| The competition in the 21 century marketplace is the competition between supply-chains; while the key point for building the competitive advantage in the competition between supply-chains is to enhance the cooperation among the supply-chain members to reduce the unnecessary inventories and wastes, as well as to strengthen the capacity in fast responding to customer' needs. By applying both qualitative and quantitative analysis methods, as well as the theories of Economics and Management Science, this article studies the bullwhip effect of attire supply-chain, a phenomenon that occurred because of information lack fidelity caused by uncertain factors in the attire supply-chain.The article first introduces the current domestic and international research on bullwhip effect, then presents the background and significance of this article and its research. The article analyses the consumption of attire product and the major problems that the domestic clothing industries currently have to face, describes the attire supply-chain, the basic administrative goals and contents for attire supply-chain, as well as the bullwhip effect of attire supply-chain because of uncertain factors in the attire supply-chain. Then, the article, by applying qualitative and quantitative methods, analyses the contributing factors for the bullwhip effect of attire supply-chain from the perspectives of economics, supply-chain structure, and decision making mechanism, and accordingly probes the strategic countermove issues. Finally, the article takes a real attire enterprise as an example to examine the bullwhip effect and further probe the possible countermove strategies. The findings indicate that to share the information, to enhance the strategic cooperation among the supply-chain members, to simplify the supply-chain structure, and to consummate the decision making mechanism will not only effectively weaken the bullwhip effect in the attire supply-chain but will also increase the overall effectiveness and competition of the attire supply-chain. |