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Supply Chain Mastery: A Blueprint for Success in the Zara Fashion Industry

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 International Journal of Trend in Research and Development, Volume 11(1), ISSN: 2394-9333
www.ijtrd.com
Supply Chain Mastery: A Blueprint for Success in the
Zara Fashion Industry
1
Wendi Melisa and 2Lena Ellitan,
1,2
Faculty of Business, Widya Mandala Catholic University Surabaya, Indonesia

Abstract: Supply chain management (SCM) is the process that

carried out to control the movement of goods and services to and
from the business. It encompasses each stage including
transforming raw materials and components into a finished
good, delivering it to the end customers. Supply chain
management can help to improve the activity streamline to
become more efficient and effective. This is possible as they
watch closely all of the internal activities (inventories,
production, distribution, and sales). Company may identify and
terminate wasteful action and maximize customer value. The
purpose of this paper aret: To understand the Zara’s overall
supply chain management; To check the strategy fit of Zara’s
supply chain strategy; To analyze the performance of Zara’s
supply chain; To understand Zara supply chain driver; To
understand the problem in Zara’s supply chain; and To find out
the solution in solving the Zara supply chain problem Zara's
success may be attributed in large part to its dedication to
manage their supply chain management and build a strong
competitive advantage with it. In fact, there are several
approaches that they use in creating the supply chain strategy
including, vertical integration, JIT manufacturing, strategic fit,
and its ability to adopt the technological advancement. All of this
effort is done to let Zara have better control over their processes
starting from the beginning to the very end. This situation lets
each of the Zara’s departments to manage close relationship and
create synergy. It is going to be fundamental aspect for a
company who wants to have good supply chain coordination just
like what Zara did.
Keywords: Supply Chain Management (SCM); SCM Mastery,
SCM Performance, Zara
I. INTRODUCTION
The tight competition happening in the world of business pushes
the company to well-manage their supply chain to be the most
efficient and effective. All of this effort will lead them to build a
strong competitive advantage which is fundamental to win the
competition. In fact, Zara as one of the largest international fast
fashion companies can be successful due to great effort in
maintaining the supply chain activities. Supply chain refers as the
parties that directly or indirectly involved in meeting the
customers demand (Meindl & Chopra, 2014). Technically, it
covers almost everything since the beginning of production
process until the product arrives at the customer’s hand. Their
good management in supply chain completely brings a strong
benefit as the customers can always find the trendiest clothing
apparels in Zara. It is also supported by the data of fast fashion
industries sales in US, Zara was positioned in the top from May
2020 to November 2022.
Image 1. The Sales of Fast Fashion Industry in US
Source: Perri, J. (2023). Shein holds largest U.S. fast fashion
market share. https://secondmeasure.com/datapoints/fast-
fashion-market-share-us-consumer- spending-data-shein-hm-
zara/
As part of the fast fashion industry member, they are pursuing
to have low-priced clothing that moved quickly from the
designing process until it is ready to be displayed in retail stores.
Zara adds new designs every 15 days with approximately 11,000
items per year averagely (Ferdows et al., 2014). This situation
will not be possible if Zara does not have a highly responsive
supply chain that is supported by good management. What makes
supply chain becomes more crucial for Zara is that pricing of
clothing apparels is mostly controlled by the demand of the
market, instead of the manufacturing cost. This is why the
biggest challenge for the player in fast fashion industry is to have
short lead time throughout the supply chain activities.
Rather than chasing economies of scale, Zara keeps their
products manufacturing in small batches instead. Company
prefers to manage the design, warehouse, distribution, and
logistics functions by themselves. It holds its retail stores to a
rigid timetable for placing orders and receiving stock. Price tags
put on items before they’re shipped, rather than once it arrived
at stores. Clearly, they are working really hard to ensure they
will not lose the chance and momentum to sell the product at its
“golden time”. If they failed to make it on time, these products
will end up in discount section because no one looking for it
anymore. Aside from that, Zara offers a wide range of product
selection not only clothing line for woman, men, and children,
but they also have cosmetics, perfumes, and household products.
It makes managing supply chain becomes harder and
complicated for Zara. The purpose of this paper is:
1. To understand the Zara’s overall supply chain
management
2. To check the strategy fit of Zara’s supply chain strategy
3. To analyze the performance of Zara’s supply chain
4. To understand Zara supply chain driver
5. To understand the problem in Zara’s supply chain
6. To find out the solution in solving the Zara supply

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chain problem wide range of product variety quickly. These two departments
have different focus and can cause a conflict which is something
II. LITERATURE REVIEW
that must be avoided.
Supply Chain Management
Supply Chain Drivers
Supply chain management (SCM) is the process that carried out
Supply chain is made out of several functions. According to
to control the movement of goods and services to and from the
Mendl & Chopra (2014) each of the parts do have influence
business. It encompasses each stage including transforming raw
towards the supply chain performance as a whole and it consists
materials and components into a finished good, delivering it to
of: facilities, inventory, transportation, information, sourcing,
the end customers. Supply chain management can help to
and pricing. Company has to create a strategy to make all of the
improve the activity streamline to become more efficient and
drivers moving to the same direction and expected performance.
effective. This is possible as they watch closely all of the internal
In recent years, cross-functional drivers have played a bigger
activities (inventories, production, distribution, and sales).
role in increasing the supply chain surplus. The three cross-
Company may identify and terminate wasteful action and
functional drivers are receiving greater attention in supply chain
maximize customer value (Fernando, 2023). SCM will be the
management, though logistics still plays a significant role.
base for a company to build the competitive advantage.
