Int. J. Product Lifecycle Management, Vol. X, No.

Y, 2024

Systematic Method of Implementation of PLM for

House of Brands

Abhivyakti Arun
Department of Fashion Technology,
National Institute of Fashion Technology,
Hauz Khas, New Delhi, India
E-mail: khushiarun592000@[Link]

Abstract: This research aims to develop a tailored methodology for implementing Product
Lifecycle Management (PLM) in a 'House of Brands' setting within the fashion industry. The
process began with a comprehensive analysis of the existing business processes, followed by the
creation of an AS-IS business process model based on key user interviews. A needs analysis was
then conducted, prioritizing activities using a QFD relationship matrix. The study evaluated PLM
software functionalities and mapped them to user needs to create an Implementation Priority
Table. A TO-BE business process model was developed to identify necessary system changes,
leading to the formulation of a customized implementation method. The research concluded that
structured internal processes and guidelines are essential for successful PLM integration, offering
a framework that improves operational efficiency, collaboration, and business performance
across multiple brands.

Keywords: Product Lifecycle Management (PLM); House of Brands; Business Process

Modeling; Needs Analysis; Implementation Methodology; Fashion Industry; Software
Customization; Operational Efficiency.

1 Introduction
1.1. About Simplex-MLM, the PLM and TMRW, the House of Brand
Simplex Manufacturing Lifecycle Management is a SaaS platform tailored for fashion retail, focusing on
swift time-to-market outcomes and cost optimization strategies. It streamlines workflows, enhances team
productivity, and reduces cycle times, expediting the journey from concept to market availability.
Simplex provides centralized order management, delivery logistics, and real-time order status updates,
ensuring transparency and accountability across teams. Its advanced quality and inventory management
functionalities optimize stock levels efficiently, enabling businesses to uphold high standards.

TMRW, launched by the Aditya Birla Group, marks its entry into India's Direct-to-Consumer (D2C)
landscape under CEO Prashanth Aluru's leadership. With Managing Director Ashish Dikshit, TMRW
aims to curate a portfolio of over 30 brands in three years, aligning with ABFRL's goal of leveraging
India's entrepreneurial ecosystem. TMRW focuses on meeting digitally native consumers' evolving
demands, fostering innovation, and delivering sustainable long-term value, owning five brands currently,
each operating as its own entity within the parent brand's portfolio strategy.

Figure 1 Brand Portfolio of TMRW

Copyright © 202x Inderscience Enterprises Ltd.

240 B. Kusý et al.

1.2. Background
In the dynamic landscape of the fashion industry, efficient management of product lifecycles is critical to
staying competitive and meeting consumer demands (Jindal, 2012). Product Lifecycle Management
(PLM) systems offer a comprehensive solution for organizing, tracking, and optimizing every stage of a
product's journey, from conception to market (Brandao and Wynn, 2008). However, despite the
recognized potential benefits of PLM, its implementation within the fashion sector remains relatively
underexplored and lacks tailored methodologies.

A notable gap in the existing literature lies in the absence of structured implementation strategies
specifically tailored to the unique needs and complexities of the fashion industry. While PLM has gained
traction in other sectors, such as manufacturing and engineering, its application in fashion presents
distinct challenges and requirements that demand specialized approaches (Conlon, 2022). The dearth of
research focusing on these challenges hinders the industry's ability to fully leverage PLM's potential.

Consequently, there is an urgent need for comprehensive studies aimed at developing effective
implementation methodologies that address the specific intricacies of the fashion domain. Such
methodologies should not only account for the diverse product portfolios and brand identities inherent in
the fashion industry but also actively involve end-users throughout the implementation process to ensure
seamless integration and successful outcomes (Fani et al., 2020).

1.3. Problem Statement

The implementation of Product Lifecycle Management (PLM) presents a significant challenge in
industries new to PLM, such as the fashion sector, due to the absence of clear implementation guidelines.
This lack of clarity increases the risk of implementation failure, necessitating the identification of
structured approaches to facilitate successful PLM adoption.

1.4. Objectives
1. To develop a structured method for implementing Product Lifecycle Management (PLM), tailored to
the fashion industry, with a focus on house of brands.

1.1. To assess the features of PLM solutions and the specific needs and requirements of fashion
brands.
1.2. To enhance the compatibility and functionality of PLM software interfaces with the unique
requirements of fashion brands by integrating additional features.
1.3. To define the activities, and methods, which will contribute to the implementation methodology.

2. Literature Review
2.1. Introduction to PLM
2.1.1. PLM in Industry and Fashion Industry
The adoption of enterprise information management (EIM) systems, such as product lifecycle
management (PLM), has gained traction within organizations, serving to support product development
and foster enterprise-wide collaboration across intricate supply chains (Terzi et al., 2010). These systems
provide a foundational framework for cohesive digital transformation strategies, mitigating fragmented
digital investments. The imperative to invest in PLM solutions has been expedited in response to the
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 241

global pandemic (McKinsey & Co., 2021). PLM now functions as a central nexus that integrates both
digital and physical assets across enterprise systems, including enterprise resource planning (ERP) and
customer relationship management (CRM) (Stark, 2020). This expanded scope enables organizations to
engage in collaborative endeavors across the extended enterprise and throughout all phases of the product
lifecycle (Corallo et al., 2013; Papachristou & Bilalis, 2015). In the fashion industry, PLM has emerged
as a crucial tool, offering substantial benefits in product development, collaboration, and digital
transformation (Fani et al., 2020). PLM systems have revolutionized fashion design processes by
providing tailored solutions for the industry's unique challenges, driving operational excellence and
innovation (Fani et al., 2020). They empower fashion companies to reduce time to market, enhance
competitiveness, and adapt to evolving consumer preferences (Conlon, 2022). Despite its benefits,
effective implementation is essential to avoid challenges and inefficiencies (Fani et al., 2020).

