LOGISTICS
Flashback Part 26
20th- to 21st-Century Fashion Industry History: Los Angeles By Ron Friedman
Hello again! Summer is just around the corner, and baseball season has us all excited. From what we’re seeing in the competition, it looks like the Dodgers are going to have to work very hard to threepeat. Many teams have improved their rosters and will give my boys in blue a run for the money. Also, June will bring us the World Cup, bringing all the greatest players in the world to America for the monthlong tournament. I hope the USA can give us some exciting games to watch. When I began my career in public accounting in 1971, I watched an apparel industry that was vibrant and growing tremendously in the United States. I watched manufacturers start with $50,000 in capital and grow into multimilliondollar companies. I thought this was a great industry to be a part of, and I was able to represent some of the great entrepreneurs as they grew their business and built wealth for themselves and their employees. Trade shows were exciting, and I would visit Magic twice a year to see who was growing and to meet the new entrepreneurs entering the marketplace. What a great time. Here I am 50 years later, and I don’t see that same excitement. What has changed? Maybe me, but most likely the industry has changed. The apparel industry, once a symbol of perpetual growth and trend-driven excitement, is currently facing a period of marked decline. Factors such as shifting consumer preferences, increased global competition, supply chain disruptions, economic pressures and changing retail landscapes have created formidable headwinds. There are fewer malls, and those that are doing well have fewer apparel stores for shoppers to visit. Yet history
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June/July 2026
shows that challenge breeds opportunity. Now is the time for apparel manufacturers, importers and retailers to rethink, reinvent and revive the industry’s prospects.
3. Reinvigorate Product Innovation and Newness
1. Embrace Agility and Flexibility
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Rigid, long production cycles and large inventory bets are no longer sustainable. Manufacturers and retailers must adopt agile supply chains and flexible production models. They should consider: •
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Shorter lead times: Utilizing nearshoring, on-demand manufacturing and rapid designto-shelf processes to respond quickly to market shifts Smaller batches: Reducing the risk of overstock and markdowns by producing in smaller, targeted runs based on real-time data and consumer feedback
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E-commerce, social commerce and directto-consumer models offer powerful growth opportunities:
Today’s consumers are increasingly conscious of environmental and ethical issues. Companies that demonstrate genuine commitment in these areas can reclaim market share:
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Sustainable materials: Investing in recycled fibers, organic cotton and lowerimpact production methods Transparency: Offering clear communication about sourcing, labor practices and environmental impact using tools such as digital supply chain mapping
Design differentiation: Innovating with fresh silhouettes, functional features and collaborations that resonate with target audiences “Newness” cadence: Adopting faster cycles of new product launches, with limited editions and exclusive collections to reignite consumer interest
4. Leverage Digital and Direct-to-Consumer Channels
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Sustainability
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Stagnation in assortment and lack of excitement are major contributors to declining sales:
Robust online presence: Investing in userfriendly websites, mobile apps and seamless digital experiences Social commerce: Engaging with consumers on platforms like Instagram and TikTok using influencer partnerships and authentic storytelling Data analytics: Harnessing consumer data to personalize marketing, optimize assortments and forecast demand
5. Elevate In-Store and Brand Experiences Physical retail is not dead—but it must offer something digital cannot: mannpublications.com
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