It is crucial to understand that the supply chain drivers are
Supply chain management can contribute towards the
interconnected to one and another and run their parts. Effective
accomplishment of multiple corporate goals. This is what makes
supply chain management design takes this interaction into
it becoming a must for every company to have a supply chain
consideration and make the necessary trade-offs to provide the
management. For instance, when company controls the
required degree of responsiveness. In addition, the adoption of
manufacturing process, expectedly the product quality will be
information technology allows company to deliver information
enhanced. Customers’ perception towards the company and its
effectively, adding manufacturing flexibility, and better
products are going to be stronger. If there is less error made
responsiveness in transportation. If the company keep the right
within the manufacturing process, then the company will have
amount of inventory, it leads them to reach the state of lowest
to destroy less product that is not meeting the standards. Cost-
possible cost which is beneficial for the firm’s financial
wise, company is better off at this point. Shipping activities
performance.
should be closely managed as it can boost the responsiveness
towards customers service area and prevent any form of
shortages or oversupply. Hence, supply chain management
A supply chain strategy will be based on either responsiveness
offers numerous chances for businesses to increase their profit
or efficiency (Mendl & Chopra, 2014). Supply chain manager
margins and open up the potential to be successful global
has the responsibility to resolve the trade-off between
enterprise.
responsiveness and efficiency in each of the above categories.
Strategic Fit Talking about efficiency in performing a task means that the
costs are as low as it possibly could. In a strategy based on
Strategic fit is fundamental to the success of supply chain
efficiency throughout the supply chain, the customers receive
management because it is the degree whether they supply chain
low prices (Chaharsooghi, S. & Heydari, J. 2011). However,
is aligned or not with the main strategy of business. There are
they cannot always have quick and easy in obtaining their order.
two main elements that constitute strategic fit which are the
Meanwhile, a strategy that based on responsiveness, provide
expectation of customers and the performance of the supply
customers with high availability of products, short lead times,
chain itself in responding to the established competitive strategy
and innovative products that has been developed well
(Chaharsooghi, S. & Heydari, J. 2011). The target audience that
(Chaharsooghi, S. & Heydari, J. 2011). As a trade-off, the
the business hopes to attract defines the expectations of the
customers cannot expect such low prices just like the one they
customer. A business's fundamental approach to exceeding
have in a company with efficiency strategy.
customer expectations in comparison to its rivals is known as its
"competitive strategy." In fact, a company's competitive strategy Table 1. Supply Chain Driver Trade Off between Efficiency
takes into account its target market and their particular and Responsiveness
requirements, including those related to the kind of product,
ordering, information, specialized services, and so forth.
Strategic fit ensures that the supply chain is designed and
managed to support the achievement of the organization’s
strategic objectives. There are four points that must be fulfilled
in achieving the strategy fit state which are: All of the functional
strategies should align with the overall company’s strategy and
objectives. Here they are all working together to support the
business as one, instead of focusing on their own goodness. Good
supply chain management will produce automatic alignment
between the supply chain strategy and company big strategy.
An organization may fail due to a lack of strategic fit because
the resources, processes, and overall supply chain design may
not have the capabilities to support the required objectives. For
instance, a scenario where distribution is aiming for the most
affordable mode of transportation. The best option to maximize
the distribution capacity is by collecting the orders into a big Network of Supply Chain
group and send them all at once, instead of making small batch
shipping. However, the marketing department wants to serve The supply chain can be defined as a network within an
organization where each various processes and activities are
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being connected and producing output in the form of products or
services. There are two big grouping system use to define the
components position in the chain which are the upstream and
downstream (Huddiniah, E. & Pradana, H., 2023). It is an
upstream component when the process is in the beginning or
closer to the source raw materials. Meanwhile, downstream
components classified when it is closer to customers.
Understanding the supply chain network is crucial as it greatly
influences the process of coordination and communication
among partners. And so, it can reduce the associated risks and
uncertainties. If the supply chain has less process or levels, the
better will be for the company. It is going to boost the supply
chain efficiency because less interactions that must be made will
lead to less probability for disruptions. Supply chain complexity
affected by 2 reasoning which are: the supply chain directly and
the supply chain extension.
In detail, the differentiation can be seen by looking at direct
supply chain consist of what parts. There are companies,
suppliers, and customers which involved in the flow of products,
finances, and information from manufacturers to distributors,
and to retailers. Meanwhile, an extended supply chain refers to
the organizations, people, activities, information, and resources
that produce and distribute a product or service (customers,
regulators, and other stakeholders who impact the supply chain
process).
Supply Chain Sourcing
Sourcing belongs to the supply chain upstream where it is closer
to the early process of a product. Basically, it is a decision made
by the company to purchase goods and services that later needed
for the next step (Mendl & Chopra, 2014). It can be divided into
two categories which are in-house and outsourcing. Outsourcing
means that the company is not the one who will execute that
activity themselves, instead they will give that away to the third
party. The decision whether to outsource or not vary across
different industry and company. As the purpose of managing
supply chain is to increase the supply chain surplus, hence the
company should choose to outsource when it can significantly
increase the surplus without increasing the supply chain risks.