2.1.2. Components of PLM in the fashion industry

Product Lifecycle Management (PLM) encompasses various components crucial for efficiently managing
the entire lifecycle of products. These components, as identified by Conlon (2022), include request for
quotation management, bill of material management, product data management, and the integration of
industry-specific functionalities tailored to the unique needs of the fashion sector (Conlon, 2022).
Moreover, Conlon (2020) highlights the evolving role of PLM in the textile and apparel industries,
emphasizing the importance of optimizing core processes, adopting PLM strategies, and identifying PLM
business objects for effective implementation (Conlon, 2020).

2.1.3. Importance/Need of PLM in the fashion industry

Fani et al. (2020) elaborate on the need for PLM functionalities in the fashion industry, highlighting rapid
changes in customer preferences, shorter product lifecycles, and the reduction of time to market to
enhance competitiveness. PLM systems demonstrate resilience against future challenges by facilitating
the replacement of individual environments while preserving the overall development system landscape.
In the fashion industry, PLM manages the entire product lifecycle, from conception to disposal, handling
processes such as request for quotation management, bill of material management, and product data
management. The adoption of PLM is optimizing core processes and supporting digital transformation
within global fashion and textile organizations (Fani et al., 2020; Conlon, 2022; D'Avolio et al., 2017).

2.1.4. Emerging trends and technologies shaping the future of PLM

Recent literature highlights the transformative impact of integrating smart technologies, VR/AR
applications, and semantic technologies into Product Lifecycle Management (PLM), enhancing data
sharing, creativity, and global collaboration (Labbi & Ahmadi, 2020; Dhuieb et al., 2014; Stark et al.,
2014). The adoption of intelligent technologies and the shift towards Product Service Systems (PSSs)
and Corporate Social Responsibilities (CSRs) further drive sustainability and social impact in PLM
processes (Labbi & Ahmadi, 2020). This convergence promises a future for PLM characterized by
efficiency, creativity, and sustainability.

2.2. House of Brands Concept

3.2.1. Definition and characteristics of a House of Brands model
The "House of Brands" model in the fashion industry involves managing multiple distinct brands under
one parent company, each maintaining its unique identity, target market, and positioning strategy
(Urosevich & Završnik, 2014). This approach allows corporations to own a diverse portfolio of
successful brands while keeping a lower profile (Morley, 2009). Key characteristics include preserving
varied brand identities and strategies, which enhances overall brand equity (Urosevich & Završnik, 2014;
Ekinci et al., 2017). This model enables parent companies to cater to different consumer segments
242 B. Kusý et al.

effectively by maintaining the individuality of each brand (Jindal, 2012). In summary, the house of
brands model facilitates diverse brand portfolios, contributing to enhanced brand equity and targeted
consumer engagement.

2.3. Implementation Of PLM in the Fashion Industry

2.3.1. Requirement of Implementation Methodology for PLM in Fashion Industry
As highlighted by Conlon (2022) and Fani et al. (2020), as the fashion sector increasingly embraces
PLM, it undergoes a transformative journey, requiring structured implementation methods and active
user involvement. Fani et al. (2021) presents an implementation framework for PLM through a case
study in the fashion industry, providing insights into the practical aspects of PLM integration.
Additionally, D'Avolio et al. (2017) propose a process-oriented framework for PLM implementation in
fashion companies, providing insights into streamlining operations, enhancing product development, and
supporting the production of goods across different market segments within the fashion industry
(D'Avolio et al., 2017).

Figure 2 Method to derive PLM architecture elements from business needs using QFD (Source: Bitzer et al., 2009)
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 243

Figure 3 QFD matrix to find out dependencies (Source: Fani et al., 2020)

2.3.2. Approaches in PLM Implementation

Overview of scheming tools used for evaluating PLM effectiveness

The integration of Waterfall and Agile methods in Product Lifecycle Management (PLM)
implementations is increasingly recognized as a promising approach to address the challenges
encountered in traditional methodologies. This hybridization offers a strategic response to managing
uncertainties, adapting to changes, and ultimately enhancing project success (Schuh et al., 2017;
Koomen, 2017).
Traditional PLM implementations often face difficulties in achieving all project goals within the
predefined timeframes and budgets (Farahat & Defina, 2022). However, a hybrid approach provides a
balanced framework that combines the structured nature of Waterfall with the flexibility inherent in
Agile methodologies, thus offering a viable solution to the complexities prevalent in dynamic markets
(Batenburg et al., 2006).
Agile methods, such as Scrum and Scrumban, are particularly effective when integrated into PLM
projects, as they contribute to improved adaptability, efficiency, and collaboration among stakeholders
(Kisielnicki & Misiak, 2017). By incorporating Agile principles into the established Waterfall model,
organizations can better address evolving requirements and ensure alignment with overarching business
objectives.
244 B. Kusý et al.

