About Martha Girard
My name is Martha Girard, and I am a proud Blue Hen alum. I can’t pinpoint exactly when my passion for fashion began. It has always simply been a part of who I am. Even when I was a toddler, I would wear princess ballgowns and heels to the grocery store (move over, Carrie Bradshaw). When it came time to choose a college, the University of Delaware’s highly regarded fashion program felt like a natural place to pursue that passion.
During my junior year, I had the opportunity to meet Dr. Sheng Lu, who recognized my drive and encouraged me to apply for the UD Summer Scholars research program. Soon after, the COVID-19 pandemic transformed the world as we knew it. While much of life came to a halt, I immersed myself in research, examining how retailers were approaching secondhand product assortment and pricing strategies (note: see the publication based on the summer scholar research). I developed a genuine passion for this work!
That passion for secondhand strategy and sustainable fashion led me to Nuuly, where I joined as a Merchandise Assistant after graduation. As part of a rapidly growing startup, I gained hands-on experience in buying, production, shipping, and planning. This was far more than I ever expected to learn early in my career. I later transitioned to Lilly Pulitzer as an Associate Merchandiser, where I managed women’s pants, shorts, and skirts.
In mid-2024, a personal move brought me to New York City, where I stepped into a new role as a Production Coordinator at Jay Franco. While this position differed from my previous experience—shifting from women’s fashion to licensed children’s home products—it presented an exciting challenge. I was drawn to the team (and my amazing boss, Emily) and trusted my instincts that it was the right opportunity.
Nearly two years later, I can confidently say that decision was the right one. I’ve developed a strong foundation in sourcing, supply chain, and production, and my background in buying and merchandising has strengthened my perspective. Together, these experiences continue to shape me as I grow in my career as a Production Manager.
Disclaimer: The views expressed in this interview are those of Martha Girard and do not reflect the views or positions of her employer or any affiliated organizations.
Sheng: What are your main responsibilities as a production manager? Can you walk us through your typical day? What aspects of the job do you find most interesting, or something you didn’t expect when you took the role?
Martha:My primary responsibility is to ensure that every order meets the buyer’s ship date. While that may sound straightforward, it requires close coordination from the moment a purchase order is issued to when the goods arrive at the warehouse. I serve as the primary point of contact between our factories and internal teams, ensuring all updates are clearly and consistently shared.
I typically start my day by reviewing and updating the status of all open orders. My direct report and I manage approximately 200–300 orders at any given time. These updates include pricing, ship dates, licensor approvals (as all products must be reviewed and approved by their respective licensors), and any factory-related developments. Communicating these updates to our cross-functional partners is critical to ensuring alignment and avoiding delays.
From there, I move on to processing new orders received that day, followed by reviewing shipping reports to confirm that all vessels are on schedule and progressing as expected.
What I find most exciting about my role is the constant variety. No two days are the same. With factors like tariffs and global shipping disruptions, there is always a new challenge to navigate. The role requires strong problem-solving skills and creative thinking to keep operations running smoothly and ensure our buyers’ expectations are consistently met.
Sheng: When deciding where to source home textile products, what are the most important factors you consider (e.g., cost, lead time, quality, supplier reliability)? How do you balance these trade-offs?
Martha:All of our products are custom-made for each buyer or retailer, so it is ultimately up to our customers to decide on the perfect balance of these trade-offs. The needs of a large department store may focus on classic home assortments, which differ significantly from those of a value-driven retailer like a dollar store. We are well-positioned to support both.
For example, a dollar store partner may collaborate with our product team to develop a cost-efficient item that can move from concept to shelf in as little as 120 days. In contrast, a large department store may work with us to design a premium throw blanket at a higher price point, with a longer development timeline of up to six months to ensure the final product meets their standards. This flexibility allows us to tailor our sourcing approach and deliver solutions that align with each customer’s unique strategy.
Sheng: How have recent tariffs and policy uncertainties affected home textile production and sourcing? What is your observation?
Martha: Unfortunately, the tariffs had a huge negative impact on U.S.-based fashion apparel companies. Many buyers canceled orders from China due to rising costs, prompting companies to explore sourcing options in countries with lower tariff exposure. This shift has been challenging, not only because companies have built strong, long-standing relationships with our manufacturing partners in China, but also because transitioning to new sourcing regions is both time-consuming and costly. It requires extensive research and development to evaluate whether alternative countries can meet our quality, pricing, and production standards.
Sheng: Sustainability is becoming increasingly important in the textile and apparel industry. How is this affecting the home textiles sector and your job? For example, are there changes in materials, sourcing practices, or supplier requirements?
