Abstract
This study compares two case studies in the same industry which are recently adopting the virtual organization approach in order to improve the performance of their supply chains. One enterprise tries to integrate the market side by merging a brand owner whereas another one seeks for the integration solution to stop suffering from its insufficient control over the sub-manufacturing sites that each of them is registered as an independent firm during the corporate expanding period. By participating in the two projects, our research indicates different barriers of integrating toward the upstream and downstream supply chains and provides a mutual solution by building up the e-Fashion global supply chains. Similarities and dissimilarities of both cases towards the virtual organization approach are also addressed in this paper.
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