Figure 4 Agile Waterfall approach of PLM Implementation (Source: Int J Adv Manuf Technol, 2021)

2.4. Challenges in implementation of PLM

2.4.1. Obstacles Encountered in PLM Implementation
Challenges faced by current PLMs, such as lacking essential features and reduced system efficiency due
to software integration, underscore the necessity for innovative technologies like blockchain to address
these obstacles in production industries (Conlon, 2022; Hayat & Winkler, 2022). These technologies
offer promising solutions to enhance PLM systems and overcome existing challenges in the fashion
industry.
Successful PLM implementation in fashion companies requires a deep understanding of industry
practices, customization to industry-specific needs, and adoption of innovative technologies to address
existing challenges.
Furthermore, organizational inertia, particularly among entities new to PLM like fashion companies, can
impede successful implementation unless accompanied by clear guidelines and active engagement of
end-users throughout the process.
Moreover, the decentralized nature of product lifecycles within fashion organizations, coupled with the
inadequacy of comprehensive PLM features in existing systems, often results in diminished system
efficiency. As a response, novel technologies such as blockchain are being explored to overcome these
challenges (Fani et al., 2021; Bandinelli, 2022).
Additionally, a limited holistic perspective on PLM and a deficiency in relevant industry skills further
hinder the successful adoption and optimization of PLM in the fashion industry (Fani et al., 2021).

2.4.2. Factors influencing PLM implementation success or failure

The successful implementation of Product Lifecycle Management (PLM) systems in fashion companies
is contingent upon several key factors. Firstly, integrating PLM can enhance understanding of industry
practices, foster critical thinking, and shape professional identities (Conlon, 2022). Secondly, as
highlighted by Kowalewski (2023), the unique needs of the fashion industry, such as shorter product
lifecycles and diverse product offerings, necessitate tailored PLM functionalities for mass, premium, and
luxury markets (Kowalewski, 2023).
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 245

3.4.3. Recommendations for addressing challenges in Implementation

Fashion companies face significant challenges in implementing PLM systems, primarily due to the lack
of clear guidelines, which increases the risk of inefficiencies and setbacks (Hayat & Winkler, 2022).
Integrating processes related to product promotion and digital marketing, especially concerning Industry
4.0 and Omnichannel strategies, is a notable hurdle. Existing PLM systems often lack essential features,
leading industries to integrate multiple software solutions, which diminishes efficiency and exacerbates
compatibility issues. Active end-user engagement throughout the implementation process is crucial for
enhancing user adoption and system effectiveness. Exploring innovative technologies such as
blockchain, with its secure and interconnected infrastructures, can address these challenges by ensuring
data integrity and facilitating seamless collaboration. Embracing such advancements can lead to more
efficient and robust PLM implementations.

2.5. Gap Identified

In the fashion industry, where PLM adoption is still emerging, there exists a gap in the literature
regarding structured implementation methodologies tailored specifically to this sector. While the benefits
of PLM are recognized, there is a dearth of research focusing on the unique requirements and challenges
encountered during its implementation in the fashion industry. Consequently, there is a need for
comprehensive studies to develop effective implementation strategies that address the specific needs of
fashion companies and actively involve end-users throughout the process to ensure successful outcomes.

3. Methodology and Implementation

The implementation phases for the PLM implementation methodology can be organized in the following
manner:

Figure 5 PLM Implementation Methodology

Research Methodology for relevant steps:

246 B. Kusý et al.

Figure 6 Research Methodology: Process Analysis

Figure 7 Research Methodology: Need Analysis

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 247

Figure 8 Research Methodology: Software Analysis

Figure 9 Research Methodology: Method Drafting

3.1. Process Analysis:

The initial phase of the research involved analysing the existing process flow within the company, to
extract the departments that are part of Product’s Lifecycle. Next action was creation of an AS-IS
business process model, by interviewing the key users within these departments.
The outcome of this step was the compilation of key user needs, providing valuable insights into the
current operational framework of the company, which was further framed as an Order Grid.
For implementation of PLM in TMRW, across five brands, four macro-processes were identified:
Planning, Designing, Sourcing, Fit Tech and Cataloguing.

To understand company’s business flow, semi-structured interviews of all the key users in the four macro
processes involved, were conducted and each of the four processes were further broken into micro tasks.
248 B. Kusý et al.

Figure 10 Key User’s Interview Questions

AS-IS Businness Process Model

Planning Team

Figure 11 AS-IS BPM-Planning

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 249

Based on previous year’s sales data and next year’s target, planning and brand heads create an Annual
Operating Plan. It includes-
 Merchandise Planning: Planning product assortment and inventory levels.
 Inventory Management: Minimizing overstock and optimizing inventory investments.
 Financial Budgets and Expenses: Allocating funds for operating expenses and overhead costs and
deciding Average Selling Price (ASP).

Design Team

Figure 12 AS-IS BPM- Design Team

Designers receive OTB and previous season's sales data based on which they start concept creation. The
concepts driven out of their research are used in fabric, lab dips, strike off development. Next with these
designs or fabrics in mind and data from OTB designers create a range presentation. Once designs are
created, designers fill everything they've used from fabric, to strike offs, to trims in tech pack, which is
then also utilised in Costing.

