澳洲 代写：Zara的供应运营系统分析
澳洲 代写：Zara的供应运营系统分析
Zara的供应链和运营标杆为许多快时尚组织树立了榜样。该公司的基准测试是基于其价值链进行的，这使得该公司能够有效地将其与供应链集成。Zara对不同的供应链环节进行优化并施加控制，而不是在这些环节，即使这可能会导致某些环节的价格上涨。Zara保持其物流的深度、丰富性和可预测性，这取决于对商店订单的履行情况(Turker et al.， 2014)。该公司每周有3个订单从每个商店在特定的时间和天与发货准备过夜一般。卡车在特定的时间离开，货物在特定的时间到达商店。然后对已经标价并贴有标签的物品进行预挂。由于这种高效的物流系统，在供应链的每个阶段，所有相关的个人都知道他们的活动是什么。不仅代理商、生产商、分销商和零售商了解他们的活动，经常光顾Zara的顾客也知道公司的发货日期是什么时候。
该设施规模大，技术含量高，有额外的处理能力，允许公司每周和每月对波动的需求做出反应(Holweg, M.和Helo, P。,2014)。令人感兴趣的是，该公司能够在15天内完成从创意到产品上架的整个过程，这说明与其他竞争对手相比，该公司交货及时。从内部看，Zara的发展战略不仅是通过纵向整合，而且是横向多元化。时装是由该公司通过时装设计改编而来的。该设计最初出现在raps上的两周时间里，该公司进一步生产、分销和零售其产品。公司拥有完整的价值链，以市场速度为基础，以生产快时尚为核心竞争力(Stevens, G.和Johnson, M。,2016)。此外，重要的是要突出公司的业务战略和经营战略之间的顺利整合。公司的运作与其战略业务方法相一致。Zara的生产和分销系统使得及时交货成为可能，即使实体产品的生产流程从理念到最终的门店都是如此。
Zara’s supply chain and its operations benchmarking set an example for many fast fashion organizations. The benchmarking by the company is done based upon its value chain and this allows the company to integrate it with its supply chain efficiently. Zara optimizes as well as exerts control across distinct supply chain steps not in them even though it might result in increasing price at certain steps. Zara stays with its logistics being in-depth, fat and predictable depending upon fulfilment of order towards the stores (Turker et al., 2014). Per week the company has 3 orders from every store over particular hours and days with shipments being prepared overnight generally. At specific times the trucks leave and in stores the shipment arrives at particular times. Pre-hanging is then done to the items already priced with a tag and labelled. As a consequence of this efficient logistics systems, at each stage of the supply chain all the individuals involved know what their activities are. Not only do the procurers, producers, distributors and retailers understand their activities but also the customers regularly visiting Zara knows when the shipment days for the company are set.
This facility is large and high-tech with extra capacity over disposal to allow the company react to the fluctuating demands weekly and on monthly basis (Holweg, M. and Helo, P., 2014). It is intriguing to acknowledge that the company can obtain products starting from its idea to the product reaching stores within 15 days and this depicts the company’s just in time delivery in comparison to other competitors. Internally, the business strategy of Zara for growth is to diversify not only through vertical integration but also horizontally. Fashion is copied by the company through couture designs adaptation. The company further produces, distributes and retails its products in the 2 weeks of time when the design originally appeared on raps. The company owns its value chain in entirety and based upon the market speed, the company competes with the core focus on producing fast fashion (Stevens, G. and Johnson, M., 2016). Also, it is essential to highlight the company’s smooth integration between its strategy for business and its strategy for operations. The operations in the company are in accordance and alignment with its strategic business approach. The manufacturing by Zara and its systems for distribution allow in timely delivery even though the physical product process ranges from idea to final stores.