Supply Chain Transportation
Transportation, which includes all operations related to moving
goods from their point of origin to their final destination, is
essential to the smooth operation of a supply chain. Since it is
rare for manufacturing and consumption of goods to take place in
the same place, transportation plays a role in almost every supply
chain. As a result, selecting the right kind of transportation
becomes crucial for businesses that manage their supply chains.
There are numerous options, each with unique benefits and
drawbacks, including as air, package carriers, truck, train, water,
pipeline, and intermodal. The selection of a transportation mode
is impacted by the type of goods being transported and the
broader strategy of the firm. Businesses need to thoroughly
analyze their goals, taking into account variables like batch size,
cost, and speed. Furthermore, adherence to transport policies,
the condition of infrastructure, and the caliber of equipment all
have a significant impact on how effective a certain method of
transportation is. In light of these factors, businesses frequently
discover that using a mix of transportation methods is required
to balance inventory and transportation expenses.
Supply Chain Coordination
It is necessary to build strong coordination because when the
whole supply chain activities are moving in the same synergy,
the supply chain surplus will increase. To build coordination, all
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of the supply chain member has to share all information because
it may have implication on other stages. Lack of coordination in
the supply chain is going to cause objectives conflict because
the flow of information may not be running in the way it
supposed to. It can result such as delay and distortion of
information. Different stages of a supply chain may have
different objectives. When each of the stages focus with its own
profits, the total supply chain surplus can get down. The most
common effect that occurs in the company without a proper
supply chain coordination is the bullwhip effect. It means there
is an order increases as the process in moving up from retailers
to wholesalers to manufacturers, and lastly to suppliers. The
bullwhip effect distorts information about the amount of demand
required actually within the supply chain. Each of the supply
chain activities are having their own estimation that may varies
because they are not sharing the information throughout the
supply chain.
Information Technology
Information technology or IT defines as the use of technological
infrastructure such as computer, storage, network, etc. in
creating, processing, storing, securing and exchanging
electronic data (Castagna, R). In the world of supply chain,
information plays a key role because this is where all of the
coordination comes from. The characteristics of the information
must be accurate, accessible, and must be relevant to the
importance of supply chain. In fact, none of the supply chain
activities can run without information. All of the decision and
activities run will be based on the information itself. IT has
become a necessity currently rather than an option for a
company’s supply chain. Business processes can speed up with
the adoption of information technology and prevent the
possibility of bottleneck. As a result, the productivity rate of
supply chain and the supply chain visibility will be improved.
The use of information in supply chain drivers will take account
as:
1. Inventory: demand pattern, carrying cost,
stockout cost, and ordering cost
2. Transportation: costs, customer locations,
and shipping size
3. Facility: location, capacity, schedules,
exchange rate, and taxes
III. RESULT AND DISCUSSION
Company Profile
Zara is started as a family-owned company back then in 1975 in
downtown Galicia, Northen Spain by Amancio Ortega and
Rosala Mera. The business gained popularity in between the
Spanish and finally able to have nine additional stores in some
Spain’s big cities. “Instant fashion” is the terms used by Ortega
to explain their revolutionary move in designing, producing, and
distributing with shorten lead times and ability to react quickly
to new trends. Their biggest expenditure is spent on information
technology system and hiring more designers so that they could
work in a group.
After some time, Zara is getting even bigger and keep expanding
their operation until they reached the global market which
includes; Portugal, New York, Paris, Belgium, Greece, Mexico,
Malta, Cyprus, and many more. Approximately, Zara has around
2,264 stores in 96 countries. Zara began the journey as a modest
fashion business in Spain, and has grown into the world’s largest
fast-fashion retailer (Kala,K. 2018). They have more than
174,000 employees worked for them. The founder of Zara,
Amancio Ortega is considered as the world’s, sixth-richest
man.Zara always tries to be ahead in the fashion industry by
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bringing more meaningful style to the world that is accessible to patterns are always changing every time.
everyone, no matter where they are. Their value is to create
Supply Chain Performance of Zara
something inspiringly beautiful, always on- trend, and
responsibly crafted fashion. Zara has the ability to maintain their Looking at the Zara’s supply chain which focus in speed, it
reactive and responsive behaviour in facing the changing shows that they are trying to provide best suitable strategy
demand, trend, and feedbacks coming from the customers. That supply chain to help the company achieve the main objectives
is why they could provide the right idea and decision in the right or goals. As previously discussed in the strategic fit, there must
moment. Those efforts are best believed as the best way to build be an alignment between the big company strategy to reach the
an intimate relationship with its customers. They are working to main objective with the strategy that implemented in each of the
make its business more sustainable. unit functions. The mission statement of Zara is to “give
customers what they want, and get it to them faster than anyone
Zara’s Supply Chain Management
else.” (Visionary Team). It is so obvious that Zara has achieved
Zara supply chain management is well known to be rapid and the strategic fit as the supply chain works has been followed
very responsive in fulfilling the demand of fast fashion industry. their mission. In terms of the strategy chosen, Zara adopts the
After almost thirty years later, this giant retail currently responsiveness as their main focus in the supply chain.
produces over 450 million clothes items a day and releases
12,000 new designs (Lai, O. 2022). It is without a doubt that
Zara becoming one of the brands with the fastest turnovers in
fashion industry. The key point of fast fashion industry is cheap,
yet fast production of non- durable clothing. In addition to that,
if refers to the following graph, it is obvious that Zara currently
dominate the European market by having a high stock valuation
(Reuters, 2023). They have beat H&M, one of their rivalries in
this industry.