Sourcing
250 B. Kusý et al.

Figure 13 AS-IS BPM- Sourcing Team

Sourcing completes the tech pack and sends it off to the vendor. This tech pack is used in in-house
costing. Final cost from cost sheet is added to Sales Order along with final delivery date.
Once the factory has created a PP sample, it is sent to sourcing for comments, design team is also a
participant in this process.
Sourcing also participates in photoshoot sample procurement.
Once production is done, sourcing along with Quality Control, carries out a final inspection and
generates report.

Content and Cataloguing

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 251

Figure 14 AS-IS BPM- Content and Cataloguing

Once the photoshoot samples are received, they are sent for photoshoot. Simultaneously, C&C receives
requirements of Product Description from Growth and designers, they create the content and generate a
PD report, which is sent to brands for review. Product images gathered from photoshoot, after image QC
are mapped with their PDs and this final PD report is sent for marketplace listing.

3.2. Need Analysis:

During the needs analysis phase, dependencies were marked in Order grid, to create this Dependency
Grid. For the same, relationship matrix from QFD (Quality Function Deployment) was used.
An intensive list of activities was created first for each department. Each activity was then given an
order, which is its serial number in product’s lifecycle. The activity/activities on which a particular
activity is dependent was also written. Each activity on which a dependency has been marked, was listed,
with the frequency of its occurrence in dependency column and total number of tasks which are
dependent on it were listed.
252 B. Kusý et al.

Table 1 Order Grid-Design Team

Table 2 Order Grid-Design Team

Table 3 Order Grid- Fit Tech

Similar thing was done for rest of the department also.

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 253

3.3. Software Analysis & Adoption Grid

Once we have an order of the users’ needs, a thorough analysis of the PLM software is crucial. This
entails an examination of its modules offered and the way it presents reports. Once modules were
understood, all the activities from Dependency grid were mapped with the module they could be
performed under to create an “Implementation Priority Table”.
Subsequently, an Implementation/Adoption grid was devised, which is an extension to the order grid,
this evaluative stage serves as a pivotal precursor to the successful integration and optimization of PLM
within our business environment.

3.3.1. Updating Order Grid

The modules and sub-modules offered by the software were thoroughly studied. Then each activity from
the order grid was mapped to a sub-module and hence a module.

Table 4 Updated Order Grid-Design Team

254 B. Kusý et al.

Table 5 Updated Order Grid-Sourcing

Similar thing was done for rest of the department also.

Further, from this new combination of Order Grid and Software’s Modules, an “Implementation
Priority table” was created. To do the same, first the tasks which had the greatest number of
dependencies were listed and their sub-modules were mapped. Next a table of Sub-Module's priority list
was created based on how many high-dependency tasks are from a given sub-module. The Sub-module
with greatest number of such activities were implemented first.
Table 6 Implementation Priority Table

3.3.2 Adoption Grid

Five columns were inserted to extend the Order grid, displaying the status of implementation and
adoption across each brand for every activity. Each brand's status against each activity could fall under
one of the six mentioned states.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 255

Table 7 Legend Table for Adoption Grid

Additionally, a column was added to illustrate the percentage of brands that have gone "live" against
each task. The objective was to gamify the process by transitioning all "Planned" tasks to "WIP-T" and
subsequently to "WIP-S". Furthermore, a root cause analysis grid was included to identify impediments
related to each task, the person (stakeholder), on whom the task is dependent for each brand, was also
mentioned. It was imperative to draw the attention of project heads and other stakeholders to activities
marked as "No" or "Adoption-0".

Table 8 Adoption Grid

Table 9 Root Cause Analysis in Adoption Grid

256 B. Kusý et al.

Table 10 Dependencies marked in Adoption Grid

3.4. TO-BE BPM Drafting

The "TO-BE" concept refers to the envisioned improved processes resulting from the application of
Business Process Management (BPM). Based on the gap found between AS-IS and TO-BE,
implementation strategy is developed, and implementation begins. While creating TO-BE, three things
must be pursued:
1. Entries which could have LIBRARIES
2. Reports which could be automated
3. Entries which could be auto-fetched

Figure 15 TO-BE Business Process Model

Starting with AOP creation and OTB planning, output documents like Annual plan and OTB are fed and
fetched in/from software.
In design development, while attaching fabric and trims to any product, insights from a library of fabric
and trims used earlier could be drawn. This will make up first two libraries called “Fabric library” and
“Trims library”.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 257

Tech Pack and Costing sheet, the two reports which are basically rearrangement of all the information
fed earlier, can be made self-generation by stipulating the mapping of information in the PLM software.
These reports will get generated and saved automatically.
Similarly, reports like Sales Order, could be made self-generating, by mapping of attributes. Purchase
Order, as shown in figure, could be semi-automated, by fetching details from Sales Order. While
attaching material and vendors, selection could be made from insightful vendor master. When a service
request (request for inspection) is made in the system, all the comments provided by required users are
maintained date-wise.
Sample request for photoshoot, could now directly be done by Content & Cataloguing team as opposed
to earlier, where they were having to ask for it from sourcing team. Product Description (PD), which
earlier used to take up hours, has now automated, by mapping the attributes for different product types
from Tech Pack and BOM (Bill of Material).

