| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font

Show document Help

Title:TRAJNOSTNE KONKURENČNE PREDNOSTI IN STRATEGIJE POSLOVNEGA MODELA ZARA
Authors:ID Ferlinc, Jasmina (Author)
ID Zbašnik, Dušan (Mentor) More about this mentor... New window
Files:.pdf UNI_Ferlinc_Jasmina_2011.pdf (3,37 MB)
MD5: 2152E90C3BFA934E176FF7EBB33CA643
PID: 20.500.12556/dkum/85160b0c-56d0-4f44-a0f7-1e2cc33fbddf
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Globalizacija v oblačilni industriji je pomenila določeno stopnjo homogenizacije trga, povezano z ogromnimi stroškovnimi pritiski. Podjetja morajo imeti možnost za izgradnjo in upravljanje proizvodne in distribucijske mreže, ki jim omogoča svetovno povezanost in distribucijo svojih izdelkov na najbolj dobičkonosne lokacije. Prav tako izredno dinamičen trg potrošnikov in hitro spreminjajoči se modni trendi zahtevajo od ponudnikov oblačil, da zagotovijo take zmogljivosti, ki bodo imele sposobnost razumeti spreminjajoče se potrebe kupcev in prilagoditi svoje dobavne verige. Pri tem pa bo potrebno skrbno loviti ravnotežje med konkurenčnimi prednostnimi nalogami. Inditex s svojo glavno trgovsko verigo Zaro je bil že od vsega začetka zasnovan kot vertikalno integrirano podjetje, ki opravlja večino svojih procesov kar v svoji državi blizu sedeža podjetja, občutno izboljšuje odzivnost oskrbovalne verige in zmanjšuje stroške. Njegova učinkovitost je realizirana v ekonomiji obsega, poenostavljeni komunikaciji in usklajevanjem dejavnosti od zasnove in proizvodnje do prodaje v trgovinah. Upravlja z velikim številom trgovin, racionaliziranim proizvodnim in distribucijskim omrežjem in centraliziranim centrom za oblikovanje. Ta enotna, celostno povezana oblika organizacije oskrbovalne verige mu omogoča ustvarjanje veliko večjega števila vzorcev in modelov, ki jih testira v trgovinah po vsem svetu ter zbere takojšnje povratne informacije preko informacijskih sistemov na prodajnem mestu. Zelo odzivna dobavna veriga omogoča nenehno spreminjanje in prilagajanje izdelkov vsaki trgovini glede na lokalne potrošnikove preference. Zraven vertikalne integracije zasnove in načrtovanja izdelkov, proizvodnje in distribucije ter prodajnih mest, ki je odločilnega pomena za Zarin uspeh poslovnega modela, podjetje sodeluje tudi z zunanjimi podizvajalci za opravljanje manj bistvenih nalog. Nove tehnologije in proizvodne zmogljivosti v državah s cenejšo delovno silo in cenejšimi proizvodnimi viri so bistveno zmanjšale stroške. Vendar prizadevanje za stroškovno najbolj ugodno oskrbovalno verigo se odraža v daljši, manj prilagodljivi verigi, ki v končni fazi proizvede izdelke, po katerih stranke več ne povprašujejo. Po drugi strani je izredno hitra, fleksibilna veriga najverjetneje zelo draga. Ključno je doseči pravo ravnovesje med obema in segmentirati dobavne tokove glede na različne karakteristike povpraševanja. Kombinacija vseh Zarinih strategij: od usklajevanja oblikovanja in proizvodnje skozi optimalen dobavni rok, postopne proizvodnje do optimizacije sistema distribucije še maksimizira koristi poslovnega modela.
Keywords:Inditex, Amancio Ortega Gaona, skupna vlaganja, franšizing, strategija multikoncepta, primerjalna LFL prodaja, Zarina dobavna veriga, Zarina veriga vrednosti, življenjski cikel proizvodov, vertikalna integracija, učinek volovskega biča, strategija hitrega odziva, optimizacijski model določanja količin za distribucijo, model napovedi, postopna proizvodnja, optimizacija dobavnih rokov, evrocentričen model, globalna širitev, just-in-time proizvodna strategija
Place of publishing:Maribor
Publisher:[J. Ferlinc]
Year of publishing:2011
PID:20.500.12556/DKUM-20180 New window
UDC:339.13
COBISS.SI-ID:10933276 New window
NUK URN:URN:SI:UM:DK:7AT5HJ40
Publication date in DKUM:18.01.2012
Views:3479
Downloads:563
Metadata:XML DC-XML DC-RDF
Categories:EPF
:
Copy citation
  
Average score:(0 votes)
Your score:Voting is allowed only for logged in users.
Share:Bookmark and Share



Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.

Secondary language

Language:English
Title:SUSTAINABLE COMPETITIVE ADVANTAGES AND STRATEGIES OF ZARA'S BUSINESS MODEL
Abstract:Globalization in a clothing industry has meant a certain degree of market homogenization, associated with huge cost pressures. Companies must be able to build and manage manufacturing and distribution network that allows them global integration and distribution of their products to the most profitable locations. Moreover, with an extremely dynamic consumer market and rapidly changing fashion trends, apparel retailers need to ensure they have the right capabilities to understand evolving customer needs and develop flexible supply chains. Doing so will require a careful balancing act between competing priorities. Inditex with its major retail chain Zara has been designed from the beginning as a vertically integrated company that performed most of its processes in-house, significantly improving the responsiveness of its supply chain and reducing costs. Its efficiency is realized in the economies of scale, simplified communications and coordination of activities from design and manufacturing to retailing. It operates a large number of stores, a rationalized production-distribution network and a centralized design center. This integrated form of supply chain organization can create larger number of designs, test them at stores around the world and gather immediate feedback through information systems at the point of sale. A highly responsive supply chain enables constant modification and adaptation of products to any store according to local customer preferences. Besides vertical integration of design, production, distribution and retailing, which is critical to Zara's success, the company also co-operates with external sub-contractors to perform less essential tasks. New technologies and production capacities of low-cost countries have significantly reduced costs. However, an effort for the lowest-cost supply chain is reflected in longer, less flexible chain which ultimately produces products that customers no longer want. On the other hand, extremely fast, flexible chain is likely to be cost-prohibitive. The key is to achieve the right balance between the two and to segment supply chain flows based on the different characteristics of demand. The combination of all Zara's strategies - from aligning design and production through optimized product lead-times and staged manufacturing to optimization of distribution system process - maximizes the benefits of Zara's business model.
Keywords:Inditex, Amancio Ortega Gaona, joint venture, franchising, multi-concept strategy, LFL sales, Zara's supply chain, Zara's value chain, product life-cycle, vertical integration, bullwhip effect, quick response strategy, distribution optimization model, forecasting model, staged manufacturing, optimized product lead times, Euro-centric model, global expansion, just-in-time manufacturing strategy


Comments

Leave comment

You must log in to leave a comment.

Comments (0)
0 - 0 / 0
 
There are no comments!

Back
Logos of partners University of Maribor University of Ljubljana University of Primorska University of Nova Gorica