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1 Vol SPA * SPA SPA SPA 1987 SC SPA SPA SCM SPA SPA SPA SC SPA SCM SPA *

2 20 Vol SPA SPA SPA 1 SPA 2 SPA ANTA SPA 2006 ZARA H&M SC SC 3 SC SCM SC SC 2 SCM SPA Barnes and Lea-Greenwood (2006) Bhardwaj and Fairhurst (2010) MacCarthy and Jayarathne (2010) BrandZ Top100 Most Valuable Global Brands 2014 ZARA H&M Millward Brown: a 2013b

3 SPA 21 SPA 4 PB SPA SPA SC 2 SPA SPA SC SPA SPA SPA 5 SPA 3 1 SPA SPA 2 SPA 3 SPA SPA SPA SPA ANTA ANTA Specialty Store Retailer of Private Label ApparelGap Inc., 1986 ANNUAL REPORT, p.5 SPA

4 22 Vol. 9 SPA , SCM SPA 2006 SPA Chandler Chandler Chandler ANTA Chandler (1977) p Chandler (1977) pp

5 SPA SCM The International Center for Competitive Excellence SCM 13 SCM 14 SCM Agile Supply Chain SCM SCM for the fashion industry 15 SCM QR Quick Response 11 Chandler (1977) 1880 Chandler (1977) p The International Center for Competitive Excellence, University of North Florida, Douglas M.Lambert, co-coordinator, Cooper, Lambert and Pagh (1997), p Scott C 1990 Lieberman Christopher

6 24 Vol SCM SPA SPA SPA 2003ZARA SPA ZARA SPA 2009 MD SPA 2012SPA SPA SPA SPA SPA SPA H&M a Iyer, Bergen (1997) Fernie and Azuma (2004) Christopher, Lowson and Peck (2004) Morash and Clinton (2001) QR Quick Response

7 SPA 25 SPA H&M SPA SPA Minami, Nishioka and Dawson 2012 SCM SCM SPA 1 SCM 1 SPA SPA SPA SPA SPA SCM 2 SCM SPA SPA SPA SPA SPA SPA SPA

8 26 Vol. 9 SPA SPA SPA SPA ,106 4,716 5,669 6,591 7,549 7,778 8,665 ANTA SPA % 8, SPA 3 3 SPA SPA SPA SPA ANTA

9 SPA 陈 陈 陈 %

10 28 Vol http://news.china-ef.com/ /222893_3.html

11 SPA ANTA ANTA

12 30 Vol. 9 ANTA 38 ANTA 39 ANTA CM 辉 CM 41 CM 选择 欢 ANTA ANTA ANTA 38ANTA CM ANTA CM ANTA

13 SPA ANTA ANTA? ANTA? ANTA 1990 ANTA ANTA ANTA ANTA S LINING L

14 32 Vol ANTA % 40% SPA ANTA ANTA

15 SPA WPP ANTA ANTA ANTA ANTA ANTA ANTA 61 Keep

16 34 Vol. 9 Moving ANTA ANTA SPA SPA 2 ANTA ANTA ANTA ANTA ANTA , ANTA SPA 62 grass roots ANTA

17 SPA ANTAANTA kids ANTA lifestyle 65 ANTA 2006 ANTA 2012 ANTA ANTA ANTA ANTA 3 71 ANTA ANTARunningFootballBasketballCross Training Tennis OutdoorLife Style ANTA % 80.72% ANTA

18 36 Vol SAP Systemanalyse und Programmentwicklung R/3 72 ERP Enterprise Resource Planning 6 4 ANTA 5 73 ANTA R/ ANTA R/3 3 SAP % 38.9%