3.5. Formulation of Implementation Method:

All the actions performed could be stitched into a standardized method chart.

Figure 16 Implementation Methodology

3.6. Software’s Interface Customisation:

This step was further divided into three sub-parts:
258 B. Kusý et al.

3.6.1. Product Hierarchy & Attribute Forms

First step under Software’s Interface Customisation was assembling a standardised product hierarchy,
across all five brands. Product Hierarchy is the systematic arrangement of products into categories and
subcategories based on their attributes, features, or relationships. It helps organize and structure a
company's product offerings, allowing for easier navigation, management, and analysis.
To do the same, existing product hierarchy from all 5 brands were collected.

Table 11 Old Product Hierarchy: Bewakoof & Nobero

During this classification process, many products were repositioned from one product group to another,
and some were shifted from one product type to another based on their attributes and characteristics.
Following the establishment of this comprehensive list of products at the TMRW organizational level,
each brand was allocated its personalized product hierarchy. In this customized hierarchy, only the
products relevant to each brand's offerings were retained from the standard organizational product
hierarchy.

The eight product groups in the new TMRW product hierarchy are: Topwear, Bottomwear, Outerwear,
Winterwear, Clothing sets, Innerwear, Footwear, Accessories

Table 12 New product Hierarchy: Topwear

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 259

Table 13 New product Hierarchy: Bottomwear

Once the new product hierarchy was set, parents and child nodes were created on the PLM software
based on this hierarchy, starting with Brand then Sub-brands, Gender, Product group and finally Product
type.

Attribute Forms
An attribute form is a document that designers, fit technicians, and sourcing personnel fill out to create a
product. This form includes fields requesting details such as the neckline type, collar style, and other
specific attributes of the product. Once the hierarchy was established, attribute forms were generated at
the product type level, meaning customized attribute forms were created for different types of products.

An extensive list of attributes required by designers, the quality control team, and Flipkart (a marketplace
with an extensive list of attributes) was compiled. After removing duplicates, a unified list of attributes
was created.

At the product group level, eight attribute forms were generated. These forms were then subdivided to
create forms at the product type level. For instance, a user creating a T-shirt under Urbano, would only
encounter attributes relevant to T-shirts and fill see fields like brand name, product type auto filled, while
someone creating a top would only see attributes pertinent to tops.
For example:
260 B. Kusý et al.

Table 14 Attribute Lists of Dress and Shirt

In the first list, attributes for a dress are listed, while in the second one, attributes for a shirt are
mentioned. It's worth noting that 'waist rise,' which is an attribute of a dress, is not included in the
attributes list for a shirt.

Figure 17 Attributes for Sweatshirt- Product Identification-Urbano

3.6.2. Master Creation or Library Creation

This is establishment and maintenance of back-end database for various Item-Types that make up a
product. These are the libraries a user can access while creating a product and choose from the options
provided.
For e.g. Fabric Library, Trims Library, Wash care Library, Process Template Library etc.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 261

After the interviews from the key users, a list of all such possible library is created.
1. Colour Library
2. Fabric Library
2.1 Woven
2.2 Knit
2.3 Denims
3. Trims Library
4. Palette Library
5. Activity Library
6. Process Template Library
7. Image/Document Library
8. Product Library
9. Vendor Library
10. Size Library
11. POM library
12. Measurement Library
These libraries were created by running sprints

Figure 18 Steps Involved in a Sprint

The final step of one sprint marks the beginning of the subsequent sprint.

Figure 19 Agile Sprint approach

262 B. Kusý et al.

These libraries include all information which is used often as input for the process activities.
Step 1. PLM Software’s backend template: This step included downloading and analysis the
template/format currently being offered by the PLM Software.
Step 2. Data Gathering from Brands: This step included collecting the data in the existing format of
the PLM.
Step 3. Data cleaning and Inputs from stakeholders: This step included cleaning the collected data by
removing duplicate fields/columns used across all five given brands, standardising nomenclature being
used for fields and eliminating duplicate entries. Once done, inputs from the concerned stakeholders were
taken on addition or removal of fields.
Step 4. Data Gathering round 2: A round two of data gathering was run to fix the invalid entries
identified during data cleaning and to get entries for any new field inserted.
Step 5. Approval from stakeholders: A final approval from all the stakeholders were taken after second
round of data gathering and cleaning. In some cases, a round 3 of data gathering was also conducted, if
invalid entries were found in round 2.
Step 6. Scripting and Closing: Final scripts were written by Simplex’s team to upload the master on
their backend and close the Item Type.

EXAMPLE: Fabric Master Creation

Existing fabric data from all the brands was collected.

Table 15 Woven data gathering from Urbano

 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 263

Table 16 Knits data gathering from Urbano

In similar manner, data from all the other brands was gathered. The fabric attribution fields utilized by
various brands were thoroughly examined, and any redundant fields were eliminated. Subsequently, all
unique fields from across these brands were amalgamated into a new spreadsheet. This consolidated
document underwent review by stakeholders to solicit their input regarding the potential inclusion of
additional fields.

Following stakeholder feedback, the updated spreadsheet was disseminated to each of the five brands,
with a directive to complete the fields that were previously not used in fabric attribution. Once the
completed sheets were collected, entries from all brands were collated into a single comprehensive
document. Duplicate entries were meticulously removed, while fields with repetitive or binary (yes/no)
entries were identified and segregated for further analysis.

