Cloud PLM software enters its intelligence era

There are three clear ways that innovations in PLM and cloud technology are already delivering tangible results across the fashion supply chain. Credit: Ar_TH / Shutterstock

PLM and cloud-based software is undergoing a significant transformation, Centric Software’s chief technology officer Ravi Rangan tells Just Style. 

Computer Generated Solutions, Inc. (CGS)’s BlueCherry PLM product manager Perry Bonney agrees, adding the major focus this year is on “greater intelligence, flexibility and connectivity”. 

He notes: “Cloud-first strategies are quickly becoming the industry standard, allowing brands and manufacturers to scale their operations efficiently while improving cost management and collaboration across global supply chains.” 

Lectra’s president of the Americas Leonard Marano says "a fully integrated web-native platform” has the benefit of being “highly configurable, lighter to implement, and easier to connect with other enterprise systems via APIs” compared to an on-premise solution migrated over to the cloud. 

He explains cloud-based platforms "provide the level of visibility required to take action on the production floor when adjustments are needed to achieve greater levels of efficiency".  

Infor’s industry and solution strategy senior director for fashion and retail Ana Friedlander is quick to add AI-driven automation into the mix. She explains PLM and cloud software is being revolutionised by AI, real-time data collaboration, and enhanced sustainability insights during development. 

Cloud-based PLM solutions are leveraging advanced machine learning algorithms to streamline product design, predict market trends, optimise material usage and reduce waste and development cycles. 

Plus, she says it provides seamless integration with IoT devices to enable real-time monitoring of production processes, which improves supply chain visibility and responsiveness. 

Sustainability has become a central focus for fashion brands which is why cloud platforms are incorporating traceability features that can track a product’s environmental footprint from raw materials to end-of-life. She notes this ensures compliance with evolving regulations. 

Several factors are driving these technological changes. First, the need for faster innovation is pushing companies toward digital transformation. Bonney explains: “With shorter product lifecycles and higher consumer expectations, brands need to accelerate development without compromising quality or ethical sourcing”. 

He admits the demand for secure, automated platforms is growing due to the increasing scarcity of skilled and experienced product designers and developers in the sector: “By automating routine tasks and streamlining workflows, these platforms enable creative teams to focus on innovation rather than administrative complexities”  

Rangan points out the comfort level for adopting cloud-based software has dramatically increased, particularly in North America, parts of Europe and Asia where enterprises now view cloud solutions as a necessity. However, he says a hybrid model still exists in some regions. 

Tariffs remain a hot topic for fashion sourcing executives and PLM and cloud-based software advances mean the sector can respond to changeable tariff plans and the need for diversified production locations. 

Marano highlights: “Greater flexibility, speed, and data integration across the entire fashion supply chain is a key driver”. 

Plus, the fashion supply chain requires “agile, cloud-based solutions that can reduce manual data entry, enhance strategic decision-making, and allow for rapid adaptation to market shifts.” 

Bonney agrees, citing the “increasing complexity of global supply chains” as making “real-time collaboration a must-have”. He adds “cloud-based PLM solutions provide the scalability and flexibility for brands to coordinate across multiple regions, suppliers, and manufacturing partners efficiently". 

Friedlander points out stricter ethical sourcing and environmental impact regulations have played a key role in the changes being made to PLM and cloud-based software: “Modern PLM platforms now offer advanced traceability and compliance tools, ensuring brands meet sustainability standards while strengthening consumer trust.”  

Bonney shares three clear ways that innovations in PLM and cloud technology are already delivering tangible results across the fashion supply chain: 

1. Enhanced collaboration: Real-time data sharing across global teams reduces miscommunication and accelerates product development timelines 

• Improved supply chain visibility: Advanced tracking and monitoring capabilities ensure compliance with sustainability and quality standards 

• Cost reduction: AI-powered analytics help brands forecast demand more accurately, optimise inventory management, and minimise waste. 

Together, he says: “These advancements are driving a more resilient, transparent, and cost-efficient supply chain.” 

Marano adds that a centralised, single source of truth enables brands to have full supply chain flexibility, which allows companies to quickly shift manufacturing locations when needed. 

Plus, sourcing executives recognise that leveraging AI has a direct impact on profits and losses.  

Marano advises fashion brands to think about the tools available from a return on investment perspective and using them as a strategic advantage to enhance both their bottom line and speed to market. 

