Presented By – Akanksha Kalia Ankit Sharma D. Prabhakaran Govind Sharma

Reena Panwar

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Zara is in the clothing apparel business, owned by Inditex. It has built an extraordinarily well-performing value chain. Right now is that the system that they use, P-O-S (Point of Sale terminals) which runs on DOS. PDAs- ordering, transmitting information. This case views Zara's business strategies and how IT supports their business decisions.

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 .. Zara uses DOS operating system for their point-of-sale (POS) terminals.    Xan salgado badas – Head of IT for inditex.  POS at each store has a dial-up modem that is used to transmit sales data to headquarters. which was supported by Microsoft. Bruno sanchez – Technical lead for POS system. The decision making process is based on the judgment of employees throughout the company.CONT….

  Zara don’t share inventory information electronically and so inventory management becomes highly difficult and manual. . Lack of expertise in windows based OS.ISSUES  Zara is to decide whether it has to upgrade the present system or not.

.BUSINESS MODEL 1) Speed and Decision Making   Respond according to the demands Deliver styles when still hot rather than relying on persuasiveness.

Asking what they need    ‘Commercials’ deciding on design & production Team = 2 Designers + 2 Product Managers .BUSINESS MODEL  More responsibilities to employees and decision making .

2) MARKETING. MERCHANDISING AND ADVERTISING   Advertisement only for twice yearly sales expenditure only 0.3 percent of revenue    Random Changing Layouts 1500 sq.m pilot store to test new store layout Prices determined by the Product Managers .

BUSINESS MODEL APPROACH  Short life spans of cloths both within stores and in customers IMPLICATIONS ON SHOPPERS    Buy product on the spot Visiting stores often Clothes to be worn 10 times .


All major sections (Men. Children) place the order at La Coruna twice a week  Replenishment of existing items + initial request for new designs . Women. precisely defined and standardized.ORDERING   Most regular.

included description and pictures of new available items Store manager divides the offer into segments and beamed into segments using Infrared Manager would send completed form now called ORDER .ORDERING PROCESS Determine replenished quantities Managers know this by handheld computer linked each night at La Coruna OFFER.

FULFILLMENT  Main job is to match supply of finished clothes coming from DC with stores’ demands SKU is the combination of garment + size + color + fabric When supply and demand equaled for one SKU commercial divided inventory by a computer to one that wanted it.    Total pool of information is combined from aggregated orders from all stores and total supply of inventory in DC .

To produce and deliver when needed. thus catering to the production Commercials also sent items to stores they didn’t order. they were new garments for which Zara wanted to assess the demand    GOAL.CONTD…  If demand > supply. commercial determined which store would get the items Commercials and product managers determined future production for each SKU. and so clothes flowed quickly from Factories -> DC -> Stores without stopping and negligible inventory .

credit given to the vertically integrated manufacturing operations   .DESIGN & MANUFACTURING  New designs at start of fall/winter & spring/summer Bought out new items + made changes in existing items Zara introduces 11000 new items.

Consistent new design production in three weeks and garment on sales racks within next two days      .MANUFACTURING PROCESS  Production requirements distributed across network that quickly produced and delivered goods to Zara Zara owned a group of factories around La Coruna to do capital intensive for initial steps of dyeing and cutting cloth Cut fabric was sewn into garments in Galicia and Northern Portugal Finished garments sent to Zara facility where they were ironed. inspected and given a machine readable tag Sent to DC RESULT.

 Information system had three groups Store solutions Logistic support Administrative system.  Applications to support ordering.  Applications were written by Salgado and Castelleno rather than buying commercial software. fulfillment and manufacturing were developed internally.INFORMATION TECHNOLOGY AT ZARA APPROACHES & ORGANIZATION  Consistent with its preference for speed and decentralized decision making. .  Application Development & other IT activities were the responsibility of an IS department.

 Another application compared the aggregated orders to available inventory.LA CORUNA  Internally developed applications were used to prepare the offer and distribute it over the Internet to stores. receive orders and sort them.  Each store transmitted daily sales record from the stores POS terminal back to la coruna. .  Another application kept track of inventory at each store.  Theoretical inventory helped in allocating products.

 Large computer controlled equipment cut cloths into patterns. .FACTORIES  Simple applications were used to present factory managers with quantities and due dates for all production requests. These machines minimized scrap and cut over 100 layers of fabric at a time  Cut fabric was then sent from Zara factories to external workshops for sewing.

 IS tracked location of each SKU at the DCs and then controlled the conveyer belts to pick them up & drop them off at the appropriate places.  Manpower took garments off the belts and put them on hangers or racks or cardboard boxes .DISTRIBUTION CENTRES  DC’s relied on automation and computerization.  Conveyor belts facilitated receiving bulk quantities of garment from factories & then recombining these garments into shipments for each store.

paper shortages & other similar problems caused delays in the ordering process  POS terminals using DOS was effective.STORES Stores used identical handhelds PDAs & POS systems since 1995 for ordering. Unreliable fax machines. other stores & other in store network.  POS & PDAs terminal was not connected to La Coruna. handling garment returns to DCs & transmitting information from Headquarters to all stores.  Before fax order forms were used.  No IT support was required to open a new store as the manger simply inserted 2 floppy drives into each blank POS terminal which contained DOS and other applications. .

Train employees on the non-DOS based new commercial software. telephone conversations. Exchange of critical information (via store canvassing. and experience-driven intuition) with non-dial up internet connections.   .R ECOMMENDATION  Zara should install modern POS terminals in each Zara store.

C ATEGORY D IFFERENT FROM OTHER NON . production and retailing Efficient Operating model High Varieties Control over distribution process    .FASHION PRODUCTS ? PRODUCT H OW  Control most steps in supply chain: design .

H OW A BLE TO C APTURE L ARGE D OMAIN & S OURCES OF INFORMATION ?    Quick response to the demands Decentralized decision making Information Technology    Sources – Commercials Store Product Managers .

W HAT WAS DIFFERENT PROMOTIONAL STRATEGY ? F OCUS FOR PROMOTION ?   Changing of Window Display and Sales Rack Announcing Yearly Sales and New Openings  FOCUS – Advertisements Opening New Stores (Best Known Streets) .

H OW Z ARA ENSURE HIGH GARMENT TURNOVER ? W HY DID Z ARA NOT OPT FOR ONLINE ORDERING & S ALES ? DID HIGH TURNOVER They were not producing classics Clothes had shorter life span clothes No online ordering & Sales because  Company DC’s were not configured for picking small orders and shipping them to consumers It would be complicated to handle returns of merchandise bought online.   A website existed but it served as a digital display window showing few typical garments .

Zara generates 73. Western European – largely support with its current infra structure. Profitable growth and geographic expansion. So One third of total has been occupied by Zara.3% of the group sales.G ROWTH PROSPECTUS LIE AND EXPLOIT FUTURE GROWTH ?  Inditex operates 1550 stores and 550 were part of Zara. Italy – Ample opportunity for growth existed with in its current market.     .

.W HAT ARE THE ADVANTAGES IN ORDERING BY CANVASSING OVER ORDERING THROUGH INVENTORY BALANCE ?  Ordering by canvassing. ensured they could get to know new product designs and demands according to the consumer. whereas ordering through inventory only ensured that they would replenish the existing items. and could not get to know about any new trends.

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