Module1 110927004652-phpapp02
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Fast fashion refers to trendy clothing designs that move quickly from catwalk to stores to capture emerging fashion trends. Major retailers like Zara, H&M, and Topshop practice fast fashion by designing and manufacturing clothing quickly and cheaply. Zara can produce a new product in just two weeks compared to the industry average of six months. It has its own factories and controls much of the supply chain internally unlike competitors that outsource manufacturing. H&M designs clothing in Sweden and outsources production to over 800 factories in Europe and Asia. Marketing is key to fast fashion by promoting consumption of new designs and creating more short-lived buying seasons.
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Supplying Fast Fashion
Contrast the approaches taken by H&M, Benetton and Zara in managing their supply chains.
Consider the following focus points:
1. How do they differ in terms of their approach to design stage of the supply chain?
2. How do they differ in terms of the manufacturing stage of the supply chain?
3. How do they differ in terms of the distribution stage of the supply chain?
4. How do they differ in terms of the retail stage of the supply chain?
5. For each brand, Identify and explain a SCM strategy or trend utilized in its supply chain.
6. In your opinion, which of the three companies have the best SCM and why?
Working individually, analyze the “supplying Fast Fashion” case study and present your analysis
in a report. Your work will be assessed according to the linked rubrics on blackboard. You are
encouraged to use online sources to support your analysis/recommendation. Make sure to
properly reference those sources in your report. The report should address all the questions
raised in the case study. Please use appropriate headings and subheadings where necessary. The
report should consist of the following sections:
Title page
Executive Summary
Introduction
Discussion
Recommendations
References
Please conform to the following:
• The report should be limited to 3-4 pages (700-1000 words) excluding title page and
references
• Use Times New Roman 12-pts font and 1.5-line spacing
• Use the APA referencing style
• Number each page consequently
2
Supplying Fast Fashion
Garment retailing has changed. No longer is there a standard look that all retailers adhere to for
a whole season. Fashion is fast, complex and furious. Different trends overlap and fashion ideas
that are not even on a store’s radar screen can become “must haves” within six months. Many
retail businesses with their own brands, such as H&M and Zara, sell up-to-the-minute
fashionability at low prices, in stores that are clearly focused on one particular market. In the
world of fast fashion, catwalk designs speed their way into high-street stores at prices anyone
can afford. The quality of the garment means that it may only last one season, but fast-fashion
customers don’t want yesterday’s trends. As Newsweek puts it, “being a quicker picker-upper” is
what made fashion retailers H&M and Zara successful. They thrive by practicing the new science
of “fast fashion”, compressing product development cycles as much as six times. But the retail
operations that customers see are only the end part of the supply chains that feeds them. And
these have also changed.
At its simplest level, the fast-fashion supply chain has four stages. First, the garments are
designed, after which they are manufactured. They are then distributed to the retail outlets,
where they are displayed and sold in retail operations designed to reflect the busi.
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Supply chain of zara
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Introduction to Business and Management 1 Assignment
Introduction to Business and Management
1
Assignment One
Coursework: Oral Presentation | Case study
Module: Introduction to Business and Management Module Code: IFP6009
Date Issued: 4 October 2021 Due Date: Thursday, 4 November 2021 (UK)
Total Marks: 100% Pass Mark: 40% Weight: 25%
Format: PowerPoint slides and audio-visual recording Length: 15 minutes (max)
Delivery Mode: MS Teams and QM Plus
Task
Read the case study and answer the questions below.
Zara International: Fashion at the Speed of Light
Zara’s parent company Inditex is known for year-on-year strong sales gains. Low prices and a rapid response to fashion trends
have pushed it into the top ranks of global clothing vendors. The chain specialises in lightning-quick turnarounds of the latest
designer trends at prices tailored to the young—about $27 an item. Louis Vuitton fashion director Daniel Piette has described
Zara as “possibly the most innovative and devastating retailer in the world.”
Inditex shortens the time from order to arrival using a complex system of just-in-time production and inventory management that
keeps Zara ahead of the competition. Its distribution centres can have items in European stores within 24 hours of receiving an
order, and in North American and Asian stores in under 48 hours. “They’re a fantastic case study in terms of how they manage
to get product to their stores so quick,” said Stacey Cartwright, executive vice president and CFO of Burberry Group PLC. “We
are mindful of their techniques.”