Image 3. Strategic Fit Scheme

Image 2. Stock Price Comparison of Zara and H&M
Source: Reuters. (2023). Zara owner Inditex seen outshining
H&M in fast- fashion showdown.
https://www.reuters.com/business/retail-consumer/zara-owner-
inditex-seen-outshining-hm-fast-fashion-showdown-2023-03-14/
The supply chain process of Zara will be started with the
designing phase as they immediately send creative sketches to
the Cube's clothing designers after getting inspiration from the
fashion events. It takes four to six weeks to design and produce
new things, and two weeks to modify the one that already on the
market. The company targets ladies between the ages of 24 to 35
that is fashionable. In order to reach this market, Zara open their
stores in town centers and other areas where there are a lot of
women in this age range. Limited manufacturing runs make a
given design scarce, which instills a sense of urgency and
motivates customers to purchase while supplies last. Zara does
not have a lot of excess inventory as a result, and it is not required
to price down its clothes items much.
Compared to competitors with only 3 to 4 turns, in averages Zara
can do 12 inventory rotations annually which equal to 3 times
more productive. The factory scheduling is determined by the
orders that stores place each in weekly basis. Demand
forecasting will be easier due to these short-term concentrated
order cycles. In fact, this is far more accurate than competitors
who may place orders every two weeks or every month.
Customers visit Zara stores in Spain on average of 17 times a
year, compared to competitors' 3 visits. It is more difficult for
individuals to see them clearly online because their apparel
Source: Chung, D. (2018). What is Strategic Fit?.
https://danny- chung.medium.com/what-is-strategic-fit-
735af99a3ba0
An advantage that Zara can retain from having a responsive
supply chain is that the ability to deal with uncertain demand
better than those who adopt efficient supply chain. In
corresponding to the characteristics of fast fashion industry,
prices for clothing apparels are determined by market demand
rather than manufacturing costs. So, the biggest enemy for Zara
here is the time. Once they slow down, most probably the
products will be late and no longer demanded by the customers.
The other competitors may have sold those similar items in the
store before Zara. Here, they must able to offer a wider variety
of designs and choices to its clients while maintaining a sense of
urgency to buy due to its short lead times for delivery.
Additionally, once an item or style sells out, it might not come
back into stock.
Until a customer purchases your product, you are in charge over
its development. By following this mindset, Zara's supply chain
has become extremely quick because they try to make sure
everything is within their reach. At just 15 days, the company
can design, manufacture, deliver, and display a new outfit at one
of its stores worldwide. In the fashion industry, where designers
usually take months to plan for the next season, such a pace is
unheard of. The in-house design and manufacturing teams at
Zara are compelled by the quick fashion company to work with
a restricted range of pre-selected fabrics and materials. While
there would be less room for creativity, the network's tiers of
supplier hand-offs and months of lead time would also be
eliminated.

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The responsiveness of Zara’s supply chain also comes with a
price as they cannot provide a completely low-cost operation. It
has implication towards the selling price may not be the cheapest
one in the industry, but still considerably competitive enough.
When a customer made a purchase, price is not the only thing
that become a consideration, but usually they also look at the
value resides in the goods. Supported by the amount of net sales
data from Inditex group, Zara always give the biggest
contribution starting from 2013 to 2022. It is followed by
Bershka and Pull&Bear in the second and third position.
Image 4. Net Sales of Inditex Group Based on Brand
Source: Smith, P. (2023). Net sales of the Inditex Group
worldwide from 2013 to 2022.
https://www.statista.com/statistics/456505/sales-inditex-group-
worldwide-by-format/
Zara’s Supply Chain Drivers
Facilities
Located in Artexio one of the small towns in Spanish Coastline,
Zara owns a big landmark where this is the heart of Zara's
operations or most popularly known as "The Cube". However,
beneath its cobbled streets is a 124-mile network of high-speed
monorail tracks that come together beneath an enormous and
daunting megastructure. For almost Zara's 200- person design
team, procurement, and production teams work together in The
Cube. Whether you shop in Tokyo, Mumbai, Rio de Janeiro,
London, or any other city, The Cube is where at least half of the
Fast Fashion inventory at every Zara outlet comes from
(Procurify, 2023).
Image 5. Zara’s The Cube
Source: Procurify. (2023). Fahsion Distrupted: The
Definitive Guide To Zara’s Global Supply Chain.
https://www.procurify.com/blog/supply-chain-beats-zara-
spend-culture/
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Zara is able to have full control over the production process,
from designing new styles to producing final goods, thanks to
vertical integration. Because the departments are becoming
close to one another inside The Cube. They can collaborate,
communicate easily, reacting quickly to new trends in fashion.
Zara's manufacturing facilities demonstrate the company's
dedication to innovation. To increase productivity, the company
has made investments in automated production processes
technologies. This uncovers the use of sophisticated machinery
for sewing, finishing, and cutting fabric. ensuring that the
finished goods meet strict quality and precision standards.
Another important component of Zara's facilities is distribution.
Zara offers a decentralized distribution mechanism as an
alternative to big centralized warehouses. The business runs a
number of automated distribution hubs that are well-situated
close to major markets. Sophisticated conveyors and sorting
systems are installed in these centres to enable the precise and
efficient transport of goods. In order to facilitate Zara's distinct
"fast fashion" business model, its logistics infrastructure is built
to ensure that goods are delivered quickly from production to
distribution and, eventually, to retail locations.
