Sunteți pe pagina 1din 55

La Coruna is in a far corner of Europe

ZARA

An unlikely place for the fastest growing apparel company in the world!

ZARA
For fashion conscious adults ages 25-35, Zara Clothing is the clothing retailer that incorporates modern telecommunication technology in its marketing research & supply chain in order to deliver fresh customer inspired fashion designs at less than designer prices.

In apparel retailing supply chains costs are concentrated in the downstream supply chain, and arise from demand uncertainty, inventory and distribution costs. While parts of the upstream production supply chain are scale sensitive, such as fabric cutting or dyeing, others such as sewing and finishing continue being labor-intensive tasks performed by a fragmented network of providers

Fashion is

Fun

Again ! ! !

Exclusivity on rarity . . . instead of Price

Zara, located in Galicia, Spain, is now the second largest clothing retailer in the world, with profits growing at 30 percent per year. It operates over 800 stores in 51 countries.

Instead of shipping new products once a season like many fashion retailers, Zara makes deliveries to each of its stores every few days. Small shipments more often is the key to QR systems.

Source: Kasra Fedrows, Michael Lewis, AD Machura

Spanish clothier Zara turns the rules of supply chain management on their head. The result? A super-responsive network and profit margins that are the envy of the industry.
11

GROWTH (EUROS-MILLIONS)
5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 1991 2003

QUICK FACTS

Sales E mil

Profit E mil

800 stores in luxury shopping districts 51 countries 70% of parent Inditex sales Went public in 2001 (25% shares sold for E 2.3 Billion)

12

APPROACH/ PAYOFF
You need to have 5 fingers touching the factory & 5 touching customer

2001
% Net Margin
12 10

Philosophy

Zara can design, produce, deliver in 15 days flat.

8
6 4 2 % Net Margin

Capability

Collects 85% of full price vs 65% competition

Payoff

13

Leverage

Your
Assets

Close communic -ation loop

Stick to a rhythm
14

Design/

Production etc

Store

Customer

5 fingers on customer & 5 fingers on suppliers

15

Close the Loop


16

What is she thinking?


-----------------

Zara often beats the high-fashion houses to the market and offers almost the same products, made with less expensive fabric, at much lower prices.

Zaras Closed Loop


Design Retail Distribute
Zara closely controls the entire supply cycle Much better than its peers

Produce

18

19

CONSTANT XCHANGE OF INFO

3 INDEPENDENT BUIMPLICATIONS?

Customer

Men
Supplier Store Mgr

Women

Kids

Store
Buyer Designer

20

Manufacturin g

Logisti cs

Europe Production

Asian Production
Cost: $$

Cost:

$$$$$$$$$$

Fashion Value: ZZZZZZZZZZ


High fashion suits & skirts

Fashion Value: ZZZZZ Commoditized eyeware and plain shirts

60% Spain

20% Europe

20% Asia

Production Facilities

26

Tags at the Factory - 3 Hours PDA for Ordering - 2 Hours

Computer Scheduling 2% reduction

Co-location leveraged at Zara


28

The crossfunctional teams can examine prototypes in the hall, choose a design, and commit resources for its production and introduction in a few hours, if necessary

Designer

Planner

Buyer Marketing Specialist

Textile cutting and apparel manufacturing in Spain local production has higher labor costs but fast

Highly automated factories in Spain dye and cut fabric (capital intensive steps owned)
Assembly by 300 contractors in Spain/Portugal (labor intensive steps subcontracted; Zara helps with info/logistics technology*) Transport by truck to local stores: Using air transport Hold (some) textile in inventory

Risky, but less risky than finished garments


Small-batch production : Flexible planning -- can change factory order overnight

Size: 1 million square feet (~90 soccer fields) 60,000 items of clothing per hour

Located by main production facility


Underground tracks (200 km length)

Run from plants to DC


Product boxed for store and electronically tagged Optical scanners sort boxes Cartons flow to 443 chutes for individual stores

Hard & Soft Data regularly exchanged

Zara's flat organization ensures that important conversations don't fall through the bureaucratic cracks.
--------------------

Design

Production

Distribution

31

Ad Spend %

Customer Visits Competition Unsold %

Zara

Order Change% 0 10 20 30 40 50 60
32

TOYOTA ASSEMBLY LINE

TAKT DRUMMER- WHATS TAKT?

33

Order fulfilment follows same strict rhythm

Because all the items have already been pre-priced and tagged, and most are shipped hung up on racks, store managers can put them on display the moment they're delivered, without having to iron them

Europe USA Japan

24 hours

48

72

34

Inventory

down

Payoffs

Profits up

Revenues up

35

In a volatile market where product life cycles are short, it's better to own fewer assets, but Zara's managers reason that investment in capital assets can actually increase the organization's overall flexibility.

Simpler products outsourced (sweaters)

Complex Products inhouse (Womens suits)


36

Zara's factories use sophisticated just-in-time systems, developed in cooperation with Toyota, that allow the company to customize its processes and exploit innovations. For example, like Benetton, Zara uses "postponement" to gain more speed and flexibility, purchasing more than 50% of its fabrics undyed so that it can react faster to midseason color changes.
37

By tolerating lower capacity utilization in its factories and distribution centers, Zara can react to peak or unexpected demands faster than its rivals.