Martha:We are finding that many of our licensors and customers are placing a strong emphasis on sustainability and eco-friendly materials. For example, one major customer (note: a well-known toy brand) only allows us to use 100% recycled polyester for their items and strives for eco-friendly packaging. As a company, we are happy to follow industry trends and advocate for more sustainable materials and practices, even if it could make sourcing and production more complex.
Sheng: Looking ahead, what industry trends will you be keeping a close eye on in the next 1-2 years, and why?
Martha: TikTok (which already seems like old news in 2026) has been one of the biggest game changers for our business. Our products frequently gain traction on the platform, making it an incredibly valuable tool for real-time customer feedback. It’s exciting to see what resonates with consumers to quickly adapt based on those insights. We’ve also introduced TikTok Live events, which have proven highly successful at driving engagement and visibility for our products.
Sheng: Reflecting on your time at UD and in FASH, what experiences helped prepare you for your career? What advice would you give to current students as they plan their career paths, especially in the sourcing field?
Martha: The most influential experiences I had at UD were my involvement with UDress, studying abroad in Paris, and participating in the Summer Scholars program. Each of these opportunities helped shape my perspective, build my confidence, and further define my career path.
My biggest advice is to put yourself out there and take advantage of every opportunity available to you. Try new things, trust your instincts, and don’t be afraid to step outside of your comfort zone. Most importantly, stay committed and work hard. You are all capable of achieving great things!
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FASH455 Global Apparel & Textile Trade and Sourcing 
One key concept from our class that relates to this blog post is sourcing trade-offs and decision-making. In class, we discussed how companies must balance factors like cost, lead time, quality, and supplier reliability when choosing where and how to source products. In this interview, Girard clearly explains how sourcing decisions vary depending on the retailer’s strategy. For example, she mentions that a dollar store may prioritize cost efficiency and faster production timelines, while a department store may focus more on quality and accept longer lead times. This directly reflects the trade-offs we discussed in class, showing that there is no single “best” sourcing strategy. Companies must adjust based on their target market and product positioning. She also highlights how tariffs have forced companies to reconsider sourcing locations, which further complicates these decisions. This shows how important flexibility is in sourcing. Companies need to be able to quickly adjust to external factors like tariffs or shifting customer demands. It also raises the question of whether constantly changing sourcing locations is sustainable long-term, especially when strong supplier relationships are disrupted.
A key concept that connects back to this interview from our class is post maturity. This is the final stage in economic development. While we talk about this concept in reference mostly to manufacturing, it also applies to things like merchandising and production. One way in which the US has shifted away from labour-intensive manufacturing in apparel has been an increase in service jobs. Service jobs, specifically like Martha Girard’s, can be considered capital-intensive. They often require higher educational backgrounds, such as a degree from the University of Delaware. This is really important when we think about manufacturing in the US. While people do complain about the decline of manufacturing in the US, and it does create an issue of job losses, the other side is that more jobs should be being created on the service end. This can be capital-intensive jobs like doctors and merchandisers, or low-capital jobs like retail workers.
One key concept from our class that relates to this blog post is the idea that U.S. textile companies are restructuring their operations, specifically related to supply chain management. In class, we’ve discussed that shortening lead times and making highly volatile products is important because the market is constantly changing, so being flexible in production and making it quickly will make the textile company more competitive in the market.
In this blog post, we can see that the operations of Jay Franco as explained by Martha helps explain this phenomenon because all of the products produced are custom-made for each retailer and buyer. By keeping their textile production flexible and customizable, more retailers are more likely to purchase from Jay Franco over other manufacturers and keep this company a leader in the market.
Going forward, we can further explore how companies become so customizable and keep production and efficiency high while also being flexible in the production.
A key concept from class that connects to this interview is from March 12th when we discussed globalization and outsourcing in the textile and apparel industry. In the interview with Martha Girard, she discussed her journey and experience within the fashion industry. One thing that stuck out to me, which connects to our class lectures, is how she discussed the effects of recent tariff policies. More specifically, she stated, “This shift has been challenging, not only because companies have built strong, long-standing relationships with our manufacturing partners in China, but also because transitioning to new sourcing regions is both time-consuming and costly”
I found it interesting that she emphasized that low cost is not the only important factor when purchasing, as there are several other factors determined by the individual retailer. I think it can be challenging for companies to constantly adapt to external changes such as tariffs, sustainability requirements, and changes in consumer needs. I wonder what strategies retailers use to balance these pressures and stay competitive.
