【正文】 sion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market. This paper suggests a demand pull model as a basis for developing a work structure in the clothing industry. In a demand pull model, consumer demand is the driver of sales unlike the supply push model whereby the manufacturer pushes goods to the retailer regardless of consumer demand. Ⅲ — 14 Retail panies have bee powerful due to their sufficient capital and marketing expertise to build loyalty among consumers. They are the lead firm in view of their central role in the organizational work. The lead clothing retailer integrates industrial capabilities such as sourcing of textiles, design, product branding and its relations with consumers enables it to keep abreast of fashion consumption trends. The lead firm conveys its requirements to these changing trends (changes in style, material requirements) to its suppliers or subcontractors (Table 7). It also provides assistance with the purchasing of capital equipment and technology necessary to produce apparel in accordance with market demand. The fragmented webs of suppliers and subcontractors are bound together through information technology, online data sharing, joint product development, and collaborative forecasting, planning and replenishment activities. Retailers will hold less inventory as shipments bee smaller and more frequent since point of sale data is directly transmitted to the manufacturer/supplier who will produce and ship garments as it is needed. This model shows the role of the retailer as an intermediary integrating the functions of design, textile sourcing, branding and as facilitator of apparel production through a web of suppliers/subcontractors. Such restructuring through technological improvements and information technology is one means of succeeding in an increasingly petitive environment. The horizontally structured, mass production methods no longer ensure future petitiveness. Ⅲ — 15 The lion’s share of the benefits from quota elimination is expected to accrue to China. Its low labor cost, high productivity, range and flexibility of services as well as efficient supplier works will make China the supplier of choice. About 87% of apparel executives that participated in a cotton sourcing summit in Miami in February 2020, agreed that China will soon account for 50–90% of all apparel sold in the US market (National Labor Committee, 2020). This means rationalization of production and a massive consolidation of vendors. Other winners are likely to include India and Pakistan in narrow segments of the TC industry. The elimination of quotas is also likely to lead to lower prices for consumers in view of the absence of quota costs which is often a significant part of the cost of TC sold in the US market. Wellknown brands may still hold market value since they are not subject to retail price deflation. It is important for TC firms to evaluate their internal capabilities such as sourcing, manufacturing, logistics, transportation etc. in order to develop an action plan for the postquota world. Exporters from Latin America, Africa and the Caribbean are likely to lose market share to China since they largely pete on price (not quality) and lack the capability to produce high value added products. Even with the introduction of safeguards on a range of products that are of export interest to these countries, their US market share has declined since the phase out of quotas. With the plete removal of quotas in 2020, it is difficult for these countries to pete on price. Since the US government lifted quotas in 2020 on 29 categories, for example, China’s market share (in these categories) jumped from just 9% (2020) to 65% (2020) while prices paid by US retailers (for apparel from China) dropped by 48% (National Labor Committee, 2020). In cotton dressing gowns (quotas removed) China’s share in 2020 jumped from 25% to 39% while that of Caribbean countries fell from 13% to a me