Ali Baba’ will be visual merchandised throughout the RESO store for customers to begin purchasing ahead of the new season. They will be released in early February to ensure that consumers can purchase them in time for the season to begin.

10. CARRIER BAG

• The carrier bag stage happens once a customer has purchased a product and the store has enabled the sale.

(CHRISTOPHER ESBER 2020)

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THE BUYING AND MERCHANDISING PROCESS

LUXURY VS FAST FASHION Luxury brands would follow a similar process to this however their process would take much longer than the turnaround for ‘Ali Baba’. Luxury brands are widely known for selling quality goods and providing a service when consumers purchase from them. Burberry as a luxury brand would begin by researching trends and deciding on a concept for their chosen season up to a year before it would be released for sale. They would then begin to design and choose products a month or two later to then release into production with around 8 months to go before the release date. Once the products had been manufactured, they would be shipped with 6 months to go before release, and then held in a warehouse until the stores are ready to receive the goods. After being held in the warehouse, the stores will receive the goods a month or two before the retail date, and then begin to sell them as soon as the brand is happy for them to do so. This entire process generally takes 13 to 14 months for a luxury brand.

FOR THE SS21 SEASON

(THEFASHIONISTO 2019)

FEBRUARY / MARCH 2020

MARCH / APRIL 2021

(FASHIONGONEROGUE 2016) APRIL / MAY 2020 DECEMBER 2020 / JANUARY 2021 JULY 2020 SEPTEMBER/ OCTOBER 2020

PAGE 4

JUNE 2020

FIGURE 2 (AUTHORS OWN 2020)

LUXURY VS FAST FASHION Fast Fashion brands would follow a similar process to a Luxury fashion brand however the main difference would be the timescale. Widely known for having a quick turnaround time and being able to produce garments within a couple of weeks is one of fast fashion’s USPs. Zara as a fast fashion brand has been known for being able to have products in store after being on the catwalk just two weeks earlier!

Following their research, they will begin to design and choose products within the week, and start manufacturing the week after. Zara will tend to manufacture most of their clothing in a neutral colour like cream or white, and then batch dye the products to be able to keep up with demands and customer needs. Products will be shipped within 2 weeks of design and then arrive in store around 4 weeks after the initial design was done, ready to be retailed in week 5 or 6. This makes their average turnaround time 5 to 6 weeks, making them a very fast fashion brand.

THE BUYING AND MERCHANDISING PROCESS

(GLAMOUR 2020)

FOR THE SS21 SEASON MID TO END OF FEBRUARY 2021

MARCH / APRIL 2021

(FASHIONGONEROGUE 2020)

END OF MARCH 2021 END OF FEBRUARY 2021

MIDDLE OF MARCH 2021

FIGURE 3 (AUTHORS OWN 2020)

PAGE 5

BEGINNING OF MARCH 2021

As highlighted in these sections, the main difference between a Luxury brand such as Burberry and a fast fashion brand such as Zara is the lead and turnaround times. This can impact the quality and attention to detail of garments and products, as more time in the manufacture and design processes will obviously mean more time for the attention to detail. A longer concept to carrier bag model will leave more time for finishing processes and will not cause the products to be rushed and possibly made to a lower quality.

KEY INDUSTRY PROCESSES

CRITICAL PATH

The critical path is used in industry to determine the duration of each necessary task in the buying and merchandising process and sort them into chronological order. A critical path should be agreed between the buying and merchandising teams and the suppliers so that they are aware of the lead times and shipping times.

This planning will ensure that all products arrive on time for the deadline, and so that the buying and merchandising teams have a schedule to follow each week.

Weeks 1-3 are mainly used for researching the brief and bringing together some initial design ideas for the concept. Brand and market research will be done during this time WEEKS 1-3 to ensure that the items chosen will fit the 05/10 - 19/10 theme of the brand and flow well with the products that are already sold by them. Range design will be completed mainly by the designers in conjunction with the buyers.