To facilitate data management, unique entries for fields requiring dropdown menus were meticulously
documented. Subsequently, a subset of four fields—Fabric Type, Composition, Weight, and Yarn Count
—was earmarked to generate a distinct identifier for the fabric master.
264 B. Kusý et al.

Table 17 Final list of attributes with their nature

Table 18 Dropdown entries for selected fields

This finalized dataset, along with the selected subset of fields, was then forwarded to Simplex's team for
the implementation of necessary scripting and integration into the software infrastructure.

3.6.3. Report Management

This is establishment of front-end report format and back-end data fetching pattern, for the reports that
would generate once the product has been created by attaching several Items from Item types to it. These
are one-click generated Reports which fetch data themselves based on commands provided in backend.
For e.g. Tech-pack, Cost Sheet, Line Sheet etc.
Based on the AS-IS BPM, a list of all such possible reports is created.
1. Tech Pack
2. Wash care Label
3. PD for marketplaces
4. Line Sheet
5. Cost Sheet
Once done, the format for all reports is provided, including specifications on which item will be the
source of data retrieval and where it will be placed within the report.
EXAMPLE
1. Tech Pack: All the attributes that go in Techpack, were mapped from different regions like attribute
form, size and measurement fields, comments etc.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 265

Figure 20 Mapping for data fetching in existing Tech Pack template

2. Wash care Label: A template for wash care label was designed and required fields were mapped from
wash care master, fabric master and Vendor master.

Figure 21 Wash care label print-data mapping

3. PD for marketplaces: A template for PD was created by thorough analysis of PD written on multiple
marketplaces and then the required attributes were mapped. Like in colour library, all the colours were
mapped with their marketplace colours, which gets mapped here in product description.

Figure 22 Product Description-data mapping

4. MEASUREMENT OF IMPACT AND IMPLICATIONS

One common way to evaluate impact of PLM is to measure to what extent the software saves time, cost,
and enhances quality. This is referred to as The Iron Triangle. To do the same, an Excel Tool was
266 B. Kusý et al.

devised in a table format. It was named Business Impact Grid.

4.1. Business Impact Grid

The table is divided into AS-IS and TO-BE tasks. It lists all activities performed by different departments
during the product lifecycle, breaking them into elemental tasks. Each task is categorized as an "Activity
Performance task" (e.g., a fit technician stipulating sizes) or a "Data Exchange task" (e.g., sharing sizes
via email). For each data exchange task, the source or recipient, the software used, and the time taken are
recorded. Similar fields are created for the TO-BE process model to compare reductions in data exchange
tasks, time to market, and software automation.

Table 19 Business Impact Grid - Growth and Category

Table 20 Business Impact Grid – Sourcing

Similar tables were created for the rest of the departments.

Out of the three aspects mentioned in “The Iron Triangle”, business impact grid helps in measuring two
of the: Reduction in time and increase in efficiency.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 267

4.2. Reduction in Time-To-Market

Time taken to complete each task was calculated and summed by each department for AS-IS and TO-BE
processes. Previously, considerable time was spent sharing data via email or Google Sheets. In the TO-
BE process, users upload documents to the software platform, eliminating manual dissemination. The
software autonomously manages notifications for any modifications, ensuring timely updates to
stakeholders. It has also eliminated the time spent retrieving information to populate reports like Tech
Packs and Product Descriptions. Automated mapping functionalities reduce this process to single-click
report generation, effectively reducing the time investment to zero.

Table 21 Business Impact Grid-Time Study

4.3. Increase In Efficiency

Manual data exchange tasks, such as sharing information via email or Google Sheets, significantly
increase the risk of inefficiency within organizations. Research by Brynjolfsson and Hitt (1998)
highlights that manual data exchange processes are prone to errors and delays, leading to reduced
productivity. Furthermore, relying on email for data dissemination lacks version control and audit trails
(Mukhopadhyay & Kekre, 2002), which can result in confusion and miscommunication among team
members. Overall, manual data exchange tasks jeopardize data accuracy and integrity, emphasizing the
urgent need for automated solutions to streamline information sharing processes.
In TO-BE process, number of “Data Exchange Tasks” have been significantly reduced and some of them
have even been converted into “Activity Performance Tasks”.

Table 22 Data Exchange, Activity Performance Tasks Summary

4.4. Final Report & Implications

268 B. Kusý et al.

Table 23: AS-IS, TO-BE Comparison

Table 24: Impact calculated through Business Impact Grid

A total of 33 tasks have been reduced, representing a 36% decrease. The time to market for product
launches has decreased by 165 units, a 27% reduction. Manual data exchanges have been reduced by 41
instances, marking a significant 95% decrease.

5. Conclusion
In the fashion industry, particularly under the 'House of Brands' format, structured internal processes are
crucial for effective PLM strategies. Without well-functioning company processes, no PLM software can
deliver its intended benefits. The proposed PLM implementation methodology aids in structuring
company processes through thorough diagnosis and reengineering.
The significance of guidelines for PLM implementations is paramount. This paper addresses the gap in
literature by developing a method tailored for implementing PLM in a house of brands housing five e-
commerce brands. By customizing the implementation approach through an Adoption Grid, a
comprehensive framework is provided, ensuring the effective integration of PLM systems across diverse
brand portfolios, facilitating streamlined operations and enhanced collaboration.
The development of a business impact assessment tool is crucial for evaluating PLM implementations.
This tool quantifies efficiency increases and reductions in time to market, addressing challenges in
assessing PLM effectiveness. By integrating this assessment tool during implementation, organizations
can gauge the impact of PLM on business operations in real-time, ensuring alignment with desired
outcomes.

