Strategic planning for the US textile industry in the post‐quota era

Abstract

PurposeThe paper seeks to develop strategic planning to enhance sustainable competitiveness in the US textile industry with a consideration of DR‐CAFTA as an opportunity to establish responsive supply chain networks in the Western hemisphere.Design/methodology/approachThe analysis was based on literature reviews, trade data analyses, and site visits for personal interviews at textile and apparel companies in North Carolina and the Office of Textile and Apparel at the US Department of Commerce, Washington, DC.FindingsDR‐CAFTA countries constitute the only remaining region that the US textile industry can use to achieve speed‐to‐market advantages from geographical proximity. Market analysis indicated both voids and opportunities in “fast retailing” supply chain networks. In developing time‐to‐market supply chain networks, it is suggested that the implementation of DR‐CAFTA should focus on: streamlining the rules of origin, expanding the short‐supply list, and coordinating custom procedures; financing options for DR‐CAFTA countries' procurement of fabrics and other raw materials from the USA.Practical implicationsTwo models are proposed which can possibly be implemented by the US textile industry: a shortened supply chain for knitted sportswear and fashionable shirts that can capitalize on time‐to‐market; and triangular supply‐chain networks among US retailers and textile companies, Asian textile manufacturers, and DR‐CAFTA apparel manufacturers for fashion basics.Originality/valueThis study has an implication for the US textile industry and policy makers to develop future strategic planning in the post‐quota era. The suggestions will contribute to enhancing the competitiveness of the US textile industry in the intense global competition by achieving speed‐to‐market with DR‐CAFTA countries.