Zara has dramatically reduced its need for working capital. Because the company can sell its products just a few days after they're made, it can operate with negative working capital. The cash thus freed up helps offset the investment in extra capacity.
38

Perhaps the deepest secret of Zara's success is its ability to sustain an environment that optimizes the entire supply chain rather than each step. Few managers can imagine sending a halt-empty truck across Europe, paying for airfreight twice a week to ship coats on hangers to Japan, or running factories for only one shift.

Transported on hangers

39

.. as capacity utilization begins to increase from low levels, waiting times increase gradually. But at some point, as the system uses more of the available capacity, waiting times accelerate rapidly. As demand becomes ever more variable, this acceleration starts at lower and lower levels of capacity utilization.
40

Focus Manufacture Info. Tech. Models/Yr TTM Delivery Bad products Inventory turnover Adv. Camp. Profits

Standard Cost O/S Cash Registers 200-300 6 Months Design+ 3M Manf.. 1/Season ?

Zara Speed Vertical Hand Held devices >11K 4-5W design+1W 10-15Days 2/Week Off in Weeks 3*Gap None +30%/year

H&M Mfg. Eur.vs. Asia 50%

GAP 17%

Zara 80%

Design to Delivery 6-8Months 6Months 2-5 Weeks

Inventory Unsold Profit margin

25% 12.4%

20-30% 10.6%

15-20% 14.9%

Shhh
#2
Retailer in the world

15

10

0 2003 2004 2005 2006 2007

Zara Gap H&M Benetton

Sales in

Billions

of $

2000

Zara Gap

1000

0 2003 2004 2005 2006 2007

Zara shoppers gold

Consumers in central London visit the average store four times annually, but Zara's customers visit its shops an average of 17 times a year. The high traffic in the stores circumvents the need for advertising

by Kasra Ferdows, Michael A. Lewis and Jose A.D. Machuca Editor's note: With some 650 stores in 50 countries, Spanish clothing retailer Zara has hit on a formula for supply chain success that works by defying conventional wisdom. This excerpt from a recent Harvard Business Review profile zeros in on how Zara's supply chain communicates, allowing it to design, produce, and deliver a garment in fifteen days. In Zara stores, customers can always find new products but they're in limited supply. There is a sense of tantalizing exclusivity, since only a few items are on display even though stores are spacious (the average size is around 1,000 square meters). A customer thinks, "This green shirt fits me, and there is one on the rack. If I don't buy it now, I'll lose my chance." Such a retail concept depends on the regular creation and rapid replenishment of small batches of new goods. Zara's designers create approximately 40,000 new designs annually, from which 10,000 are selected for production. Some of them resemble the latest couture creations. But Zara often beats the high-fashion houses to the market and offers almost the same products, made with less expensive fabric, at much lower prices. Since most garments come in five to six colors and five to seven sizes, Zara's system has to deal with something in the realm of 300,000 new stock-keeping units (SKUs), on average, every year. This "fast fashion" system depends on a constant exchange of information throughout every part of Zara's supply chain from customers to store managers, from store managers to market specialists and designers, from designers to production staff, from buyers to subcontractors, from warehouse managers to distributors, and so on. Most companies insert layers of bureaucracy that can bog down communication between departments. But Zara's organization, operational procedures, performance measures, and even its office layouts are all designed to make information transfer easy. Zara's single, centralized design and production center is attached to Inditex (Zara's parent company) headquarters in La Corua. It consists of three spacious hallsone for women's clothing lines, one for men's, and one for children's. Unlike most companies, which try to excise redundant labor to cut costs, Zara makes a point of running three parallel, but operationally distinct, product families. Accordingly, separate design, sales, and procurement and production-planning staffs are dedicated to each clothing line. A store may receive three different calls from La Corua in one week from a market specialist in each channel; a factory making shirts may deal simultaneously with two Zara managers, one for men's shirts and another for children's shirts. Though it's more expensive to operate three channels, the information flow for each channel is fast, direct, and unencumbered by problems in other channels making the overall supply chain more responsive. Zara's cadre of 200 designers sits right in the midst of the production process.In each hall, floor to ceiling windows overlooking the Spanish countryside reinforce a sense of cheery informality and openness. Unlike companies that sequester their design staffs, Zara's cadre of 200 designers sits right in the midst of the production process. Split among the three lines, these mostly twentysomething designershired because of their enthusiasm and talent, no prima donnas allowed work next to the market specialists and procurement and production planners. Large circular tables play host to impromptu meetings. Racks of the latest fashion magazines and catalogs fill the walls. A small prototype shop has been set up in the corner of each hall, which encourages everyone to comment on new garments as they evolve. The physical and organizational proximity of the three groups increases both the speed and the quality of the design process. Designers can

% of Sales

Benetton Diesel H&M Gap Macys

3 4 4 5.5 6

Zara

0.3

X X

Price
prices Everyday Low quality

Fashion Value

Imitation
Is the sincerest form of flattery.

Innovators of Management

H&M

Once a week shipments

Target

Limited supply designers

Benetton Patagonia

Mid-season lineup adjustments

Tripled seasonal shipments

Inditex Lineup

Skhuaban

Zara . . .

Now available in all sizes

Small Boutique

Mid-sized storefront

Colossal sized department store

S-ar putea să vă placă și