6. Limitations and Future Scope

Limitations:
The study's focus on the fashion industry, particularly the House of Brands model, may limit the
generalizability of findings to other industries or organizational structures. The established grid for
measuring the impact of PLM implementations focuses solely on time and efficiency, potentially
overlooking insights into time-saving benefits or time-to-market improvements. Availability and access
to data, especially in real-world implementation scenarios, could pose limitations depending on industry
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 269

partners' cooperation and access to proprietary information. Time constraints may have impacted the
depth and breadth of the research, affecting data collection, analysis, and validation.

Future Scope:
Future research could explore the applicability of the developed PLM implementation methodology
across different industries. Longitudinal studies could track the long-term impact and sustainability of
PLM implementations. Exploration of emerging technologies such as artificial intelligence and
blockchain into PLM systems could inform more advanced solutions. Global implementation analyses
could provide insights into region-specific factors influencing PLM implementation success.

References
1. Corallo, A., Fornasiero, R., & Pirovano, M. (2013). Product lifecycle management: a literature
review and research agenda. International Journal of Product Lifecycle Management, 6(1), 5-19.
2. McKinsey & Co. (2021). Accelerating digital transformations after COVID-19. McKinsey &
Company. Retrieved from [Link]
insights/accelerating-digital-transformations-after-covid-19
3. Papachristou, E. K., & Bilalis, N. (2015). The implementation of product lifecycle management
in the Greek manufacturing sector: a case study. Procedia Engineering, 132, 1077-1084.
4. Stark, J. (2020). Product lifecycle management: Paradigm for 21st-century product realization.
CRC Press.
5. Terzi, S., Cavalieri, S., & Cimatti, B. (2010). A review of methodologies and tools for managing
product lifecycle. International Journal of Production Research, 48(21), 6377-6394.
6. Fani, V., Falchi, C., Bindi, B., & Bandinelli, R. (2020). Implementation framework for PLM: a
case study in the fashion industry. [Received: 10 September 2020]

7. Fani, V., Bandinelli, R. and Bindi, B. (2020) 'PLM functionalities in the fashion industry.
Preliminary results of a classification framework,' in IFIP advances in information and
communication technology, pp. 527–537. [Link]

8. D’Amico, S. et al. (2013) 'Product Lifecycle management as a tool to create value in the fashion
system,' International Journal of Engineering Business Management, 5, p. 33.
[Link]

9. Bandinelli, R., Rinaldi, R. and D’Avolio, E. (2017) 'A process-oriented framework for PLM
implementation in fashion companies,' International Journal of Product Lifecycle Management,
10(3), p. 191. [Link]

10. abbi, O., & Ahmadi, A. (2020). PLM and Smart Technologies for Product and Supply Chain
Design.

11. Dhuieb, M. A., Belkadi, F., Laroche, F., & Bernard, A. (2014). Thinking factory for the future:
from PLM to augmented reality.
12. Stark, R., Damerau, T., Hayka, H., Neumeyer, S., & Woll, R. (2014). Intelligent Information
Technologies to Enable Next Generation PLM.
13. D’Avolio, E. et al. (2017) 'Analysing product development process and PLM features in the food
and fashion industries,' in IFIP advances in information and communication technology, pp. 509–
521. [Link]
270 B. Kusý et al.

14. Segonds, F. et al. (2014) 'Early stages of apparel design: how to define collaborative needs for
PLM and fashion?,' International Journal of Fashion Design, Technology and Education, 7(2),
pp. 105–114. [Link]

15. Soldani, E. et al. (2013) 'New Product Development Process in Fashion Industry: Empirical
Investigation within Italian Companies,' in IFIP advances in information and communication
technology, pp. 481–490. [Link]

16. Vezzetti, E., Alemanni, M. and Macheda, J. (2015) 'Supporting product development in the
textile industry through the use of a product lifecycle management approach: a preliminary set of
guidelines,' The International Journal of Advanced Manufacturing Technology, 79(9–12), pp.
1493–1504. [Link]

17. Brynjolfsson, E., & Hitt, L. M. (1998). Beyond computation: Information technology,
organizational transformation and business performance. Journal of Economic Perspectives,
14(4), 23-48.