The store spaces owned by Zara are essential to establishing a
unique shopping experience and take part as the fundamental
aspect of their sales performance. The business carefully selects
the best sites for its operations, which are frequently in widely
recognized shopping areas. Zara retail spaces are distinguished
by their minimalist aesthetic, with a thoughtfully chosen
arrangement that highlights a select number of each item.
Customers have a sense of curiosity and urgency due to the
constant introduction of new things and the scarcity concept.
Inventory
In the case of managing inventory level, Zara implements the
just-in- time manufacturing or JIT which defines as an approach
to manage a supply chain in the most efficient and cost-effective
manners. To run this JIT, it requires a good coordination among
the procurement and production departments to ensure that they
may produce the right item with the right quantity, at the right
time, and place in fulfilling customer’s demand. The key point
that differentiates it with any other strategies is the effort to create
only when it is needed. Zara is trying to avoid creating waste
and keep their inventory level lean.
The implementation of JIT in Zara production process can be
seen starting from the beginning of supply chain activity which
is the production. They are working hard to ensure that the goods
produced must have been displayed in the retail store in within 14
days. Instead of having a vast quantity of products for each
design, Zara produces more collections with relatively small
quantities (Dfreight, 2023). They may have improved the
resource occupancy and the production streamline. From this
small batched, it is going to be easier to deliver and quicker as
well to arrive at the customers’ hand.
Customers are pushed to make immediate purchases by the
emphasis on quick response. A certain style in a Zara store may
sell out in less than a week, in contrast to many other clothing
stores where some of the clothes will stays there for months.
WIGIG is Zara's guiding principle: when it's gone, it's gone.
This gives the sense of exclusivity and helps to eliminate the
possibility of excessive inventory kept. Now, product will be in
sales floor longer, and have lesser time in the warehouse.
Transportation
Inditex's (the group owns Zara) commitment to bring new
innovation has been one of its key differentiators. Currently, Zara
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has spent about two billion euros on logistics and technological
adoption in an attempt to fortify its production and distribution,
reduce waste in the supply chain, and optimize costs. Large
technical systems that give real-time information are necessary
for the entire logistics process (Xujie et al., 2019). The direct
impact of this mass investment on Zara is that they ability to
maximize the speed and precision of product delivery for its
customers across the globe.
Now, they have a highly on time delivery service which elevate
their ability to stay ahead in following the fashion trends.
Combination of the inventory, shipping, and scheduling
strategies were is brought to satisfy the customers demand right
in the good timing (Dfreight, 2023). Zaracarefully manage
their costs incurred to improve their profitability. Any
unnecessary transportation expense will get banished. In fact,
they have successfully in creating a supply chain transportation
network that they can depend onto.
Image 6. Zara Logistics Route
Source: Mhugos. (2020). Zara Clothing Company Supply
Chain. https://www.scmglobe.com/zara-clothing-company-
supply-chain/
The supply chain structure of Zara is seen in the picture
attachment above. The Cube and the corporate headquarters are
situated in northwest Spain. This is where the centre of
manufacturing is located. Meanwhile, Zara decided on a more
centrally placed location for their primary centre for distribution
and logistics. They choose a different location strategy for the
logistic hub because they have to ensure that it is a strategic place
(can be accessed easily and located relatively in the middle).
This facility is housed in a major logistical hub that the Spanish
government built in Zaragoza. Vendors supply raw materials to
Zara's production facility. The completed clothing is then taken
from the Cube to the Zara logistics centre located in Zaragoza.
And from there, they are shipped and transported by truck to
retail locations all over the world.
As Zara has implemented a robust delivery schedule, with
shipments occurring twice a week on a daily basis. This frequent
delivery system underscores Zara's commitment to maintaining a
rapid inventory turnover. The goods should be arrived in
between two days or even probably less than that from the
ordering time. When the product is shipped, all of it already has
a price tag attached and hang. Although hanging the clothes may
take more space than if they just fold it, but they are trying to
speed up the time required to display their goods to the store.
So, from themoment the delivery trucks are unloaded, Zara's
products seamlessly transition to the retail floor, ready to be
showcased to eager shoppers. There is no need to iron it again
or placing the price tag.
Information
Information has become an essential part of every business. It
contributes to the success of Zara. McAfee et al., (2007) stated
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that this allows Zara to build stronger connection to its
customers. As in effort to that, they choose to install unified POS
system in every of their stores to track and integrate the sales
throughout their retail chain stores. From this information, Zara
can have better reading on customers demand that frequently
changes overtime in real time. All of this POS systems are
connected to one mother POS which will be transmitted again
to the headquarter by modem. In this way, Zara can get the
precise information regarding the stock keeping unit availability
in each store and immediately react when there is a demand
fluctuation. Here the purpose is to avoid the bullwhip effect
where it usually happens due to the misinformation.
Before Zara introduces new items to the market, they usually
arrange a small survey to obtain some information by testing
new products in a handful of stores that are representative of
larger sales patterns. During the process, some information on
how well the item will sell may be generated. This information
can then be used to advise the large initial shipment. An
expanded view of demand can be obtained with the appropriate
retail sample. Such information can be a driver for retailer in the
proper direction and become the basis to make operation
decisions. Additionally, it offers Zara better control over retail
inventory in terms of quantity, pricing, and product mix. Zara
can determine how quickly products and information are
released because of the degree of control attained (Edmondson,
2003).
