Luciano Benetton started a small fashion company in Italy in 1955 that grew into a global brand. By the early 2000s, Benetton had a presence in 120+ countries. While some processes like dyeing remained in-house, Benetton used an outsourced model with over 200 contractors for labor-intensive production. Benetton implemented a dual supply chain system around 2004 with sequential and integrated components to balance demand pull and push strategies. This allowed Benetton to introduce new designs quickly and maintain sales momentum, leading to improved financial performance after adopting the new system.
Operations management is the administration of business practices to create the highest level of efficiency possible within an organization. It is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.
Operations management is the administration of business practices to create the highest level of efficiency possible within an organization. It is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.
H & M COMPANY PROFILE SUPPLY CHAIN MANAGEMENT H&M: Organization of Supply Cha...Ajeenkya D Y Patil
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
a case study for operations management in Benetton Group
main Ref.: ''Cases in Operations Management'' Third Edition by Robert Johnston and ... published by Prentice Hall
For ZARA stores to be able to offer cutting edge fashion at affordable prices requires the firm to exert a strong influence over almost the entire garment supply chain.
The presentation has been prepared by the students of MFM(Master of Fashion Management), NIFT, Delhi as a part of the study on the Inventory Management of ZARA.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
Zara is a Spanish brand of clothing founded by the visionary Amancio Gaona and Rosalina Mera at 1975. It is one of the major selling brands of one of the biggest fashion retailer ‘INDITEX’. Zara is now available in 86 countries with total of 1,763 stores worldwide. In 1975 INDITEX established Zara’s 1st store in downtown A Coruna, Spain. Zara offers fashionable designs for men, women, and kids.
H & M COMPANY PROFILE SUPPLY CHAIN MANAGEMENT H&M: Organization of Supply Cha...Ajeenkya D Y Patil
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
a case study for operations management in Benetton Group
main Ref.: ''Cases in Operations Management'' Third Edition by Robert Johnston and ... published by Prentice Hall
For ZARA stores to be able to offer cutting edge fashion at affordable prices requires the firm to exert a strong influence over almost the entire garment supply chain.
The presentation has been prepared by the students of MFM(Master of Fashion Management), NIFT, Delhi as a part of the study on the Inventory Management of ZARA.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
Zara is a Spanish brand of clothing founded by the visionary Amancio Gaona and Rosalina Mera at 1975. It is one of the major selling brands of one of the biggest fashion retailer ‘INDITEX’. Zara is now available in 86 countries with total of 1,763 stores worldwide. In 1975 INDITEX established Zara’s 1st store in downtown A Coruna, Spain. Zara offers fashionable designs for men, women, and kids.
An ideal opportunity for you to partner with us along our business journey with our innovative technology based fashion wear. Learn more about the fashion wear we are offering our customers.
Sandra Carr, Senior Lecturer, The Academy for Caribbean Fashion and Design, University of Trinidad and Tobago, shares her presentation on Production Management. Mrs. Carr presented on this topic at FashionTT's Business of Fashion Workshop on Friday 21st July, 2017.
Fastrack is India 's largest youth fashion brand with a snazzy collection of products. Marketing methods of fastrack is different. It is mainly for attracting the young customers.The way in which fastrack is marketing their products is mentioned in this slides.successful marketing mix of fastrack has conveyed using attractive and animated slides.This slide include different varieties of fastrack products with different prices, and the new promotional methods.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
3. BENETTON’S HISTORY
Came in 1955
•Benetton family, led by Luciano Benetton started a small fashion company
in Italy.
•First store was opened in Belluno in 1969 called My Market’.
•In the same year, the company began its overseas business by establishing
a store in Paris, France.
•During the 1970’s the Benetton empire spread across the globe and
established a strong brand equity.
•In 1974, Benetton bought the exclusive rights of Sisley a popular French
clothing brand which had been launched in Paris in 1968.
•The company was made public limited company in 1978.
4. BENETTON’S HISTORY
•In 1984, United Colors Of Benetton (UCB) slogan emerged. In December
1985, this slogan became the logo of Benetton.
•In 1996 Benetton’s largest store was opened in London.
•By 2001, it had a presence in 120 countries.
•Benetton’s other brand comprised Sisley, Playlife, Nordica, Prince,
Rollerblade and Killer Loop.
•Benetton was also the world’s largest consumer of the wool in the garment
industry.
5. BENETTON BACKGROUND
The Supply chain caters to following main seasons :
oSpring/Summer: February to July
oFall/Winter: September to December
6. MANUFACTURING (OUTSOURCED MODEL)
Only Dyeing is done In-House as it is “Scale Sensitive”
Other Processes work on outsourced model
Knitting : 80 subcontractors
Stitching : 100 subcontractors EXCLUSIVE TO
Finishing : 20 subcontractors
•High No. of contractors
•High Capacities
8. SUPPLY CHAIN OF BENETTON
•Company outsourced labor intensive production such as
tailoring, finishing, ironing, Investment strategy.
•Operations such as weaving, cutting, dying & quality control
kept internal.
•Benetton maintained “ central pole "located near head quarter
to manage production logistics and distribution.
•Consolidated central shipping center saved 20% of the
transportation cost.
9. BENETTON’S OPERATIONS
Benetton operated a three-tier model.
First Tier
Raw Materials, Unfinished Products, Production Plants.