Weeks 4-5 are focussed on formative feedback and finalising the range plan. The buyers and designers will meet with the brand managers to get formative feedback and ensure that the WEEKS 4-5 products they have chosen will be appropri26/10 - 2/11 ate for the brand and will work with the brief. During these weeks, the final colours and quantities will be chosen, and a presentation will be put together ready to present to the brand managers in the coming weeks.

Weeks 6-7 are mainly used to negotiate with suppliers about order quantities, shipping processes and final pricing of items. Once this is all organised, the buying team will presWEEKS 6-7 ent all of their ideas to the brand management 09/11 - 16/11 team, and from there the items most sought after will be chosen and ordered by the brand.

At the end of this meeting the buyers will go away and place orders for the items agreed in the amounts specified by the brand team.

Weeks 8-12 begin with the brand waiting for all items to arrive in the warehouse, or in this case at the university. Once all of the items have arrived, they can be delivered to the WEEKS 8-12 store, and visual merchandised. This is argu23/11 - 11/01 ably one of the most important processes in the critical path as the merchandising is what will ultimately sell the item to a consumer, so care and detail must be put into this final step.

PAGE 6

FIGURE 4 (AUTHORS OWN 2020)

(WGSN 2020)

“Establish the lead times for all of your fabrics and trims. Make a record of when all your orders are due to be delivered.

Inform the factory of all delivery dates and delays. Ensure that the factory have acknowledged receipt of all the delivered components in the correct quantity and quality.” (The London pattern cutter 2020)

(AUTHORS OWN 2020)

RANGE PLAN A range plan is used in industry to show all of the products being ordered by the brand and all of the important information that the brand will need to order them. This includes the colour, quantity, supplier information, prices and profit margins. The range plan will be reviewed by the buying and merchandising team before the products are ordered to ensure that everything they need is there, and that the range will fulfil their brief for the season.

Shown in Figure _ below, the first part of the range plan shows the first 5 products chosen, and all of the information relevant to the buyers and merchandisers to order these items. Included in the range plan is the size, number of units to buy, basic and landed cost, gross and net margin, total order cost and total order at retail cost. All of these components are necessary throughout the purchasing process and the range plan will always be referred back to, to ensure that all figures are consistent throughout.

PAGE 7

KEY INDUSTRY PROCESSES “The development of a range plan takes careful consideration and collaboration between designers, buyers and merchandisers. While you may consider fashion your art form, you must remember that it is also a business. Keeping true to your vision is important but to make money you must be organised, and plan! In fashion, as in life, there must be a balance.”

(The Sustainable Fashion Collective 2015)

FIGURE 5 (AUTHORS OWN 2020)

KEY INDUSTRY PROCESSES

RANGE PLAN The range development process is aided by the critical path, as it goes through step by step which actions need to be undertaken each week, and therefore how the range will be developed. Following each of these steps properly is the key to developing a successful and well-designed range for the store, while keeping inside the budget and ensuring that all brand management members are happy with the range design.

(AUTHORS OWN 2020) FIGURE 6 (AUTHORS OWN 2020)

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FIGURE 7 (AUTHORS OWN 2020)

SUPPLIER 1: SHAOXING IKA TEXTILE TRADING CO. (POM POM SCRUNCHIES)

(ALIBABA 2020)

(AUTHORS OWN 2020)

For the supplier of the scrunchies (Shoaxing Ika Textile Trading Co.) the team liaised with Kiki, whose job was to provide excellent customer service and negotiate prices with companies ordering from her. This supplier was a Gold rated supplier located in China with 4.8 stars out of 5 overall.

SUPPLIER 2: YIWU QIANXUN IMPORT & EXPORT CO. (DAISY BUCKET HATS)

(ALIBABA 2020)

(AUTHORS OWN 2020)

For the daisy bucket hat suppliers (Yiwu Qianxun Import & Export Co.) the team liaised with Leslie, whose job was to provide excellent customer service and negotiate prices with companies ordering from her.