Sourcing
In order to increase the supply chain's adaptability to shifting
consumer needs and new fashion trends, Zara has made
significant capital expenditures to acquire ownership over the
manufacturing, distribution, and retail channels or known as
vertical integration. Acquiring manufacturing facilities allows
Zara to significantly regulate capacity and schedules, which
would be impossible to accomplish if the firm were highly
dependent on outside suppliers, particularly those in the far east
(Ferdows et al., 2004). As many of its operations typically only
operate one shift, Zara is able to quickly and easily modify the
production volume of individual clothes because they may run
several plants for this one-shift production. These highly
automated production operations can work overtime to
accommodate unforeseen or seasonal demands. Zara's capacity
to adjust how rapidly it ramps up or down production has a
significant impact on its ability to quickly cancel product lines
that did not perform well and refill popular items. This lessens
the likelihood of stockouts, clearance sales, and backlogs in
inventory, all of which regularly reduce Zara’s profitability.
Aside from relying with the in-house sourcing, Zara also
outsources some of their fashion category products to original
design manufacturers (ODM suppliers) in geographically
proximate countries such as: Turkey, Morocco Portugal and
Bulgaria. Carefully selecting the supplier will help Zara to
compress order-to-delivery lead times (Gereffi & Memedovic,
2003; Tokatli, 2008). Comparative advantages can be
reallocated in favour of these geographically close countries
based on "transport time," as one of the location consideration
components that is different from the "transport cost" that will
be the main factor typically taken into account in economic
geography models (Orcao & Pérez, 2014). Flexibility is greatly
increased even though production in these close sources can be
more costly than producing in a nation that offers lower labour
wages.
Pricing
Zara carries out a low-pricing strategy where they are targeting
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on customers who are in college or just enter the job market. Their
age ranges from 20 to 35. This age group is highly sensitive to
fashion and has some money at their disposal but cannot
frequently buy luxurious or high-end products. Zara can allow
them to pursue their fashion needs at an affordable price (Li,
2021). In other words, Zara’s products can be defined with high
on fashion yet low on prices. They implemented the low pricing
strategy to set their product price. In fact, trying to become the
lowest one in the market by cut off the unnecessary cost such as
advertisements and raw material. It has an overall low-cost
supply chain structure compared to its competitors.
As a global company, they set their price differently in each of
the country or country specific. The product price tag is placed
locally in each respective market, instead of it is done in “The
Cube”. Under this scenario, Zara will be able to follow the
customers’ willingness to pay that may differs to match the
condition and characteristics of corresponding countries. Thus,
the production budget should be kept low, so Zara can easily
adjust their price whenever needed. Furthermore, the brand uses
various schemes to run the sales promotion to boost their sales.
For instance, Zara has low level of discounting around the year
and discountsales of 50% or more twice in a year, for which the
consumers eagerly wait.
The fashion industry is always changing and is primarily driven
by consumer demand rather than supply. In order to win the
customer's heart, Zara gives its customers what they desire. Fast-
fashion brands are characterized: have quick production
schedules, inexpensive labor, and inexpensive materials. These
elements allow Zara to pursue a low-price strategy. ZARA is
known its first-rate reputation, second-rate output, and third-rate
cost. It has low expenses for raw materials, advertising, and
design. The prices at Zara are around one-fourth of those of rival
companies.
They aim to attract customers by offering their items at a fair
price. Given that its costs are lower than those of premium
fashion labels, Zara will come out on top in the pricing war. This
is one of their true competitive advantages. Value-based pricing
strategies, which center price determination on consumers'
assessments of value rather than business expenses, are primarily
utilized by Zara. Its target market is those who desire fashionable
clothing but cannot afford the premium labels. These goods will
be offered for a discount. Furthermore, it frequently offers
discounts at the end of the season.
Distribution Networks of Zara Supply Chain
Image 7. Zara Main Distribution Centre
Source: Magsino, M. (n/a). Putting the Fast in Fashion:
How Zara Drastically Reduced Lead Times.
https://www.fohlio.com/blog/zaras-fashion-revolution-how-
strategic-optimization-of-lead-time-propelled-them-to-the-
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forefront-of-fast-fashion
There are ten logistical facilities located in close proximity to
Inditex's corporate headquarters. Meanwhile, the Zara
distribution center is located in Arteixo, Spain, and processes
clothing products, The Cube. It includes 11 production units, the
corporate headquarters, and 464,500 square meters (5 million
square feet) of space. Within a 16-kilometer (10-mile) radius,
these 11 factories owned by Zara are also connected to the
distribution center via monorail connections as previously
mentioned in the earlier section. This underground high-speed
monorail helps Zara to transport their fabric through 200–211
km of underground tunnels (Mhugos, 2020). It is highly
convenient and makes the distribution network integration
becomes smoother.
The monorail system is also used by Zara's manufacturing
facilities to transport completed goods—roughly 50,000 outfits
per week from each factory—to the distribution centre so they
can be shipped to retail locations. In comparison, Zara’s
competitor will usually need 2 to 4 weeks to move across their
product to the designated country. Since Zara sends the goods in
bulk, it is going to be useful to have cheaper per product cost.
They also avoid overlapping or duplicating their transportation
routes, Zara will send the finished product directly to the local
distribution centres and eliminate the process to send back the
product to the central distribution. In fact, it helps them save
money on transportation which leads to better cost efficiency.