Friedlander cites the “heightened level of transparency” from all stakeholders’ immediate access to critical data as empowering brands to mitigate risks, anticipate disruptions, and foster a more resilient supply chain. 

Smaller fashion brands are also benefiting as they can seamlessly adopt PLM solutions without the burden of on-premise IT infrastructure. Rangan describes this as “levelling the playing field with larger competitors”. 

He also sees the ability to incorporate live consumer feedback from e-commerce channels into product development cycles as having the “potential to revolutionise demand planning and reduce markdowns with on-target designs”. 

He explains: “Supplier collaboration has improved through integrated PLM platforms that facilitate the real-time exchange of tech packs, materials and production schedules across retailers, brands and suppliers.” 

Friedlander adds the adoption of digital prototyping and 3D design tools within PLM solutions eliminates the need for physical samples, which significantly reduces waste and production costs. Plus, faster iterations and virtual testing allow brands to refine designs quickly while maintaining quality standards. 

She concludes: “By embracing these cutting-edge innovations, fashion brands are not just streamlining operations; they are building a more resilient, efficient, and responsible supply chain. In doing so, they position themselves for long-term success in an increasingly competitive market.” 

Trade policy changes

Lu explains today’s fashion business is highly global and relies heavily on the frequent movement of goods and services across borders. Thus, the uncertain and protectionist nature of US trade policy during Trump’s second term could present significant challenges to the fashion industry in 2025.

“Notably, when the 7.5% Section 301 tariff was imposed on selected Chinese clothing products in 2018, the US Consumer Price Index (CPI) growth was relatively low at 1.9%. However, imposing a 20% global tariff, a 60% tariff on Chinese products, and the existing 15-30% regular tariff on clothing when the CPI is historically high is like “adding fuel to the fire,” he says.

While Crietee worries the power imbalance in the apparel supply chain will mean the biggest burden will be placed on manufacturers.

However, Randy Carr, president and CEO of emblem and patch manufacturer World Emblem, believes we will see more nearshoring come into fruition in 2025, noting there are many advantages for brands looking to nearshore operations, specifically faster turnaround times, better quality control, and overall cost savings.

“By relocating production to neighboring countries like Mexico, businesses can reduce transportation costs, shorten lead times, and gain greater oversight of manufacturing processes. Nearshoring has the potential to boost the growth of Mexican manufacturing exports to the US from $455bn today to an estimated $609bn in the next five years, according to Morgan Stanley Research,” he says.

On the other hand, Accenture’s CEO Matt Jeffers states it is important to remember nearshoring will put further pressure on price points and take time to take effect especially in new countries such as those in North Africa.

Lamar sees knowledge and partnership as being key. Companies will need to foster greater collaboration with their supply chain partners as they will be responsible for managing diligence and diverse sourcing programmes.

“Fast changing and comprehensive regulations and an uncertain tariff future (including the likelihood that new US tariffs trigger retaliatory tariffs), will mean supply chain partners need to be increasingly connected with each other and with appropriate government officials so they can both inform those policies while they are being crafted and respond to new policies that take effect.

“Winners in 2025 and beyond will be those who are ready to embrace the challenges, and who can do so while staying focused on delivering to their competitive advantage, whatever that may be,” he shares.

The mine’s orebodies are also particularly attractive for potential future investments, with phosphate deposits containing up to 70% rare earth oxides. Indeed, in August 2018, Lynas announced a 70% increase in the mine’s mineral resources and a 60% increase in ore reserves. This pushed the total life of the mine beyond 25 years, making this a reliable long-term project.

The mine’s concentrator can produce around 240,000 tonnes of ore, including around 26,500 tonnes of rare earth oxides. As mining processes improve and the facility begins to push towards this output maximum, this could prove to be a source of rare earths on a much larger scale than many of the high-potential, yet unproven, exploration-stage projects in the country.

While China’s rare earth production remains orders of magnitude greater than Australia’s, large-scale and well-established projects such as the Mountt Weld facility could be Australia’s best chance to threaten Chinese rare earth production on a large scale.

The mine’s concentrator can produce around 240,000 tonnes of ore, including around 26,500 tonnes of rare earth oxides. As mining processes improve and the facility begins to push towards this output maximum, this could prove to be a source of rare earths on a much larger scale than many of the high-potential, yet unproven, exploration-stage projects in the country.

While China’s rare earth production remains orders of magnitude greater than Australia’s, large-scale and well-established projects such as the Mountt Weld facility could be Australia’s best chance to threaten Chinese rare earth production on a large scale.