uality and value are high priorities but as of late Sport's Obermeyer's product lines have not been as successful. Wally decisions are centered on which styles to make in China and which styles to make in Hong Kong. Will production in China constrain Obermeyer's ability to manage production and inventory risks? Wally's decisions are based on the Obermeyer's overall order cycle, supply chain, strategy and structure. Sport Obermeyer's, structure is formulated through a two-year planning and production process. The design process for the 1993-1994-inventory line begins in February 1992. This task involves careful analysis, experience, intuition, and utter assumption. The market's key goal to is to predict the market response to different styles and colors. The structure is constructed beginning at the textile and accessories and suppliers stage. During this stage is where the initial designs are developed. Important events are the Munich show and the Las Vegas show in 1992. These two events are where the ideas come for the colors and style for the new line. Europe is more fashion forward than the United States such that current European styles are good indicators of future American fashions. Another important event is the Las Vegas show in February. This is a major trade show for ski equipment and apparel. By May 1992 the design concepts are finalized which continue all the way to September 1992. The next stage goes through the apparel manufactures simultaneously working with Obersport Limited. Sports Obermeryer's critical outerwear products are sourced through the Hong Kong-based company Obersport, a joint venture between Sport Obermeyer and a Hong Kong partner. Obersport, in turn, manages supply and production operations in Hong Kong and China. Raymond Tse is the managing director of Obersport Limited. During this phase, orders begin to arrive. As they arrive they are translated into specific components and then placed on component o...