Later, this amount of money that has been saved could be used
for another investment.
Regardless of its origin or destination, everything will be
delivered to the distribution centres in Spain. There, the product
is going to be picked, sorted, packed and loaded to be later sent on
to Zara’s global chain store network. Since the distribution centre
is more like a transit place rather than a warehouse to store
goods, the products are going to be there for a few hours or at
maximum of three days. The goal is to produce and deliver the
things that the businesses requested at the appropriate time.
Within eight hours of a store making an order, the distribution
centre arranges for the shipment of clothing in the precise sizes
and styles that the retail stores have requested. In order to be able
to respond to demand spikes during the start of the two selling
seasons in January and July, as well as to unforeseen demand
surges, Inditex often reserves 100% surplus capacity in its
distribution centres. This allows it to increase utilization rates of
its underutilized capacity.
Zara Transportation and Shipping Procurement
The main focus of Zara’s logistics system is the rapidness. They
heavily rely on air fright as their main option to ship the finished
product. To smoothen the process of transporting goods, Zara
creates their own intelligent system as a better media
transmission of information. In addition, they have built 200
miles network as a means to transport their material (connecting
the headquarters with the suppliers, vendors, etc.). Another
unique strategy implements by Zara to cut off the lead time in
shipping is that they use the direct transportation from
distribution centre to retail stores. They do not use any logistics
transit station. In this way, they do not need to do loading and
unloading multiple times just like what the other competitors did
and save them some amount of cost (Xuejie et al., 2019).
Zara purchases vast amounts of a few varieties of fabric (about
four or five, though this can vary from year to year). They keep
the material variety to be limited and let the designers use their
creativity to make several different models from it. Zara handle
all in-house cutting, dying, and garment design. In this manner,
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fabric producers may quickly transport large amounts of fabric it is impossible to be able to get the exact number of inventories
straight to the Zara distribution centre, or the Cube. The that will suit the customers demand 100%, but at least it must not
company buys raw fabric from vendors in Greece, Portugal, be too far apart. Another thing why would a company working so
Spain, and Italy. And after orders are placed, those vendors hard on eliminating too excessive inventory because inventory
deliver within five days. The majority of supplier inbound cost is expensive.
logistics use trucks. Later, these materials will be sent to the
Coordination Among the Supply Chain
Zara’s textile factories with the use of underground monorail.
Managing a coordination among the supply chain activities are
Chu (2005) observed that trucks and sea freight handle 20% to
fundamental to increase the chance or possibility to achieve
25% of Zara's product shipments. The remaining are carried via
surplus. If there is one of the components that are not in align
the air. Roughly 35% of Zara's clothing is shipped hung, and
with the others, this will lead to a clash of interest. Since
65% of it is shipped folded. Since hung clothing takes up more
maintaining control over inventories is one of the biggest
space than folded clothing, it costs more to ship, but this is
challenges faced the retail industry, it is imperative that
necessary to ensure that the item is delivered to the store floor-
information from the other departments be received as soon as
ready. All of Inditex's product distribution and delivery to retail
possible in order to analyse the data's evolution and make
locations are handled by outside contractors. The following
decisions about inventory, human or material resources, etc.
delivery times apply to the deliveries when they arrive at their
destination stores: Europe: twenty-four hours. 48 hours in the To provide extra support for carrying out coordination easily,
US, 48 hours in China, and 72 hours in Japan. Zara implemented the automation of warehouse operations and
the utilization of closely connected companies in all aspects of
According to Ferdows (2004), once the product arrived at store,
the transportation of goods. There are various tools and software
the store employees do not need to iron the clothes and put price
programs used in the logistics process which are custom made,
tag, because everything has been done before the product is
designed, and developed internally by Zara team to create a
shipped. It allows them to directly displayed the received goods
software that can meet and 100% suitable for their operations
as soon as it is arrived. Since there is less than 0.5% shrinkage
(Mapfre Global Risks). This system doubles the pace of box
and 98.9% accuracy in the shipments, Zara just need to work on
transit, storage, and collection while improving efficiency and
it a little more. It is clear that Zara values speed above everything
accuracy for delivery time management.
else and that time, rather than kilometres, is used to measure
distance. Twice a week, stores place orders and get deliveries.
Every retail store receives a customized variety of products
exactly as par ordered twice a week, usually within 2-4 days of
the order placing, depending on the location. These orders are
guided by inventory optimization models.
Zara Supply Chain Souring
Zara adopted the concept of vertically integrated supply chain
where they are involved strongly in maintaining control over
Image 8. Annual Sales of Major Global Apparel Manufacturer
various stages throughout the supply chain starting from design,
and Retailer 2022 Source: Fast Retailing. (2023). Industry
production to distribution. The perks of having this strategy: it
Ranking Major Global Apparel Manufacturer and Retailer.
enables Zara to keep a significant portion of its production
operations in-house, this strategy distinguishes the company https://www.fastretailing.com/eng/ir/direction/posi
from many of its rivals. By doing this, Zara has developed an tion.html
impressive degree of operational flexibility and efficiency that
From the table above, it can be seen that Zara under the Inditex
allows it to quickly adapt to shifting consumer wants and market
is positioned in the top as the global apparel manufacturer with
trends.
