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SCM - Caso Zara-Grupo 07-Iva2
SCM - Caso Zara-Grupo 07-Iva2
FACULTAD DE INGENIERÍA
INGENIERÍA INDUSTRIAL
CURSO:
TRABAJO:
PROFESOR:
SALAS SCHWARZ, JORGE ALFREDO
SECCIÓN:
IVA2
1. Caso de estudio 3
2.2. (Introductory) Look up Zara on the internet to determine more about their
distribution process. Name at least 3 methods that Zara uses to stay ahead of
their competition. For each of these strategies, explain how the operation
must be structured to enable this performance. 6
2.4.1. Describe how Zara's production and supply chain strategies might be
utilized within your company to improve performance. 7
2.4.2. Describe the production and supply chain measures which will focus
the performance of the operation on your customers' needs and
desires. 9
2.5. (Advanced) The article highlights how a company can utilize productive
operations and a lean supply chain to be competitive. 12
2.5.1. What operational and supply chain changes must occur at your
company to provide this edge over competition? 12
3. Bibliografía 13
1. Caso de estudio
Zara parent Inditex's CEO said the retailer will continue investing heavily. Shown, a distribution center
near Madrid. Reuters
CABANILLAS DEL CAMPO—On dusty Spanish scrubland just outside Madrid, the
world's largest fashion retailer is laying bricks to support growth for the next decade.
Here, Inditex SA, owner of the "fast fashion" chain Zara, is spending €150 million
($209 million) on a new logistics hub capable of distributing close to half a million
garments daily to stores in 87 countries on five continents. Made up of four gray
warehouses, it will begin operating within months, bringing to 10 the number of
Inditex distribution centers in Spain.
Higher spending on distribution capacity, new stores and a makeover of older Zara
stores curbed Inditex's profits in the fourth quarter of last year, Chairman and Chief
Executive Pablo Isla said during a news conference Wednesday. Net profit fell to
€703 million in that period from €708 million a year earlier, while sales rose 4.7%, to
€4.8 billion. Profit margins and sales outside the euro zone were also dented by the
strengthening of the euro against other currencies.
"It's been a year of heavy investment and job creation, which we will continue in
2014," Mr. Isla said.
Pablo Isla at the new distribution hub in Cabanillas del Campo, Wednesday. Reuters
Inditex is spending €500 million on a logistics upgrade, including the Cabanillas hub,
betting that fast fashion has a long runway ahead in coming years as European
consumers recover from the longest slump since World War II. The investment
should allow Inditex to keep opening an average of more than a store a day for
years.
The Cabanillas hub will receive clothes from suppliers, sort them and send them out
to stores around the world twice a week. Inditex had 6,340 stores world-wide as of
Jan. 31, up from 6,009 a year earlier and more than twice as many as it had in 2007.
The company plans to open as many as 500 new stores this year while closing
roughly 100 smaller ones.
The retailer is investing increasingly in larger stores. This year it plans to open new
flagship stores in Los Angeles, Miami and Hong Kong and one in New York's
financial district, Mr.Isla said. It is expanding its online store presence, which by next
year will reach 27 countries, with openings planned in South Korea and Mexico.
Inditex's sales have grown 12% in the past six weeks measured in constant
currencies. This has reassured investors, who in previous months had bid down
Inditex's shares amid concerns of slowing expansion. Inditex's shares were the best
performer in Spain Wednesday, rising 4.9% to €108.10.
Sales in Spain rose 3% in the second half of last year, reversing a similar-size drop
during the previous six months and paralleling the country's emergence from a
two-year recession, Mr. Isla said.
The company said it plans to raise its 2013 dividend by 10% to €2.42 a share, more
than expected by analysts. That translates into a record payday for Inditex's founder,
Amancio Ortega, the billionaire who controls more than half of the company's shares.
He will take home almost €900 million.
For the full year, Inditex reported net profit of €2.38 billion, up from €2.36 billion a
year earlier. Annual sales rose 4.9% to €16.72 billion.
Entre las principales fortalezas que posee Zara que se diferencia de sus
competidores son:
2.2. (Introductory) Look up Zara on the internet to determine more about their
distribution process. Name at least 3 methods that Zara uses to stay ahead of
their competition. For each of these strategies, explain how the operation
must be structured to enable this performance.
Por otro lado, los métodos que utiliza Zara para diferenciarse de su
competencia son los siguientes:
2.4.1. Describe how Zara's production and supply chain strategies might be
utilized within your company to improve performance.
2.4.2. Describe the production and supply chain measures which will focus
the performance of the operation on your customers' needs and
desires.
2.5.1. What operational and supply chain changes must occur at your
company to provide this edge over competition?
3. Bibliografía
https://retos-operaciones-logistica.eae.es/el-exito-de-la-cadena-de-sum
inistro-de-zara/#:~:text=Los%20principales%20objetivos%20de%20la,
as%C3%AD%20dos%20veces%20por%20semana.
https://meetlogistics.com/lean/cadena-de-suministro-lean-y-la-tecnologi
a-2/
Inenka Business School. (2021). En qué consiste la integración vertical de
https://escuelainenka.com/que-es-integracion-vertical-empresarial/#:~:t
ext=La%20integraci%C3%B3n%20vertical%20es%20un%20tipo%20d
e%20estrategia,las%20actividades%20que%20previamente%20hab%
C3%ADa%20delegado%20a%20terceros.
Recuperado de:
https://meetlogistics.com/cadena-suministro/las-4-estrategias-la-cadena-sumi
nistro/#:~:text=Hay%20dos%20estrategias%20de%20cadenas%20de%20su
ministro%20que,%C3%A1gil%20y%20masiva%20incluye%20aplazamiento%
20y%20personalizaci%C3%B3n%20masiva.