This supplier was a Gold rated supplier located in China with 4.5 stars out of 5 overall.

SUPPLIER 3: ZHONGTAI HUAKE TECHNOLOGY CO. (STRING TOTE BAGS)

(ALIBABA 2020)

PAGE 9

(AUTHORS OWN 2020)

For the string bag suppliers (Zhongtai Huake Technology Co.) the team liaised with Ian, whose job was to provide excellent customer service and negotiate prices with companies ordering from her.

This supplier was a Gold rated supplier located in China with 4.8 stars out of 5 overall.

WORKING WITH SUPPLIERS AliBaba is a global wholesale supplier website that is free to use and offers business to business (B2B) contact throughout the process of ordering products.

Their website showcases products from thousands of different suppliers and allows businesses to liaise with suppliers easily and quickly to organise order quantities and prices of products. All products on their website are shown in all colours that they can be ordered in and the minimum order quantities. In addition to this, AliBaba offers different shipping methods at different costs depending on when the items are needed by and how long each shipping method takes.

During the process of working with AliBaba, the main problems encountered were with the process of making an account and learning how to use the website in the first place. Liaising with suppliers was quick and easy, with responses coming quickly and answering any questions that were asked. Learning how to use the website and creating an account to be able to order the products took the team slightly longer, however this paid off as they were much more familiar with the website when it came to ordering the products so this was a smoother process.

PROS OF ALIBABA

CONS OF ALIBABA

• Extensive range of products • Easy to liaise with suppliers through the site • All suppliers are given a rating, and all information about suppliers is clear from the start • Lots of different shipping options based on price and lead times

• Some products are very cheap so may not be good quality • Some suppliers have a lot of unanswered questions and complains • Not all items that are wanted can be found on AliBaba • Some suppliers will take much longer to reply than others as they are not regulated by the site

MEASURING SUCCESS

PERCENTAGE SELL THROUGH METRIC:

Metrics that could be used to measure the success of this range are the sell through rate, weeks cover and sales value. These are metrics that will show the current and expected success of a range, and this information is vital for a merchandiser to know. Each of these key metrics calculations can provide sample analysis to determine the success of a specific product or product range. As well as this they can indicate potential opportunity or risk.

This calculation measures the amount of an item sold by expressing sales quantity as a percentage of the buy quantity. Using the analysis from this calculation a brand can easily see how many of the items bought they have left. Knowing this figure will ensure that they can order more of each product before their remaining stock runs out, and roughly how many to order based on their figures. For this metric, the higher the percentage, the more stock has been sold. The calculation for this metric is: SOLD UNITS X 100 (TO GET AS A %) BUY UNITS FOR EXAMPLE: SALES TO DATE - 62 X 100 = 83% SELL THROUGH QTY BOUGHT - 75

WEEKS COVER METRIC (SPOT COVER): “Key Performance Indicator are the metrics that fashion and luxury companies look at to steer the wheel of the company towards success.

Performance indicators for bricks and mortar stores are similar but different from the digital stores KPIs. Managers look at KPIs by comparing their values Year on Year to see if the company is improving its performance and also they benchmark the company’s performance against other companies and brands.” (Digital Fashion Academy 2018) (RESO Instagram 2020)

This calculation measures the number of weeks in which a product would sell out if it continued selling at the current unit-per-week levels. Using the information from this calculation a brand can determine the number of products they will need to order to ensure that they do not sell out, and how quickly they will need to order them. Knowing this information is vital to a brands wellbeing in ensuring that they never run out of stock or get caught out by how quickly items are selling. For this metric a lower figure means faster sales, and a higher figure means slower sales. The calculation for this metric is:

STOCK QUANTITY (BUY QTY - CUMULATIVE SALES)

WEEKLY UNIT SALES

(RESO Instagram 2020)