18. Mukhopadhyay, T., & Kekre, S. (2002). Strategic and operational benefits of electronic
integration in B2B procurement processes. Management Science, 48(10), 1301-1313.
19. Conlon, J. (2020). From PLM 1.0 to PLM 2.0: the evolving role of product lifecycle management
(PLM) in the textile and apparel industries. Journal of Fashion Marketing and Management.
20. D'Avolio, E., Bandinelli, R., & Rinaldi, R. (2017). A process-oriented framework for PLM
implementation in fashion companies.
21. Fani, V., Bandinelli, R., & Bindi, B. (2020). PLM Functionalities in the Fashion Industry.
Preliminary Results of a Classification Framework.
22. Conlon, J. R. (2022). Using product lifecycle management (PLM) to re-think fashion business
education: an assessment of pedagogical practices and learning benefits. Research Journal of
Textile and Apparel.
23. Kowalewski, A. (2023). Systematic Review: Implementation of Product Lifecycle Management
in Industries.
24. Hayat, M., & Winkler, H. (2022). Exploring the Basic Features and Challenges of Traditional
Product Lifecycle Management Systems.
25. Urošević, S., & Završnik, B. (2014). Characteristics branding & brand management in the fashion
industry.
26. Ekinci, Y., Molinillo-Jimenez, S., & Japutra, A. (2017). A model of consumer-based brand equity
(CBBE) for global fashion brands.
27. Jindal, A. (2012). Consumer perception of private label brands in apparel retail industry.
28. Morley, M. J. (2009). The house of brands. Research Papers in Economics.
29. Fani, V., Bandinelli, R., & Bindi, B. (2020). PLM Functionalities in the Fashion Industry.
Preliminary Results of a Classification Framework.
30. Conlon, J. R. (2022). Managing New Product Development in the Fashion Industry with PLM:
Based on Market Classifications.
31. Conlon, J. (2020). From PLM 1.0 to PLM 2.0: the evolving role of product lifecycle management
(PLM) in the textile and apparel industries. Journal of Fashion Marketing and Management.
32. Conlon, J. R. (2022). Using product lifecycle management (PLM) to re-think fashion business
education: an assessment of pedagogical practices and learning benefits. Research Journal of
Textile and Apparel.
33. D'Avolio, E., Bandinelli, R., & Rinaldi, R. (2017). A process-oriented framework for PLM
implementation in fashion companies.
34. Mulla, F. M., Kulkarni, V. N., Gaitonde, V. N., & Kotturshettar, B. B. (2021) 'PLM as a tool for
collaboration in aerospace industries - A review', Journal of Manufacturing Processes, 58, pp.
 Elapsed time on arrival: a simple and versatile primitive for canonical time synchronisation services 271

465-477.
35. Tomovic, C., Ncube, L. B., Walton, A. L. J., & Grieves, M. W. (2010). Development of Product
Lifecycle Management metrics: measuring the impact of PLM. Product lifecycle management
technology assessment: a case study in the industrial equipment industry.
36. Kok, M. Y., Lim, T. L., Bakar, N. A., & Mahdzir, A. M. (2015). Measuring the Impact of Product
Lifecycle Management: Process Plan, Waste Reduction and Innovations Conceptual Frameworks,
and Logic Model for Developing Metrics. Product lifecycle management technology assessment:
a case study in the industrial equipment industry.
37. Tomovic, C., Walton, A. L. J., Ncube, L. B., Grieves, M. W., Birtles, B., & Bednar, B. (2009).
Measuring the Impact of Product Lifecycle Management: Process Plan, Waste Reduction and
Innovations Conceptual Frameworks, and Logic Model for Developing Metrics. Product lifecycle
management technology assessment: a case study in the industrial equipment industry.
38. Peng, W.-P., Lei, J., Rui, J., Xiangyang, H., Junhao, D., Tiaoyu, L., & Qiuhua, Z. (2016) 'PLM
(product life-cycle management) database-based mining algorithm for DPIPP (distributed
parameterized intelligent product platform) product families', Journal of Mechanical Engineering
Research and Developments, 39(6), pp. 1057-1064.
39. Zipori, Y. (2008) 'An Analysis of Design and Digital Manufacturing Processes in a PLM
Environment for the Aerospace Industry', International Journal of Product Lifecycle
Management, 2(3/4), pp. 292-309.
40. Sun, K., Li, Y., & Roy, U. (2017) 'A PLM-based data analytics approach for improving product
development lead time in an engineer-to-order manufacturing firm', Journal of Intelligent
Manufacturing, 28(6), pp. 1343-1359.
41. Schuh, G., Rebentisch, E., Riesener, M., Diels, F., Dölle, C., & Eich, S. (2017). Agile-waterfall
hybrid product development in the manufacturing industry — Introducing guidelines for
implementation of parallel use of the two models.
42. Koomen, B. (2017). Set Based PLM Implementation, a Modular Approach to PLM Process
Knowledge, Management and Automation.
43. Farahat, A., & Defina, D. (2022). Novel Adaptive Approach for Applying and Combining
Traditional Waterfall and Agile Project Management Methodologies.
44. Batenburg, R., Helms, R., & Versendaal, J. (2006). PLM roadmap: stepwise PLM
implementation based on the concepts of maturity and alignment.
45. Kisielnicki, J., & Misiak, A. M. (2017). Effectiveness of agile compared to waterfall
implementation methods in IT projects: analysis based on business intelligence projects.
46. Tomovic, C., Ncube, L. B., Walton, A. L. J., & Grieves, M. W. (2010). Development of Product
Lifecycle Management metrics: measuring the impact of PLM.
47. Bokinge, M., Levandowski, C. E., Malmqvist, J., & Johannesson, H. L. (2012). A Method to
Identify Risks Associated with a PLM Solution.
48. Dias, K.T. (no date) Fuel growth with Centric Software. [Link]
49. World Fashion Exchange (2022) Fashion and ERP Apparel Software | WFX.
[Link]