19 SPA 37 ANTA % A-WARM A-SMART BREATHA-STATIC 77 ANTA ANTA SPA SPA SPA , ANTA SPA SPA SPA % % ANTA ANTA ANTA ANTA GROUP

20 38 Vol. 9 1 SPA SCM ANTA SPA ANTA 2006 SC ERP Enterprise Resource Planning

21 SPA ANTA ANTA 1 ANTA ANTA ANTA ANTA ANTA ANTA 2006 SPA ANTA ANTA SPA ANTA 2006 ANTA SPA SPA

22 40 Vol. 9 SPA SPA SPA SC 2 SPA SPA SPA 3 1 SPA SC 2006 SPA 2 SPA ANTA 6 4

23 SPA ANTA 8, SPA 3 SPA SPA 1980 SPA 2006 SC SPA SPA SCM SPA SPA SPA SPA SPA 查 报

24 42 Vol. 9 SCM SPA SPA SC SPA SPA SPA SPA SPA SCM SCM Barnes, L. and Lea-Greenwood, G. (2006) Fast fashioning the Supply Chain: Shaping the Research Agenda, Journal of Fashion Marketing and Management, Vol.10 No.3, pp Bhardwaj, V. and Fairhurst, A. (2010) Fast Fashion: Response to Changes in the Fashion Industry, The International Review of Retail, Distribution and Consumer Research, Vol.20 No.1, pp Breyer, R.F. (1934) Marketing Institution, McGraw-Hill Book Company, Inc. Chandler, Alfreed D. (1977), The Visible Hand: The Managerial Revolution in American Business, Harvard University Press, 1979 Christopher, M., Robert Lowson&Helen Peck (2004) Creating Agile Supply Chains In the Fashion Industry, International Journal of Retail and Distribution Management, Vol.32, pp Cooper, M.C., Douglas M. Lambert, and Janus D.P. (1997) Supply Chain Management: More Than a New Name for Logistics, International Journal of Logistics Management, Vol.8, No.1, pp Ellram, Lisa M., and Martha C.Cooper (1990) Supply Chain Management, Partner-ships, and the Shipper -Third Party Relationship, International Journal of Logistics Management, No.2, pp Fernie, J.Nobukazu Azuma (2004) The Changing Nature of Japanese Fashion-Can Quick Response Improve Supply Chain Efficiency, European Journal of Marketing Vol.38, No.7, pp Iyer, Ananth. V., Mark E.Bergen (1997) Quick Response in Manufacturer-Retailer Channles, Management Science, Vol.43, No.4, pp Houlihan, John B. (1985) International Supply Chain Management, International Journal of Physical Distribution & Logistics Management, 15, No.1, pp Lieberman, Marvin B. (1990) Inventory Reduction and Productivity Growth: A Study of Japanese Automobile Producers, Manufacturing Strategy, Boston, Kluwer Academic Publishers, pp MacCarthy, B.L. and Jayarathne, P.G.S.A. (2010) Fast Fashion: Achieving Global Quick Response (GQR) in the Internationally Dispersed Clothing Industry, Edwin, T.C. and Choi, T.M. (eds.), Innovative Quick Response Programs in Logistics and Supply Chain Management, pp Minami, Chieko, Kenichi Nishioka, John Dawson (2012) Information Transparency in SME Network Relationships: Evidence from a Japanese Hosiery Firm, International Journal of Logistics Research and Applications, Vol.15, No.6, pp Morash, E.A., Steven R.C. (2001) Supply Chain Integration: Customer Value Through Collaborative Closeness Versus Operational Excellence, Journal of Marketing Theory And Practice, Vol.6, pp Scott, Charles and Roy Westbrook (1991) New Strategic Tools for Supply Chain Management, International Journal of Physical Distribution & Logistics Management, 21, No.1, pp H&M

25 SPA SPA SPA UNTITLED SPA SPA SCM SPA Vol.36 No QR ZARA a SPA Vol

26 44 Vol b SPA Vol.29 No SPA SPA

27 SPA 45 THE TRANSFORMATION FROM VERTICAL INTEGRATION TO SPA MODEL Case Study on ANTA Sports Products Limited Miao Miao* Abstract Based on the case study of Anta Sports Products Limited, this paper investigates the historical development of SPA and the innovativeness of SPA. In contrast to vertical integration, the research found that the supply chain beginning with retailing and, building brands are the two key components to manage SPA. The results also indicate the relationship between the SCM and building brands. The innovation of Anta indicates that introduction of information interconnections and distribution systems are the key components of SPA. From 1994 to 2005, Anta initiated his own brand and adopted vertical integration in terms of production, distribution channel and retailing. In 2006, the marketer of Anta noticed weakness of the existing supply chain and thus worked on innovation of SPA. In the process of development, with the assistance of SPA, Anta realized efficient management of supply chain, and the building of brand on the product and the retail level. According to the case study of Anta, it shows the innovativeness of SPA and the history of the introduction of SPA by China manufacturing. Compared with the Japanese apparel enterprise, Anta has its own typical characteristics in the process of establishing SPA. Keywords: SPA, vertical integration, supply chain management, brand building, information interconnection, distribution system, historical development * Correspondence to: Miao Miao Graduate School of Business Administration, Ritsumeikan University Noji-higashi, kusatsu, shiga

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