MISA Los Angeles cuts and sews its collections in Los Angeles, sells them to more than 300 stockists in 35 countries, ships direct to customers on Shopify, and runs its own boutique at Palisades Village. Four channels drawing on one pool of stock, with garments that can take over 50 steps to make. AIMS360 is the ledger underneath all of it.
By Shahrooz Kohan, CEO, AIMS360
What MISA runs on AIMS360, and what each channel is doing.
| Channel | What it is | What AIMS360 handles |
|---|---|---|
| Wholesale | More than 300 stockists in 35 countries, including Nordstrom, Revolve, Saks Fifth Avenue, Shopbop and Harrods. | Orders flow in from JOOR against live open to sell. Allocation, picking, shipping and invoicing follow in AIMS360. |
| Sales reps | A wholesale business sold through reps and showroom relationships. | Commission calculation off posted invoices, including splits and holdbacks on unpaid invoices. |
| Direct to consumer | The Shopify storefront at misalosangeles.com. | The same stock record the wholesale side reads, so web availability reflects what is actually free to sell. |
| Retail | The MISA boutique at Palisades Village in Pacific Palisades. | Store inventory sits on the same ledger as the warehouse, rather than in a separate system that has to be reconciled. |
| Production | Cut and sew in Los Angeles, in house, by MISA's own designers, pattern makers and sewists. | Work in process and production tracking, so goods still being made are visible before they are finished. |
Measured results for this page are pending MISA's written approval.
Back to topMISA is a Los Angeles womenswear label founded in 2016 by Shadi Askari-Farhat, who named it for her daughters, Milla and Sayeh. It grew out of her earlier accessories brand, tbagslosangeles, which began with handbags made from vintage fabrics and trims.
The house principle is what MISA calls effortless femininity: fluid silhouettes, airy fabrics, bold prints and detailing that is difficult to automate. Early collections leaned on velvet, lace and silk chiffon. The brand describes its dresses, separates and knitwear as many-moment pieces, made to carry a customer from day to evening and from home to travel.
Ready to wear has been sold at wholesale in roughly the 80 to 130 dollar range, which places MISA in contemporary, not mass market. That matters operationally, because contemporary brands carry deep style, color and size assortments without the volume that makes guesswork cheap. By the time MISA opened its first store in late 2021, the brand was reaching more than 300 retail locations across 35 countries.
A brand like MISA is not really running one business. It is running four, and they all compete for the same garments. The failure mode is not dramatic. It is a slow leak, and it shows up in four places.
None of these are solved by adding another tool. They are solved by having one inventory record that every channel reads and writes, which is the specific thing an apparel ERP is for.
MISA sells wholesale through JOOR, connected to AIMS360 over a native API rather than a nightly file drop. The practical difference is what a buyer sees when they open the line.
Open to sell by style, color and size, calculated as stock plus work in process minus existing orders. Where a style is oversold, the negative goes across rather than being flattened to zero, which is what keeps future availability honest. Work in process is sent with its delivery date, so a buyer choosing a later ship window sees availability as of that date.
Orders land in AIMS360 with the rep assignment attached. From there the normal wholesale flow runs: allocation, pick, pack, ship, invoice. Because the rep is carried through to the posted invoice, the commission run has a clean basis.
Commission is calculated in AIMS360 off posted invoices, not off orders. That distinction matters for a brand shipping to hundreds of doors: an order can change between placement and shipment, and paying on a number that later moves creates clawbacks. The system also handles splits where more than one rep touches an account, and holdbacks on invoices that have not been collected yet.
Back to topMISA sells direct on Shopify, reading the same inventory record as wholesale. A brand this size cannot afford a separate DTC stock pool, because the moment web and wholesale disagree, someone gets an oversell email.
The retail side has a harder story. MISA opened its first boutique at Palisades Village in Pacific Palisades in December 2021. In January 2025 the Palisades fire closed the center. Palisades Village reopened on August 15, 2026, after more than 100 million dollars of restoration and roughly 19 months dark, and MISA reopened its boutique the same day.
Reopening a store is an inventory problem as much as a construction one. Stock has to be allocated to a location that has been closed for a year and a half, priced, counted and made sellable on day one, without pulling units the wholesale book has already promised. Running the store on the same ledger as the warehouse is what makes that a planning decision rather than a reconciliation exercise.
For a brand with one boutique, the store is not a rounding error. It is a full channel with its own stock, its own customers and its own sell-through, and it needs to be visible in the same place as everything else.
MISA's own description of how the clothes are made is the most useful thing on this page for understanding why the ERP matters.
"All of our pieces are handmade in Los Angeles by our team of designers, pattern-makers and sewists, most of whom have worked with us from the beginning. Many loving hands touch each garment, some with over 50 steps, in order to bring the collection to life each season."
