-MANAJEMEN RANTAI PASOKAN-

NIM : 72190319
NAMA : CHRISTOPER DORI
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 manufacturers, who have moved most of their manufacturing to Asia. About 40
percent of the manufacturing 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 production 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?
ANSWER :
The advantage that Zara gains from competition by having a highly responsive supply
chain is that it allows the Zara brand to more accurately condition and adapt to changing
market demands along with the times. This means that the Zara brand can sell their
products at affordable prices. and the margins they have are safe and of course generate
profits. This can also have a good impact on the customer side where they are increasingly
 loving and loyal to buying Zara products and Zara has a reputation because Zara has been
able to follow trend conditions and adjust customer requests/wants. From it can also be
concluded that zara can reduce the inventory stock of products that are not in demand/not
appropriate and the estimation error of the existing target market.
TERJEMAHAN :
(Keuntungan yang diperoleh Zara dari persaingan dengan memiliki rantai pasokan yang
sangat responsif adalah dapat menjadikan brand Zara dapat mengkondisikan dan dapat
beradaptasi terhadap permintaan pasar yang terus berubah seiring dengan perkembangan
zaman dengan lebih akurat.Hal ini dapat berarti brand zara dapat melakukan penjualan
produk mereka dengan harga penuh serta margin yang mereka miliki tetap aman dan
tentunya menghasilkan keuntungan.Hal ini juga dapat berdampak baik dari sisi pelanggan
dimana mereka semakin cinta dan setia membeli produk zara serta zara memiliki reputasi
karena zara telah mampu mengikuti kondisi trend dan menyesuaikan
permintaan/keinginan pelanggan.Dari situ dapat disimpulkan juga bahwa zara dapat
mengurangi stok persediaan akan produk yang tidak diminati/tidak sesuai dan kesalahan
perkiraan dari target pasar yang ada.)

2. Why has Inditex chosen to have both in-house manufacturing and outsourced
manufacturing? Why has Inditex maintained manufacturing capacity in Europe even
though manufacturing in Asia is much cheaper?
ANSWER :
Inditex chose to have in-house manufacturing and outsourcing because internal
manufacturing itself is used as part of a responsive supply chain strategy as well as the last
step in the manufacturing process. After the start of the sales season, Inditex started to use
an in-house production system to respond quickly to trends. It is also a good idea to
undertake new products or modify incomplete products with subcontractors from
manufacturers and convert them into specific finished products in response to market
demands. Outsourced manufacturing is useful in carrying out the production of non-
specialized products that can be produced in large quantities.

Inditex has maintained most of its production capacity in Portugal and Spain (Europe)
although in terms of production costs are higher than in Asia because based on these
actions alone can make it possible for Zara to respond quickly to any changing fashion
trends in clothing in Europe and of course will get The benefits are also although not as
big as in Asia.

TERJEMAHAN :
Inditex memilih untuk memiliki manufaktur in-house dan outsourcing dikarenakan untuk
manufaktur internal sendiri digunakan sebagai bagian dari strategi rantai pasokan yang
responsif serta sebagai langkah terakhir dalam proses manufaktur. Setelah dimulainya
musim penjualan, Inditex memulai untuk menggunakan sistem produksi in-house untuk
merespons tren dengan cepat. Hal yang baik juga agar melakukan produk baru atau
memodifikasi produk yang tidak lengkap dengan subkontraktor dari produsen dan
mengubahnya menjadi produk jadi tertentu dalam menanggapi permintaan
pasar.Manufaktur outsourcing berguna dalam melakukan produksi produk non-khusus
yang dapat diproduksi dalam jumlah besar.

Inditex telah mempertahankan sebagian besar kapasitas produksi di Portugal dan Spanyol
(Eropa)walaupun dari segi produksi biaya lebih tinggi dibandingkan asia karena
 berdasarkan tindakan tersebut saja dapat membuat peluang kemungkinan bagi zara untuk
merespon dengan cepat atas setiap perubahan tren mode pakaian di eropa dan tentu akan
mendapatkan keuntungan juga walaupun tidak sebesar diasia.

3. Why does Zara source products with uncertain demand from local manufacturers and
products with predictable demand from Asian manufacturers?
ANSWER :
zara gets products in uncertain demand from local producers and products with predictable
demand from Asian producers because logically, of course, products with uncertain
demand/possibly not in demand by the market will certainly be produced less for certain
demand products. that's why local producer sources will provide time and speed to test and
ship products before they fall behind the trend and must also be sold at discounted prices.
This is part of the strategy to attract customers and make a profit.
Demand products can be predicted to be made in Asia due to the fact that the amount of
money spent to pay for labor is lower and the number of products ordered is relatively
high. It certainly becomes more cost-effective in carrying out large-scale production
because this predictable demand product has a great opportunity to deliver the product. It
can also mean that they can make the product before the season/trend is about to start and
it becomes a breakthrough strategy that zara is superior in terms of predictive speed and
accuracy.
TERJEMAHAN :
zara mendapatkan produk dalam permintaan yang tidak pasti dari produsen lokal dan
produk dengan permintaan yang dapat diprediksi dari produsen Asia dikarenakan secara
logika saja,tentu produk dengan permintaan yang tidak pasti/kemungkinan tak diminati
oleh pasar tentu akan diproduksi lebih sedikit untuk produk permintaan tertentu.Maka dari
itulah sumber produsen lokal akan memberikan zara waktu dan kecepatan untuk
melakukan pengujian serta pengirian produk sebelum ketinggalan trend serta juga wajib
dijual dengan harga diskon.Hal itu menjadi bagian strategi menarik pelanggan dan
membuat profit.
Produk permintaan dapat diprediksi akan dibuat di Asia dikarenakan melihat dari jumlah
uang yang dikeluarkan untuk membayar tenaga kerja lebih rendah dan jumlah produk
pesanan tergolong tinggi.Hal itu tentu menjadi lebih hemat biaya dalam melakukan
produksi skala besar karena produk permintaan yang dapat diprediksi ini memiliki
kesempatan besar untuk melakukan pengiriman produk.Hal ini juga dapat berarti bahwa
mereka dapat membuat produk tersebut sebelum musim/trend akan dimulai dan itu
menjadi strategi gebrakan bahwa zara lebih unggul dalam hal kecepatan prediksi dan
keakuratannya.