the highest sales amounting to 34,5 billion US dollar. It proves
One of the exclusive advantages of Zara's vertically integrated Zara’s supply chain coordination and strategy implemented was
supply chain is its ability to command a staggering 85% of the doing its job and resulted into an expected outcome. They would
overall price on its clothing items. This is a significant departure not be able to have this outstanding sales performance if there is
from the industry average, which usually ranged over 60%. no synergy among the supply chain parts. Mentioned previously,
Zara's higher percentage demonstrates the economic benefits of a lot of company failed in running their business due to the lack
in-house manufacturing (Businesslogisticssite. 2017). With this of system and infrastructure to support the communication
level of vertical integration, the corporation is able to optimize process between the supply chain functionals.
manufacturing costs, reduce outsourced fees, and increase total
Zara Information and Technology
profit margins. Moreover, Zara's ability to quickly adjust to
rapidly changing fashion trends is facilitated by its choice to Technology has played a key role in improving customer service,
keep a significant portion of its production in its own facilities. supply networks, and sales. The apparel retail market now has
It means that in-house sourcing does give bigger supply chain more participants and lower entry barriers thanks to further
surplus for Zara. This is an objective that will be seek by every improvements in digital technology. Businesses and individuals
company’s supply chain. can build online stores on the internet without having to invest
in infrastructure in order to sell things. Because of this, e-
The company has the ability to quickly turn design thoughts into
commerce is growing faster than ever. It gives consumers the
finished goods and launch them on the market. In addition to
freedom and convenience to shop whenever they want.
being in line with current fashion trends, Zara's speedy operation
does help them to approach the market before anyone else and Big Data, like blockchain technology, makes it simpler and
lower the risk of excess inventory, which is a major problem in more effective for businesses to gather and manage information
the retail sector. Excess inventory happens when there is a such as stock origin, manufacture dates, and transaction records.
mismatch between the amount of supply and demand. Of course, Since today's tech-savvy consumers want greater transparency

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 International Journal of Trend in Research and Development, Volume 11(1), ISSN: 2394-9333
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from their purchases, accessing data in order to share and foster
trust is quickly becoming the standard. It is anticipated that
advancements in technology will have a dramatic effect on
the way people spend. Furthermore, artificial intelligence
technologies are already being used to replace sales staff,
estimate demand for the upcoming season, and improve
consumer engagements through interactive online chat
functionalities and algorithms that suggest appropriate products.
Additional tools like cloud computing, IoT, and distributed and
cognitive intelligence are changing the way business is done.
Information technology facilitates data sharing and
communication with its manufacturers and suppliers. Zara's
operations are therefore more accelerated and quicker than those
of any of its rivals. With twice weekly updates to both online
and retail collections, and 48-hour delivery to any location in the
world thanks to its 10 logistic centres, new designs hit the market
in less than 15 days. They rank highest among fashion retail
outlets worldwide because to their retail network of 2,118
locations throughout 202 regions (Ha, 2021). Zara even created
their own applications that control the distribution centre
automation by collaborating with the vendors of conveyor
equipment. The garment pieces move along the carousel until
they reach and fill in their allocated boxes and racks.
Another technological advancement that Inditex finished
implementing is Radio frequency identification (RFID)
technology at all Zara stores in 2016 (Inditex Annual Report,
2017). RFID technology enhances product security from the
time apparel is equipped with microprocessor-based security
tags at logistic stations to the point of sale by enabling fast and
accurate individual identification and location of each item of
clothing. Consequently, it is possible to promptly identify and
replenish the sales floor in real time with the items and sizes that
have sold out on the shop floor but still available in the back
room, preventing lost sales and optimizing profitability.
Moreover, RFID serves as the foundation for numerous
additional initiatives aimed at enhancing consumers' shopping
experiences (Inditex Annual Report, 2017).
Digital tags and interactive fitting rooms were introduced by
Zara, utilizing advancements in radio frequency identification
(RFID) technology. Sales staff in stores can match products
and suggest clothing combination sets with the aid of digital
tags (Aftab et al., 2018). Additionally, this project gives
customers access to information about the quantity of things in
stock in a more appealing and visually appealing manner. Touch
screen interactive fitting rooms provide customers with a full
shopping experience by informing them about products that are
available in-store or providing the option to buy them online.
CONCLUSION
In summary, Zara's success may be attributed in large part to its
dedication to manage their supply chain management and build
a strong competitive advantage with it. In fact, there are several
approaches that they use in creating the supply chain strategy
including, vertical integration, JIT manufacturing, strategic fit,
and its ability to adopt the technological advancement. All of this
effort is done to let Zara have better control over their processes
starting from the beginning to the very end. This situation lets
each of the Zara’s departments to manage close relationship and
create synergy. It is going to be fundamental aspect for a
company who wants to have good supply chain coordination just
like what Zara did.
They carefully manage each of the supply chain driver because
all of that has big implication towards the output and company’s
overall performance, such as the pricing. Zara chooses to use the
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low pricing strategy to match their target consumer which is the
middle-aged woman ranged to 20-35. In addition to that,
managing the whole supply chain system would not be possible
without having enough information. Thus, information is
completely necessary and become an essential part. All of the
decision, strategy, and action done by Zara is made due to the
information obtained. For instance, they adopt POS and RFID to
track their product and get the actual information about the
demand. Besides that, technology and information has helped
them to be more efficient in terms of the cost, time, and
accuracy. Zara has risen to the top of the fashion sector because
to its strict control. They always try to be the first one that
brought the trend to the shop floor with only 15 days
procurement process.
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