FOR EXAMPLE: STOCK QUANTITY (20 - 10) = 5, SO AT THE CURRENT RATE THE STOCK WOULD

2 BE SOLD OUT IN 5 WEEKS

SALES VALUE METRIC: This calculation gives an indication of sales volumes, and which products are creating the most money for the business. After working out the sales value, a brand can see how much money they will make from the total number of products ordered in that style, knowing this information, a brand can decide if that is near the amount they were hoping to make, or if they would like to order more products in order to make more money. For this metric, the higher the price the better for the business. The calculation for this metric is:

SALES UNITS X SALES PRICE

For example: Socks are £7.99, Sales are 1000 units so £7.99 x 1000 = Sales value £7,990 PAGE 10

“2019 will be a year to test apparel companies’ resources, particularly in the sourcing area.

For example, winners will be those companies that have built a sophisticated but nimble global sourcing network that can handle market uncertainties effectively. Likewise, companies that understand and leverage the evolving “rules of the game”, such as the apparel-specific rules of origin and tariff phase-out schedules of existing or newly-reached free trade agreements, will be able to control sourcing cost better and achieve higher profit margins.” (Lu 2019)

FUTURE OF SOURCING The future of fashion is based purely on how brands and suppliers act now, and the decisions they take towards making fashion circular and sustainable. Many fashion buyers will lean towards a cheaper factory with no care towards the workers’ pay or conditions inside the factory.

RECYCLED FABRICS

(PINTEREST 2020)

The future of fashion lies in brands beginning to be sustainable and circular now, this can be through recycling or more sustainable manufacturing processes. Recycled fabrics are beginning to emerge in the fashion industry and brands such as Patagonia are well known for their sustainability and they create clothing from recycled plastic.

“Patagonia uses this recycled plastic to create fleeces, shorts, and jackets in their Re\\\collection. The brand also operates its own recycling scheme – if you own an item of Patagonia clothing that can’t be repaired, you can return it to one of their shops to be recycled and reused. This style of recycled clothing saving tonnes of textiles from landfill and makes the fabric’s average lifetime much longer.” (Omisakin 2020)

WATER USAGE “The fashion industry is the third largest user of water globally (after oil and paper). In a world in which around 2 billion people are already living in water-stressed areas, there’s an important role for fashion, fibre and textile manufacturing to play in minimising water use in the production of their garments.” (common objective 2018) Reducing water dressed by all source to have rently does is

usage in the fashion industry is a problem that needs to be adfashion brands and suppliers. Many countries that brands outa water poverty issue, and using as much water as fashion curjust increasing this problem.

NEARSHORING / ONSHORING Brands such as ‘In The Style’ use an onshore factory located in Manchester, England to produce their products. This speeds up the supply chain, allowing the fast fashion brand to produce garments for new trends in weeks instead of months. Brands such as ‘Boohoo’ use nearshoring, the process of transferring business from one country to another, or in this case getting their products made in the cheapest country possible. This could be China or Bangladesh.

“It’s a very competitive market, so many offshore outsourcing companies establish the best conditions possible for their clients. They can even charge nothing for services like short-term support. CEOs who choose offshoring may also benefit from reduced or even 0% business taxes. Also, it gives companies an opportunity to expand into the new market without extra expenses.” (Skelia 2019)

“It’s estimated that the fashion industry currently uses around 79 billion cubic metres of water per year2, which is 2 per cent of all freshwater extraction globally, and represents more than one tenth of the water used by all types of industry3. On current trends, this amount is set to double by 2030.” (Common Objective 2018) This issue needs to be decreased as much as possible over the next few years, and reducing water in fashion is the only way to do so, brands such as Levi’s are paving the way in fashion to begin creating garments with much less water.

