Global Journal of Medical Research, E: Gynecology and Obstetrics, Volume 23 Issue 3

the rise of digital platforms has heightened these expectations. However, our findings indicate that customers experience long lead times, often ranging from 3 to 5 days when they place orders on these digital platforms. This extended lead time results in customer hesitancy to complete their purchases, ultimately leading to a loss in sales. This gap between ordering and delivery can be attributed to several pivotal factors. Many e retailers choose not to maintain warehousing or inventory facilities, a strategic decision influenced by the nature of the fashion industry, where holding excessive inventory is discouraged. Consequently, when a customer places an order, the e-retailer must relay the order to a wholesaler. However, should the wholesaler not have the requested product in stock, the order is sub- sequently passed on to the manufacturer, resulting in a protracted and inefficient process. Regrettably, in the context of Bangladesh, these challenges have led to a considerable loss of sales for e-retailers. b) Lack of Coordination and Integration A fundamental issue exacerbating these challenges is the lack of coordination and inte- gration between wholesalers and e-retailers. To address these hurdles, our proposed solution emphasizes the introduction of a digital information integrated system within the e-retailing segment of the fashion industry. Such a system has the potential to alleviate sourcing issues, reduce lead times, and bolster the overall performance and responsiveness of the supply chain. c) Positive Findings and Low Adoption Rates Empirical findings from our research showcase a positive correlation between the implementation of digital supply chain systems and the robust performance of the delivery process. However, the research also reveals a surprising statistic- only 8% of the e-retailers who participated in our study expressed willingness to adopt digital supply chain manage- ment practices. This statistic points to a crucial gap in knowledge regarding the potential benefits and implications of integrated digital systems. Overcoming this knowledge deficit represents a significant challenge. d) The Promise of Digitalized Integration To overcome the reluctance and improve the industry's supply chain efficiency, we propose the digitalized integration of information sharing among e-retailers and wholesalers. With this approach, wholesalers can receive immediate updates on new orders collected from various e retailers. Furthermore, social media platforms can serve as efficient channels for sharing photos of desired products and ensuring their swift delivery to the intended destination. In contrast, under the traditional system, e- retailers often need to visit wholesalers' physical shops to purchase products in bulk. However, once the retailer dispatches from the wholesaler, they must wait until the next purchase cycle is initiated. This waiting period introduces substantial lead time and high respon- siveness issues, resulting in missed customer opportunities for both e-retailers and wholesalers. VI. C onclusion In conclusion, the implementation of a digital supply chain system offers the potential to revolutionize the e-commerce fashion and accessories industry in Bangladesh. It can mitigate sourcing challenges, reduce lead times, and improve overall responsiveness, thereby ensuring a competitive edge in the rapidly evolving fashion industry. Nevertheless, addressing the reluctance of e-retailers to embrace these digital systems necessitates concerted efforts in education, simplification, and industry collaboration. R eferences R éférences R eferencias 1. Kumar, V., De, R., & Tappa, P. S. (2017). Fashion supply chain management: An industry perspective. Procedia Engineering, 178, 395-401. 2. Jones, A. B. (2018). Consumer compulsiveness: A theory and measurement scale. Journal of Consumer Research, 44 (5), 1112-1127. 3. Abdulla, S. (2022, January 19). Garment accessories bloom: Bangladesh’s big next scope. 4. (Accessories) Retrieved November 6, 2013, from https://www.textiletoday.com.bd/garmentaccessorie s-bloom-bangladeshs-big-next-scope 5. Ahad, D. M. (2027). Mobile Phone enabled Supply Chain Management in the RMG Sector: A conceptual Framework. 3. 6. Arif-Uz-Zaman. (2023, October 23). Bangladesh’s apparel accessories and packaging industry becoming a global sourcing hub. (Textile Today) Retrieved November 6, 2023, from https://www. textiletoday.com.bd/bangladeshs-apparel acessories-and-packagingindustry-becoming-a- global-sourcing-hub 7. Exchange, W. F. (2023, June 4). The Rise of Bangladesh’s Textile and Garment Industry: 10 Key Statistics. (World Fashion Exchange) Retrieved November 6, 2023, from https://www.world -fashion- exchange.com/blog/rise-of-bangladesh-textile-and- garment industry/ 8. Islam, S. M. (2015). E-Commerce: Its Status and Impact on Business in Bangladesh. Scholar Journal of Business and Social Science, 1 (2412-2777), 65- 72. 9. Mahadi Hasan Miraz, D. M. (2016). An overview of Information Technology Tools Implementation in Supply Chain Management. An Internatinal Open Access Journal, 2 (2), 110-117. Digital Supply Chain Management: A Study on Bangladeshi Fashion and Accessories Industry’s E-retailers Global Journal of Management and Business Research ( E ) XXIII Issue III Version I Year 2023 26 © 2023 Global Journals