MISA Los Angeles, in its own words
Read that as an operations statement rather than a brand statement. Over 50 in-house steps per piece, repeated across a full seasonal collection, means a large share of the brand's value is sitting mid production at any given moment. Nothing about that is exceptional for domestic cut and sew. What is exceptional is how badly most systems handle it.
Style, color and size are defined once, at the top. Every downstream channel inherits that structure instead of maintaining its own SKU list.
The 50 plus operations, in house, by the same team season after season. Work in process is tracked as it moves, so goods being made are countable before they are finished.
Finished units join the same pool that JOOR, Shopify and the boutique all read. No channel gets a private copy.
If a system only recognizes inventory once it is finished and put away, then everything in progress is invisible, and the brand plans as though it has less than it does. Sending work in process with its delivery date to JOOR is the same fact expressed to a buyer: this is not in the building yet, and here is when it will be. For a brand whose whole proposition is that people, not machines, make the clothes, that visibility is the difference between selling the season and guessing at it.
MISA is one of two Los Angeles manufacturers on this page. The other, Los Angeles Apparel, runs a vertically integrated factory in South Central and reached 99 percent inventory accuracy across warehouse and retail on the same platform.
Back to topThe operational questions behind a setup like MISA's.
Yes, and that is the point of an apparel specific system. MISA runs all four on AIMS360: wholesale orders through JOOR, direct to consumer on Shopify, a boutique at Palisades Village, and cut and sew production in Los Angeles. The requirement is that all four read and write the same inventory record, rather than each keeping its own copy that has to be reconciled later.
MISA says some pieces take over 50 steps. In its own words: "Many loving hands touch each garment, some with over 50 steps, in order to bring the collection to life each season." Every one of those steps happens in house in Los Angeles, with a team of designers, pattern makers and sewists, most of whom have been with the brand since the beginning. Operationally this is why work in process tracking matters: at any moment a meaningful share of the season is part built and would be invisible to a system that only counts finished goods.
Over a native API connection, not a licensed third party connector or a nightly flat file. AIMS360 sends open to sell by style, color and size, including negative quantities where a style is oversold and work in process with its delivery date. Orders come back into AIMS360 with rep assignment intact. You can read the detail on the JOOR integration page.
Because orders change. Quantities get cut, styles get substituted, deliveries slip. Paying commission on an order value that later moves means clawing money back from reps, which is corrosive. AIMS360 uses the posted invoice as the basis, supports splits where multiple reps touch an account, and holds back commission on invoices that have not been collected, releasing it when payment lands.
By not giving them separate inventory pools. When the Shopify storefront and the B2B platform both read one live availability figure, a unit committed on one side is immediately unavailable on the other. The alternative, syncing two stock records on a schedule, guarantees a window in which both systems think they have the same garment.
It should, as work in process, and it should be visible separately from finished goods. For a brand where a garment can take over 50 steps, a lot of value sits mid production at any moment. AIMS360 tracks work in process with delivery dates, which lets you plan against it and lets a wholesale buyer see future availability for a later ship window rather than an empty line.
Yes. Domestic cut and sew brands are a core case, and two on this site manufacture in Los Angeles: MISA and Los Angeles Apparel. The relevant capabilities are bills of material, cut tickets, contractor tracking and work in process, so that what is being made is as visible as what is already made.
If the store is a location on the same ledger as the warehouse, its stock stays visible and controllable the whole time, and reopening becomes an allocation decision. MISA's Palisades Village boutique closed after the January 2025 Palisades fire and reopened on August 15, 2026, when Palisades Village itself reopened. Bringing a location back means allocating to it without taking units the wholesale book has already committed, which is a planning question, not a data cleanup question.
The trigger is channel count and assortment depth more than revenue. A brand selling one way can manage in simpler tools. Once wholesale, direct to consumer, retail and production are all drawing on the same stock, the reconciliation cost grows faster than the business does. AIMS360 works with brands from single channel wholesale up through multi channel operations at scale.
About the author
Shahrooz Kohan is the CEO of AIMS360, an apparel ERP used by consumer brands for production, inventory, wholesale, EDI and multi channel order management.
Another Los Angeles manufacturer, running a factory, a warehouse and retail on one platform. Read the Los Angeles Apparel case study, or browse all AIMS360 case studies.
Wholesale, web, your own store and what is still on the sewing floor, all reading one stock record. Bring your channel mix and we will map it live.
Published August 16, 2026. Last updated August 17, 2026. Production and brand details quoted from MISA Los Angeles; wholesale reach and history from California Apparel News; Palisades Village reopening reported August 15, 2026. Operational results for this page are pending MISA's written approval.
