Zara Fashion Essays

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Strategic Operation Management Assignment

Zara fashion

Zara is a clothing and accessories retailer selling stylish apparel at affordable prices, and it is also the most profitable brand of the Spanish clothing retail group Inditex SA. Ortega planned for this new Zara outlet, located near his factory in La Coruna in northern Spain, to sell this overstock merchandise himself. Since then, Zara has expanded into 500 stores in 68 countries as of January 2007 and has become a leader in customized fashion retailing. This assignment presents core competencies to help Zara achieve competitive advantages in fashion industry. Besides, we also offer five competitive objectives about quality, speed, flexibility, dependability and cost to evaluate
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According to them, Zara’s products are more super than rivals with reasonable quality and price. Amancio Ortega has created beautiful products, trendy with affordable prices.
Zara offer clothing with quick speed because Zara decides design made at its headquarters in Galicien where Zara has a template design center with 250 designers. Hundreds of new models were designed every day. It spends about 11 days to design and finish a product. Stores are distributed new products twice a week, Amancio Ortega's Inditex Group has released more than 20,000 clothing designs every year meaning 60 clothing designs are introduced and sold to customers. Zara must frequently manage distribution system more closely, carefully and quickly to ensure its dependability. It takes about 24 hours to distribute around Europe, 48 hours to US and 48 to 72 hours for Japan. With locating distribution center nearly Spain, Zara face difficulties in distributing products overseas and it affects to dependability
Zara obtain fabrics with the help of purchasing offices in Barcelona and Hong Kong with one-half of undyed fabric purchase to response seasonal updating with maximum flexibility. Its main competitors like H&M and Gap often follow to traditional supply chains that outsource production and labor in Asian countries to reduce costs, long product cycles and a focus on a bottom line per-unit cost, rather than focusing on the value of the whole chain. In contrast, 80 percent of

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