One key concept from class being described in the blog post is trade offs, especially on the sourcing side of the supply chain since firms must evaluate what they prioritize. During class, we talked about how companies have to balance cost, time to produce a product, and quality when selecting a primary location to source goods. This concept is important because a company must make a decision that will have the most benefit when taking all factors into account. In most cases, there will be no source that maximizes all aspects, making this an important step in developing a strategy that will align with the company. The blog post demonstrates how trade-offs differentiate the ways companies make decisions about making and manufacturing products. The text highlights how the different goals of a company affect this by stating how a dollar store will focus on high production at low costs that need to be ready in 120 days while a department store is willing to wait 6 months for the highest quality product. This post also expresses how tariffs greatly affect trade-offs. A large number of companies had to cancel orders from China and move production to different countries since the costs became unmanageable. Going forward, fashion companies need to decide what values are most important and vital to their company. Attempting to prioritize all aspects of sourcing or focusing on values that are not relevant to the company’s needs, will lead to problems in the future. As companies change in size and motives change across the industry, companies must do what is best for them to adapt and stay a float in this constantly evolving market.
One key concept from our class that relates to this blog post is global sourcing strategy and trade-offs.
In class, we’ve discussed that global sourcing strategy is important because companies must constantly balance factors like lead time, quality, cost, and supplier reliability to remain competitive in the fast-moving industry. These decisions directly impact pricing, product availability, and overall brand positioning.
In this blog post, we can see that global sourcing strategy is fully supported by the data and real-world experience Martha shares. For example, she explains how different retailers prioritize different trade-offs—such as a dollar store focusing on low cost and fast turnaround, while a department store emphasizes higher quality and longer development timelines. Additionally, her discussion of tariffs highlights how external factors can disrupt sourcing decisions and force companies to reevaluate long-standing supplier relationships, further emphasizing the complexity of global sourcing.
Going forward, we can further explore how companies can build more flexible and resilient supply chains in response to challenges like tariffs and global disruptions. I am curious if this shift toward diversified sourcing will continue long-term, and fashion companies may want to invest in stronger supplier networks across multiple countries to reduce risk while still meeting consumer expectations.
One key concept from class that relates to this blog post is sourcing trade-offs and decision-making. In class, we discussed how companies must balance factors such as cost, lead time, quality, and supplier reliability when choosing where to produce products. Martha Girard explains that sourcing strategies depend on the retailer’s goals and target market. For example, value retailers may focus on lower cost and faster production timelines, while department stores may prioritize higher quality products and accept longer lead times. This shows that there is not one perfect sourcing strategy, because companies must adjust based on their brand positioning and customer expectations. The blog also highlights how tariffs have recently influenced sourcing decisions. Many companies have reconsidered sourcing from China because higher tariffs increased costs. However, shifting sourcing locations is difficult because companies often have long-term relationships with suppliers and must ensure new factories can meet quality and pricing expectations. Overall, this shows that flexibility is very important in global sourcing. Companies must be able to adapt to external factors such as tariffs, changing consumer demand, and sustainability expectations. At the same time, companies must balance flexibility with maintaining strong supplier relationships in order to ensure consistency and long-term success in the supply chain.
A key concept from our lectures that relates to this interview is the sourcing criteria framework and its trade-offs (cost, speed, and quality). We learned that sourcing managers have to balance these competing factors, known as the iron triangle, since it is almost impossible to achieve the lowest cost, the highest quality, and the fastest lead time all at once. In the interview, Martha Girard explains exactly how these trade-offs work at Jay Franco. She mentions that for a “dollar store” partner, the priority is cost and speed (ex: moving from an idea to shelves in just 120 days). However, for a premium department store, the focus moves to quality and design, which allows for a longer timeline. This shows that sourcing is different for every product, the production manager has to adjust the supply chain based on what the customer wants. One implication I noticed is that geopolitical factors like tariffs are forcing companies to break long lasting relationships in China, which disrupts the balance of the iron triangle. Martha mentioned that moving production to avoid tariffs is “time-consuming and costly” because new suppliers might not meet the same quality standards right away. For fashion students going into production, this means we need to be problem solvers who can handle disruptions.
During FASH 455, I have become educated on the importance of tariffs and how they have shaped the fashion industry. I learned that with tariffs, U.S textile companies have given up on manufacturing outside of the United States as it has left companies with no decision. Within this blog post, Martha goes into detail on her daily work life and how it has changed because of the tariff issue. Martha declares that no two days are the same because of this matter. There are constant challenges that companies are facing due to the shift in price points, such as the cancellation of orders. Overall, I think that hearing a viewpoint from an alumni that is now in the industry is very insightful and provides a real world perspective on how some of the economic policies that we have learned about in class are coming to life.