Imp Doc
Agile Supply Chain: Zara 's case study analysis
Galin Zhelyazkov Design, Manufacture & Engineering Management; Strathclyde University Glasgow email: galin.zhelyazkov@strath.ac.uk
Abstract
Purpose – The purpose of this paper is to assess and document the key aspects in Zara 's success by identifing current gaps, and to provide direction for future research efforts. Design/methodology/approach – Zara 's case studies and literature published from 2001 to 2010 was reviewed. Findings – The review summarizes significant aspects of Zara success, many of which at least partially addressed in previous research. Research limitations/implications – This effort is not an exhaustive review of all research published for Zara. This review does not consider unpublished papers, papers in non-academic journals, or papers presented at conferences. Practical implications – This review is a useful resource for supply chain researchers interested in agile supply chain and retailers willing to learn the key aspects of Zara 's success in agile supply chain. Originality/value – This paper uses the findings of other researchers as a measure of the achievements of Zara against academic theory. The gaps identified and challenges made will serve as a foundation upon which future researchers can build. Keywords Supply chain management, Agile supply chain, Zara case study analysis Paper type Case Study Analysis
Introduction
It is becoming clear that the changed conditions in the global marketplace demand a much more agile response from the organizations and their partners in the supply chain. The period when production was moved overseas, so business can take advantage of cheap labour is coming to an end, because fast fashion starts competing not only on price but also on time. According to Cai-feng (2009) product and technology life cycles are likely to continue to shorten, while demand will be increasingly difficult to forecast. Decision about raw materials must be taken long in advance and
Galin Zhelyazkov Design, Manufacture & Engineering Management; Strathclyde University Glasgow email: galin.zhelyazkov@strath.ac.uk
Abstract
Purpose – The purpose of this paper is to assess and document the key aspects in Zara 's success by identifing current gaps, and to provide direction for future research efforts. Design/methodology/approach – Zara 's case studies and literature published from 2001 to 2010 was reviewed. Findings – The review summarizes significant aspects of Zara success, many of which at least partially addressed in previous research. Research limitations/implications – This effort is not an exhaustive review of all research published for Zara. This review does not consider unpublished papers, papers in non-academic journals, or papers presented at conferences. Practical implications – This review is a useful resource for supply chain researchers interested in agile supply chain and retailers willing to learn the key aspects of Zara 's success in agile supply chain. Originality/value – This paper uses the findings of other researchers as a measure of the achievements of Zara against academic theory. The gaps identified and challenges made will serve as a foundation upon which future researchers can build. Keywords Supply chain management, Agile supply chain, Zara case study analysis Paper type Case Study Analysis
Introduction
It is becoming clear that the changed conditions in the global marketplace demand a much more agile response from the organizations and their partners in the supply chain. The period when production was moved overseas, so business can take advantage of cheap labour is coming to an end, because fast fashion starts competing not only on price but also on time. According to Cai-feng (2009) product and technology life cycles are likely to continue to shorten, while demand will be increasingly difficult to forecast. Decision about raw materials must be taken long in advance and
References: 1. Devangshu Dutta (2002). “Learning from Zara: Case Study”, Third eyesight 2. LI Cai-feng, (2009). Agile Supply Chain, Management Science and Engineering ISSN 1913-0341 Vol.3 No.2 3. Tiplady, R. (2006). “Zara: Taking the Lead in Fast Fashion”, BusinessWeek, April 4, 2006. 4. Qinghua Zhang (2008). Analysis on the Successful Case of Efficient Supply Chain in ZARA, IEEE , ISBN: 978-1-4244-2107-7, pp. 1-4 5. Margaret Bruce, Lucy Daly (2006). Buyer behaviour for fast fashion, Journal of Fashion Marketing and Management , Vol. 10 No. 3 , pp. 329-344 6. Damien J. Power, Amrik S. Sohal, Shams-Ur Rahman (2001).Critical success factors in agile Crit 7. Liz Barnes, Gaynor Lea-Greenwood (2006). Fast fashioning the supply chain: shaping the research agenda , Journal of Fashion Marketing and Management , Vol. 10 No. 3, pp. 259-271 8. Donald Sull, Stefano Turconi (2008). Fast fashion lessons , Journal compilation, London Business School 9. Edmund Prater , Markus Biehl, Michael Alan Smith (2001). International supply chain: Tradeoffs between flexibility and uncertainty, International Journal of Operations & Production Management, Vol. 21 No. 5/6, pp. 823-839. 10. Remko I. van Hoek, Alan Harrison and Martin Christopher (2001). Measuring agile capabilities in 11. Umit Bititci (2010). Supply Chain Operations course hand out papers, DMEM, Strathclyde University of Glasgow