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简谈商业模式物流系统对ZARA商业方式影响

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摘要:本文以时尚行业的奇迹——Zara为例,分析了物流系统对Zara商业模式成功的影响机制,同时探讨了阻止其持续发展的潜在威胁并给出了针对性的合理化建议。
关键词:物流系统商业模式分销中心
Abstract: The purpose of this paper is to analysis Zara’s logistic strategy which makes it a success, discuss whether there are any problems or threat which can he negative effect on develop sustainable growth, and give reasonable recommendations which can improve such situations.
Key words: logistic strategybusiness modeldistribution center
Logistics system
Zara’s main competitive factor is its sensitivity to fashion trend, to promote its product more quickly at an affordable price by imitating luxury high—ending brands ’fashionable elements. Zara’s operation and management aims at controlling the whole supply chain in order to realize

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the minimum of the whole system cost which is the key of supply chain management. Zara’s success and innovation is the leader in the fast fashion field. Its secret to success is to break all the existing rules for retailing and to build a supersonic—speed supply chain which is led by its fast fashion concept. I conclude it as three parts: fast follower of fashion, supersonic—speed design, manufacture and transportation, and highly standardized management system for IT database.

1. Logistical Problems

1.1 No strong supply chain strategy in other apparel markets except the European apparel market
Zara has an inability to penetrate the American apparel market. This may be due to Americans tastes that differ from European preferences. More importantly, however, Zara has not been able to develop a strong supply chain strategy in the U.S. as they he in Europe. Their European strategy includes, hing a strong production and distribution facility in their home country in order to he short production and lead times. Zara has not invested in distribution facilities in the Americas, which is a threat to their U.S selling abilities since the U.S. make up 29%of the total apparel market. This may make them subject to diseconomies of scale, which means that though are aware of how to quickly supply 1,000 stores, they may not be able to supply more retail locations due to their centralized logistics model.
1.2 Direct competition such as H&M in different distribution systems
Zara’s direct competition may be their largest threat, especially when expanding into new geographic territory. H&M also is more attentive when entering new markets and tends to enter one country at a time, as opposed to Zara who multitasks globally. H&M builds distribution centers in their international locations in order to cut down lead times and potential logistical costs. On the other hand, though Zara has outsourced part of the last step of manufacture, the ready— to—wear apparel would still be delivered back to the central distribution center in Spain and then distributed uniformly rather than be delivered from the outsourcing place to the target market. Obviously, it lengthens the lead time when the apparel need to be delivered back and distributed uniformly, which may lead to a disadvantage at the lead time and logistical cost.

2. Recommendations

In Europe distribution center, products are inspected and immediately shipped, since Zara’s distribution center is a place where merchandise is moved rather than stored. But Zara has not been able to develop a strong supply chain strategy in the U.S. as they he in Europe, and it may not be able to supply more retail locations due to their “centralized logistics model”.
2.1 Build up a central distribution center in the U.S.
The best way for Zara to solve this problem is to develop its own central distribution center in the Americas to decrease logistics in order to deliver fashionable goods in a faster manner. Its central distribution facility should be an expansion of one of their aller distribution centers located in Argentina, Brazil or Mexico. The close proximity of the distribution center to the American market will allow them to effectively interpret the particular American fashion.
2.2 Build up a secondary distribution center in China
For the reason that Asia is a huge potential market to increase Zara’s profits, we should build several aller distribution centers in Asia, whi

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ch are charged of the European center. Obviously, this is cost—effective due to the close proximities of the distribution center in Japan and their factories in China.
References:
Amanda Craig,Charlese Jones and Martha Nieto,ZARA:Fashion Follower,Industry Leader,Philadelaphia University,April 2,2004
Nebahat Tokatli,Global sourcing:insights from the global clothing industry,Journal of Economic Geography,October 23,2007 pp.21—38
[3]How Zara fashions its supply chain:Home is where the heart is,Strategic Direction,Vol.21 Iss:10 pp.28—31
[4]Devangshu Dutta,Retail at the speed of fashion part—II
[5]Grupo_INDITEX_Annual_Report,2006—2010
[6]Grupo_INDITEX_Fnancial Report,2011

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