Zara is a chain of fashion stores owned by Inditex, Spain's largest apparel manufacturer and retailer. In 2012, Inditex reported sales of about 16 billion euros from more than 6,000 retail outlets in about 86 countries. In an industry in which customer demand is fickle, Zara has rapidly with a strategy to be highly responsive to changing trends with affordable prices. Whereas design-to-sales cycle times in the apparel industry have traditionally averaged more than six months, Zara has achieved cycle times of four to six weeks. This speed allows Zara to introduce new designs every week and to change 75 percent of its merchandise display every three to four weeks. Thus, Zara's products on display match customer preferences much more closely than do those of the competition. The result is that Zara sells most of its products at full price and has about half the markdowns in its stores compared with the competition. Zara manufactures its apparel using a combination of flexible and quick sources in Europe (mostly Portugal and Spain) and low-cost sources in Asia. This contrasts with most apparel man- ufacturers, who have moved most of their manufacturing to Asia. About 40 percent of the manu- facturing capacity is owned by Inditex, with the rest outsourced. Products with highly uncertain demand are sourced out of Europe, whereas products that are more predictable are sourced from its Asian locations. More than 40 percent of its finished-goods purchases and most of its in-house production occur after the sales season starts. This compares with less than 20 percent produc- tion after the start of a sales season for a typical retailer. This responsiveness, along with the postponement of decisions until after trends are known, allow Zara to reduce inventories and forecast error. Zara has also invested heavily in information technology to ensure that the latest sales data are available to drive replenishment and production decisions. In 2012, Inditex distributed to stores all over the world from eight distribution centers located in Spain. The group claimed an average delivery time of 24 to 36 hours for European stores and up to a maximum of 48 hours for stores in America or Asia from the time the order was received in the distribution center (DC) to the time it was delivered to the stores. Shipments from the DCs to stores were made several times a week. This allowed store inventory to closely match customer demand. grown The following questions raise supply chain issues that are central to Zara's strategy and success: 1. What advantage does Zara gain against the competition by having a very responsive supply chain? 2. Why has Inditex chosen to have both in-house manufacturing and outsourced manufactur- ing? Why has Inditex maintained manufacturing capacity in Europe even though manufac- turing in Asia is much cheaper?

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Zara: Apparel Manufacturing and Retail
Zara is a chain of fashion stores owned by Inditex, Spain's largest apparel manufacturer and
retailer. In 2012, Inditex reported sales of about 16 billion euros from more than 6,000 retail
outlets in about 86 countries. In an industry in which customer demand is fickle, Zara has grown
rapidly with a strategy to be highly responsive to changing trends with affordable prices. Whereas
design-to-sales cycle times in the apparel industry have traditionally averaged more than
six months, Zara has achieved cycle times of four to six weeks. This speed allows Zara to
introduce new designs every week and to change 75 percent of its merchandise display every
three to four weeks. Thus, Zara's products on display match customer preferences much more
closely than do those of the competition. The result is that Zara sells most of its products at full
price and has about half the markdowns in its stores compared with the competition.
Zara manufactures its apparel using a combination of flexible and quick sources in Europe
(mostly Portugal and Spain) and low-cost sources in Asia. This contrasts with most apparel man-
ufacturers, who have moved most of their manufacturing to Asia. About 40 percent of the manu-
facturing capacity is owned by Inditex, with the rest outsourced. Products with highly uncertain
demand are sourced out of Europe, whereas products that are more predictable are sourced from
its Asian locations. More than 40 percent of its finished-goods purchases and most of its in-house
production occur after the sales season starts. This compares with less than 20 percent produc-
tion after the start of a sales season for a typical retailer. This responsiveness, along with the
postponement of decisions until after trends are known, allow Zara to reduce inventories and
forecast error. Zara has also invested heavily in information technology to ensure that the latest
sales data are available to drive replenishment and production decisions.
In 2012, Inditex distributed to stores all over the world from eight distribution centers
located in Spain. The group claimed an average delivery time of 24 to 36 hours for European
stores and up to a maximum of 48 hours for stores in America or Asia from the time the order
was received in the distribution center (DC) to the time it was delivered to the stores. Shipments
from the DCs to stores were made several times a week. This allowed store inventory to closely
match customer demand.
The following questions raise supply chain issues that are central to Zara's strategy and
success:
1. What advantage does Zara gain against the competition by having a very responsive supply
chain?
2. Why has Inditex chosen to have both in-house manufacturing and outsourced manufactur-
ing? Why has Inditex maintained manufacturing capacity in Europe even though manufac-
turing in Asia is much cheaper?
Transcribed Image Text:Zara: Apparel Manufacturing and Retail Zara is a chain of fashion stores owned by Inditex, Spain's largest apparel manufacturer and retailer. In 2012, Inditex reported sales of about 16 billion euros from more than 6,000 retail outlets in about 86 countries. In an industry in which customer demand is fickle, Zara has grown rapidly with a strategy to be highly responsive to changing trends with affordable prices. Whereas design-to-sales cycle times in the apparel industry have traditionally averaged more than six months, Zara has achieved cycle times of four to six weeks. This speed allows Zara to introduce new designs every week and to change 75 percent of its merchandise display every three to four weeks. Thus, Zara's products on display match customer preferences much more closely than do those of the competition. The result is that Zara sells most of its products at full price and has about half the markdowns in its stores compared with the competition. Zara manufactures its apparel using a combination of flexible and quick sources in Europe (mostly Portugal and Spain) and low-cost sources in Asia. This contrasts with most apparel man- ufacturers, who have moved most of their manufacturing to Asia. About 40 percent of the manu- facturing capacity is owned by Inditex, with the rest outsourced. Products with highly uncertain demand are sourced out of Europe, whereas products that are more predictable are sourced from its Asian locations. More than 40 percent of its finished-goods purchases and most of its in-house production occur after the sales season starts. This compares with less than 20 percent produc- tion after the start of a sales season for a typical retailer. This responsiveness, along with the postponement of decisions until after trends are known, allow Zara to reduce inventories and forecast error. Zara has also invested heavily in information technology to ensure that the latest sales data are available to drive replenishment and production decisions. In 2012, Inditex distributed to stores all over the world from eight distribution centers located in Spain. The group claimed an average delivery time of 24 to 36 hours for European stores and up to a maximum of 48 hours for stores in America or Asia from the time the order was received in the distribution center (DC) to the time it was delivered to the stores. Shipments from the DCs to stores were made several times a week. This allowed store inventory to closely match customer demand. The following questions raise supply chain issues that are central to Zara's strategy and success: 1. What advantage does Zara gain against the competition by having a very responsive supply chain? 2. Why has Inditex chosen to have both in-house manufacturing and outsourced manufactur- ing? Why has Inditex maintained manufacturing capacity in Europe even though manufac- turing in Asia is much cheaper?
3. Why does Zara source products with uncertain demand from local manufacturers and
products with predictable demand from Asian manufacturers?
4. What advantage does Zara gain from replenishing its stores multiple times a week com-
pared with a less frequent schedule?
5. Do you think Zara's responsive replenishment infrastructure is better suited for online
sales or retail sales?
Transcribed Image Text:3. Why does Zara source products with uncertain demand from local manufacturers and products with predictable demand from Asian manufacturers? 4. What advantage does Zara gain from replenishing its stores multiple times a week com- pared with a less frequent schedule? 5. Do you think Zara's responsive replenishment infrastructure is better suited for online sales or retail sales?
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