“Denim is notorious for requiring huge amounts of water to create one pair of jeans, but Levi’s new collection, Water<Less, uses up to 96% less water. For this and all of its products, Levi’s is committed to sustainability through the entire design and manufacturing process, including working towards 100% sustainably sourced cotton and recycling old jeans into home insulation.” (Morgan 2020) PAGE 11

(MIRROR NEWS 2017)

CAREER ASPIRATIONS “Being a fashion buyer is one of the most sought after careers in fashion. Behind the glamorous image of a buyer who is travelling the world to select the latest pieces off fashion week runways is a job that requires a combination of skill sets to be successful. Solely responsible for selecting and ordering what is sold in stores to ensure maximum profit, in this demanding role you’ll need to be constantly trend spotting, have a strong business sense and be a great communicator.” (YU 2019)

MAIN

BUYER ROLES INCLUDE:

• “TREND FORECASTING AND BRAND DISCOVERY • QUANTITATIVE AND ANALYTICAL SKILLS • PLANNING AND WORKING WITH MERCHANDISERS • EXPERIENCE AND TRAINING • SOURCING FABRIC AND MATERIALS FOR BRANDS” (YU 2019)

HOW DID THIS PROJECT INFLUENCE MY CAREER ASPIRATIONS? Working through this live project has made it clear that I enjoy the product selection side of buying and presenting to a brand. These are the main two elements of this brief that I would like to take forward to a job in the future and continue to work through every day.

Working as part of a team is something that I enjoyed and found came naturally, even in the middle of a pandemic which caused issues with this.

The presentation side of the brief definitely built my confidence and doing this more will improve my presentation skills ready to go into industry.

After graduating from university, I would love to work in the luxury sector as a buyer, and to achieve this goal I plan to take a year after finishing my degree to do internships and short placements in industry.

Hopefully after gaining this experience I will be able to get a job in the luxury sector, and the main areas I would be interested in are womenswear, footwear and accessories. Working in a department store such as Harrods or Selfridges is my main career goal, however any luxury brand would be an achievement.

Shown in Figure 8, is the buying roles and their progression into each other. I would love to start my career in a buyers admin assistant role and then work my way up through the roles throughout my career in fashion.

FIGURE 8 (AUTHORS OWN 2020)

HEAD BUYER

BUYER

ASSISTANT BUYER

A TYPICAL WEEK AS A BUYER: BUYERS ADMIN ASSISTANT

“Mondays are typically a report day. We would look over the selling from the weekend, recap the business, and react to any bad business going on.

And throughout the week, we would meet with different vendors, communicate with our East Coast team, and shop around the market to see what is going on with all of our competitor’s business.

Every week is different let alone each day.

Some weeks we have to take care of markdowns, plan our next season, and look over reports every month end to see how it turned out and think about next year.” (FASHION MENTOR 2019) PAGE 12

(FOLK 2017)

EDITED LEVEL 1 CERTIFICATE

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REFERENCES ACADEMY, D., 2020. Digital Fashion Performance Indicators - Digital Fashion Academy. [online] Digital Fashion Academy. Available at: <https://www.digitalfashionacademy.com/digital-fashion-performance-indicators/> [Accessed 2 January 2021].

ALIBABA, 2020 B. High Quality Pom Pom Ball Organza Elastic Tulle Hair Scrunchies Hair Pastel. [online] [Accessed 30 December 2020]. https://www.alibaba.com/product-detail/High-Quality-Pom-Pom-Ball-Organza_62537107649.html?spm=a2700.galleryofferlist.normal_offer.d_image.4e8050efkdSUWP&s=p ALIBABA, 2020 E. New Women Embroidered Daisies Sun Hat Fishing Outdoor Fisherman Mesh Breathable Summer Gauze Bucket Hat [online] [Accessed 30 December 2020]. https://www.alibaba.com/product-detail/New-Women-Embroidered-Daisies-Sun-Hat_1600069659370.html?spm=a2700. galleryofferlist.normal_offer.d_title.11be46abCqBnqZ ALIBABA, 2020 F Portable Grocery Washable Organic Cotton Eco Friendly Reusable Shopping Bags [online] [Accessed 30 December 2020] .https://www.alibaba.com/product-detail/Portable-Grocery-Washable-Organic-Cotton-Eco_62276381052.html CLARK, J., 2016. Fashion merchandising : principles and practice Hampshire, [England] ;: Palgrave Macmillan [Accessed 3 January 2021] COMMON OBJECTIVE. 2020. The Issues: Water. [online] Available at: <https://www.commonobjective.co/article/the-issues-water> [Accessed 2 January 2021].