The firm carefully controls design, production, distribution, and retail sales to optimise the flow of goods, without having to share
profits with wholesalers or intermediary partners. Customers win with access to new fashions while they are still fresh off the
runway. Twice a week Zara’s finished garments are shipped to physical distribution centres that all simultaneously distribute
products to stores worldwide. These small production batches help the company avoid the risk of oversupply. Because batches
always contain new products, Zara’s stores perpetually energize their inventories. Most clothing lines are not replenished.
Instead, they are replaced with new designs to create scarcity value—shoppers cannot be sure that designs in stores one day
will be available the next day.
Store managers track sales data with handheld devices. They can reorder hot items in less than an hour. This lets Zara knows
what is selling and what is not. When a look does not pan out, designers promptly put together new products. New arrivals are
rushed to store sales floors still on the black plastic hangers used in shipping. Shoppers who are in the know recognise these
designs as the newest of the new; soon after, any items left over are rotated to Zara’s standard wood hangers.
Introduction to Business and Management
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Inside and out, Zara’s stores are designed to strengthen the brand. Indite ...
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Over 1
Kaan Over
James K. Lill, Adriana Gil-Matos
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Zara International: Fashion at the Speed of Light
This study analyzes the status of Zara International taking a broader look at the apparel industry where it operates and the competitive factors, its current operational performance, its market competiveness and its response to the new trends such market globalization. The study also stretches to find out whether Inditex is still providing worthy management benchmarks that firms such as Zara could follow.
Apparel Industry and Its Competitive Factors
The global apparel industry continues to grow healthily into the future. This is attributed to the absence of switching costs for consumers and great product differentiation which has resulted into moderate competition rate. Apparel industry is important to all the economies across the globe as it contribute immensely to trade, employment, investment and revenue all over the world. The industry has vast product differentiation, short product life cycles, and is characterized by great pace of demand change that is coupled with rather long and fixed supply processes.
According to statista.com, the US Apparel industry is estimated to be around $225billion with the women accounting for the largest sales volume at $110,826 million. As of 2015, the market was valued at approximately 343 billion U.S. dollars. Price per apparel article in US was estimated to be about $19. The clothing stores sales in the industry was also estimated to about $183.01bn. The U.S. Apparel Manufacturing was reported to have employed about 89,588 people as of 2014. At the retail level clothing store sales in U.S. was estimated at $183.01bn while the U.S. apparel and accessories retail e-commerce revenue was reported to be about $63.5 Major retail and discount stores are the likes of Target, Wal-Mart, and Kohl's; these firms operate by keeping profit margins thin at stores which sell moderately priced apparel.
As seen in the figure below, the market value of the apparel industry in the United States has been on the increase since 2011. In 2011 the market was valued at $309.98 billion, in 2012, this increased to $316.92 and in 2013 it reached $323.75 billion. In 2014, the market again recorded an increase standing at $331.49 billion. In 2015 it increased to $342.94 billion and currently it stands at $358.88 billion.
Fig1: Market value of apparel and footwear in the United States from 2011 to 2016 (In $billion)
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Introduction to Business and Management 1 Assignment
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A Strategic Approach: GenAI in Education
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17
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 approach at University of Liverpool.pptx
How libraries can support authors with open access requirements for UKRI funded books
Wednesday 22 May 2024, 14:00-15:00.
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- 1. Module 1 Introduction to e-Learning
- 5. Fast fashion Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia, and founded in 1975 by Amancio Ortega and Rosalía Mera. It is the flagship chain store of the Inditex group; the fashion group also owns brands such as Massimo Dutti, Pull and Bear, Oysho, Uterqüe, Stradivarius and Bershka.It is claimed that Zara needs just two weeksto develop a new product and get it to stores, compared to the six-month industry average, and launches around 10,000 new designs each year.
- 13. 特徴 ＺＡＲＡのサプライチェーンの特徴は、 内部化 であう。 他社が、企画と販売を内部で、製造を外部委託しているのに対し、ＺＡＲＡは製造の労働集約的な一部分を除いては内部化をしている。
- 14. 特徴 企画と販売 企画と販売 他社 内部管理 製造 外部委託 ZARA 製造 全部自社で管理
- 16. 50% of garment products will be outsourced 70% go to Europe, 30% are in Asia
- 19. ZARA Spain Office applications Sewing (out Sourcing) Mass and speed coach Returning to headquarters, examining mass Packaging Distribution Center