Fast Fashion: Achieving Global Quick Response (GQR) in the Internationally Dispersed Clothing Industry Bart L. MacCarthy and P.G.S.A. Jayarathne Abstract The clothing industry is one of the most mobile industries in the world. Global supply poses significant challenges in ensuring the right volume and mix of products within retail stores. Here we define a new concept – Global quick response (GQR) – which strives to combine the cost and scale efficiencies arising from sourcing globally with quick
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* 1. Chapter 8 STRATEGIC MANAGEMENT © 2003 Pearson Education Canada Inc. 8.1 * 2. LEARNING OBJECTIVES You should be able to: Explain the importance of strategic management Describe the steps in the strategic management process Explain SWOT analysis Differentiate corporate-‚ business-‚ and functional-level strategies 8.2 * 3. LEARNING OBJECTIVES (continued) You should be able to (continued): Explain what competitive advantage is and why it’s important to organizations Describe the five competitive
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PLANNING LEVELS In large retail firms‚ plans are developed at different organizational levels‚ including corporate. divisions. functional units. and departments. Managers at each level are responsible for developing and executing specific types of plans‚ all directed towards accomplishing the same mission. Corporate- Level Plans The chief executive officer (CEO) and other top-ranking executives at the highest corporate level plan strategically. Corporate executives assess the position
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Empty space for your thoughts. Have Fun and Keep me updated. Thanks. Shankar and Fitchett (2002: 502) reason that “the cycle of imagining ways to achieve satisfaction only to experience continued dissatisfaction is continually perpetuated.” Once a consumer has obtained the product he or she desired‚ a need for ‘new’ satisfying products will occur. I just want to read something about the one case study. Insert picture here. Send a smile there. Hello there. Delete me after‚ there. Delete
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a distribution process of bulk items. The customers buy directly from the available inventory. Demand management and distribution is therefore a fey focus.They use the continuous flow method of manufacturing. The products are made in a continuous fashion and tend to be highly standardized and automated with very high volumes of production. The production flow of Coca Cola involves passing sub-assemblies/parts from one stage of production to another in a regular flow. • Briefly outline the forecastng
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Title Warehouse Inventory Management A Case Study in Retail Fashion Industry Company Name Zara International Objective for a warehouse management is fully utilize the space‚ improved the productivity of operations flow and reduce the inventory carrying cost. From the case of Zara‚ I found that they arranging the cross-dock rather then typical storage function. Because they have the commitment about the order fulfillment time from warehouse to stores‚ for examples 24 hours to European countries
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Success Factors of ZARA 10 1. Fast Production 10 2. Use of Information Technology. 11 3. lower inventory 12 4. A centralized distribution system 12 5. Suppliers 12 IV. Issues and recommendations 13 1. Issues and Challenges: 14 2. Solutions& Recommendations: 16 V. Implementation and Road Map: 18 VI. Conclusion 20 VII. References: 21 I. INTRODUCTION 1. Company Background Zara is a Spanish brand of clothing founded by Amancio Ortega Gaona and Rosalia Mera in Artexio‚ Galicia. Zara was founded in
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Zara Supply Chain Report By: A.H. C.L. H.L. S.H. X.W. Humble Beginnings In 1975‚ Amancio Ortea Gaona started Inditex Corporation in his first small shop in a remote town in Spain‚ Arteixo. Only 35 years later‚ it has emerged the largest apparel company in the world—Zara. Currently‚ Zara’s headquarters and two distribution centers are located in this small Spanish town. Zara broke a new path between the traditional high fashion and the mass fashion strategies; it provides
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1. Zara profile Zara is the most internationalized of Inditex’s chains which owned by Spanish tycoon Amancia Ortega. The first Zara store opened in 1975 and there are more than 1‚500 Zara stores around the world until now. It is claimed that Zara needs just two weeks to develop a new product and get it to stores‚ compared with a six-month industry average‚ and launches around 10‚000 new design each year. Zara has resisted the industry –wide trend towards transferring fast fashion production to
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CAPACITY PLANNING Real Options Analysis Practice Questions and Solutions CAPACITY PLANNING Question 1: PROJECT SABLE Use a 30% per year discount rate to evaluate Project Sable‚ which has two phases. You may invest in the first‚ in both or in neither. You may not invest in the second phase without investing in the first. Phase 1 requires an investment of $100. One year later the project delivers on the average $120. At that time‚ after the phase 1 payout has been received‚ you may invest
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