Second Tier
had contractors and sub-contractors.
Third Tier
had retail outlets spread across several countries.
10. BENETTON’S OPERATIONS - DESIGN
Benetton has design center and designers
Design center worked in three groups
• First Group
Taking care of commercial aspect of the products
• Second Group
Carrying out research on the fabrics
• Third Group
Responsible for graphics.
11. Benetton’s Operations - Manufacturing
•Benetton has been using a vertically integrated model
• Technically sophisticated parts were retained in-house
• Labor intensive parts were outsourced
•Benetton had more than 200 contractors and several
subcontractors who worked to produce the garments
• To built close relationships.
• To encourage employees to become contractors.
• To give production planning and technical assistance to maintain
quality.
12. •These arrangement was provided Benetton the flexibility to
operate in a highly competitive environment and labor cost.
•The Contractors were an integral part of Benetton’s supply
chain and played an active role in the work being carried out.
13. BENETTON’S OPERATIONS - PURCHASING
•Purchasing was centralized.
•One of the largest buyers of wool in the world.
•Benetton had 180 suppliers who supplied the raw material.
•Benetton had gone in for vertical integration its suppliers.
14.
15. BENETTON’S DUAL SUPPLY CHAIN SYSTEMS
A dual supply chain has
a better ability to
respond to changes in
demand and to balance
activities like
production, sales, and
product design.
18. BENETTON’S DUAL SUPPLY CHAIN SYSTEMS
Benetton used were of two kinds;
◦Sequential dual supply chain
Acted on push focused demand. This was generally used for supplying
garments which were ordered by the franchisees before beginning of season.
◦Integrated dual supply chain
It was used for clothes that were delivered during season. These items
to be in the market within a very short timeframe and in this system, the
clothes were made taking into account the demand from customers and the
inputs from sales team. This was used mainly to top up the existing seasonal
collections during the same season and to keep with the latest fashion trends.
19. BENETTON’S DUAL SUPPLY CHAIN SYSTEMS
Using this system
• Production was carried out in different locations depending
on the time required to market the market.
• Brought out more collections per year.
• Maintained the novelty of products by introducing new
designs in accordance with the changes in demand.
20. THE RESULT
•The dual supply chain helped Benetton offer new products to
its customers on time.
•Benetton could maintain the sales momentum even after the
season by minimizing the time to market.
•The dual supply chain offered product based on demand pull.
21. •Benetton could divide inventory shipments into smaller lots and built the
capacity to ship clothes every two week.
•It could also deliver garments in a week if demand arose.
•Moreover, Benetton was able to balance time to market and cost which
hadn’t been possible before.
•Benetton benefited greatly from new system and this led to better sales and
profitability.
•Dual Supply Chain System implemented in 2004 and next two years
Benetton posted best financial performance after many years.
22. SUPPLY CHAIN : ORDERING & DELIVERING
SYSTEM
Finalized before Spring/Summer & Fall/Winter
Orders-
Ph I : 7 Month in Advance - 80% of Vol
Ph II :Flash Collector -Quantity Flexible Orders -10% V
70% Specific (size, color…)
30% unspecified–to be decided according to demand
witnessed.
Ph–III :Re Assortment -10% Vol.-Rapid delivery
•Shops Supplied Twice a week
23. ORDER PROCESSING SYSTEM
•Push Based Stock System
•Push/Pull Based System
•Point of Sales (POS) data collected directly from retailers to discern
the products in demand
•Make Ready the Right Product
•Dyeing & Distribution based on Point of Sales (POS)
•Information System
24. KEY CHARACTERISTICS OF SUPPLY CHAIN
•Demand uncertainty and variability, in particular, the bullwhip
effect.
•Economies of scale in production and transportation.
•Lead time, in particular due to globalization.
25. DESIGN FOR LOGISTICS (DFL)
•Product and process design that help to control logistics costs
and increase service levels .
•Economic packaging and transportation .
•Concurrent and parallel processing.
•Standardization.
26. ECONOMIC TRANSPORTATION & STORAGE
•Design products so that they can be efficiently packed &
stored.
•Design packaging so that products can be consolidated at
cross docking points.
•Design products to efficiently utilize retail space .
•Cheaper to transport: redesign for less storage space, stack
easily, ship in bulk.
27. CONCURRENT/PARALLEL PROCESSING
•Achieved by redesigning products so that several manufacturing
steps can take place in parallel.
• Objective is to minimize lead times.
• Modularity/Decoupling is key to implementation.
• Enables different inventory levels for different parts.
28. DELAYED DIFFERENTIATION /
POSTPONEMENT
•Aggregate demand information is more accurate than
disaggregate data:
Re-sequencing: modify the order of product
manufacturing steps
oCommonality
oModularity
oStandardization
29. MODULARITY IN PRODUCT & PROCESS
Modular Product:
•Can be made by appropriately combining the different modules .
•It entails providing customers a number of options for each module .
Modular Process:
•Each product undergo a discrete set of operations making it possible to
store inventory in semi-finished form .
•Products differ from each other in terms of the subset of operations that
are performed on them.
30. STANDARDIZATION
•Aggregate demand information is more reliable .
•Designing the product and manufacturing processes are
delayed until after manufacturing is under way so that
decisions about which specific product is being manufactured
(differentiation).