COMPARE ETHICS. 2020. Compare Ethics. [online] Available at: <https://compareethics.com/9-recycled-and-upcycled-clothing-brands-youshouldnt-pass-in-2018/> [Accessed 2 January 2021].

FASHION GONE ROGUE. 2016. JEAN CAMPBELL LOOKS LOVELY IN BURBERRY FOR MODERN WEEKLY CHINA. [online] Available at: <https://www.fashiongonerogue.com/jean-campbell-burberry-modern-weekly-china/> [Accessed 2 January 2021].

FASHION GONE ROGUE. 2020. [online] Available at: <https://www.fashiongonerogue.com/zara-day-dresses-spring-2020-lookbook/> [Accessed 3 January 2021].

FASHION MENTOR. 2018. A Day In The Life: What A Fashion Buyer Actually Does — FASHION MENTOR. [online] Available at: <https://www.fashionmentor.co/blog/2019/6/2/buyer-interview-ivonne-from-ross> [Accessed 2 January 2021].

LU, V., 2020. Outlook 2019: Apparel Industry Issues In The Year Ahead. [online] FASH455 Global Apparel & Textile Trade and Sourcing. Available at: <https://shenglufashion.com/2019/01/17/outlook-2019-apparel-industry-issues-in-the-year-ahead/> [Accessed 3 January 2021].

MIRROR NEWS. 2017. Are Latest Fashion Trends Killing The Planet? | Mirror News. [online] Available at: <https://mirrornews.hfcc.edu/ news/2017/11-06/are-latest-fashion-trends-killing-planet> [Accessed 2 January 2021].

MORGAN, B., 2020. 11 Fashion Companies Leading The Way In Sustainability. [online] Forbes. Available at: <https://www.forbes.com/sites/ blakemorgan/2020/02/24/11-fashion-companies-leading-the-way-in-sustainability/?sh=4c84aa986dba> [Accessed 2 January 2021].

TEATHER, C., 2021. Zara's New Collection Has *So* Many Bangers That Our Fashion Editor Really Thinks You Need To See. [online] Glamour UK. Available at: <https://www.glamourmagazine.co.uk/gallery/zara-spring-2020-collection> [Accessed 1 January 2021].

THE FASHION ISTO. 2019. Alexis Chaparro Dons Burberry Tailoring For The Websterpublished. [online] Available at: <https://www.thefashionisto.com/editorial/burberry-2019-the-webster/> [Accessed 30 December 2020].

THE LONDON PATTERN CUTTER. 2020. Fashion Project Management UK | The Critical Path. [online] Available at: <https://thelondonpatterncutter.co.uk/misc/the-critical-path/> [Accessed 1 January 2021].

THESTYLETHATBINDSUS.COM. 2016. [online] Available at: <https://thestylethatbindsus.com/2016-10-16-what-does-it-mean-to-be-a-buyer/> [Accessed 2 January 2021].

VOGUE. 2020. Acne Studios Spring 2021 Ready-To-Wear Fashion Show. [online] Available at: <https://www.vogue.com/fashion-shows/spring2021-ready-to-wear/acne-studios/slideshow/details#4> [Accessed 5 January 2021].

VOGUE. 2020. Acne Studios Spring 2021 Ready-To-Wear Fashion Show. [online] Available at: <https://www.vogue.com/fashion-shows/spring2021-ready-to-wear/acne-studios/slideshow/collection#7> [Accessed 5 January 2021].

YU, A., 2019. Fashion Careers: What Does A Fashion Buyer Do?. [online] Fashionunited.uk. Available at: <https://fashionunited.uk/news/ fashion/fashion-careers-what-does-a-fashion-

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