ZARA's $UPPLY CHAIN MANAGEMENT PRACTICE$.

PRE$ENTATI0N MEMBER$:
RAJDEEP DATTA
$0VAN PATNAIK
IQBAL KA$HEM
JEEVAK.PATIL (ooB$oooooco}
DtŦ19Ŵ07Ŵ2010
RETA¡L MANAGEMENT
LOW O THE PRE8ENTAT¡ON
ZA8A's lAS1 lASPlCn S18A1LC?Ŧ
A8Cu1 ZA8AŦ
SÞC11lnC 18LnuSŦ
uLSlCnlnCŦ
Þ8CuuC1lCnŦ
ulS18l8u1lCnŦ
S1C8L Cu1LA?Ŧ
8LAÞlnC 1PL 8LnLll1SŦ
LCCklnC APLAuŦ
A 2ara store |n the ¡nternational inance Centre. Central.
Hong Kong.
The men's department of a typicaI Zara store. AImere, The NetherIands.
5ÞC11ING 1kLND5
WSpoL emeralna Lrends and reacL qulcklvŦ
WA deslan Leam ln search of new deslansŦ
W SLore manaaers follow local LrendsŦ
SÞC11lnC 18LnuS ConLŦ
WWlLh Lhe proLoLvpeţ deslaners use CAu Lo furLher enhance
Lhe color and LexLureŦ
WSampllna and approval doneŦ
Wln ÞroducLlonţ Zara has own hlahŴLech auLomaLed cuLLlna
faclllLlesŦ
WSewlna ls ouLsourcedŦ
W8eadv wlLh Lhe flnal producL ln 10 davsŦ
WZara can produce demand wlseŦ
WSLlLched aarmenLs checked LwlceŦ
WSenL Lo Lhe dlsLrlbuLlon cenLersŦ
kLAÞING 1nL 8LNLII15
WEMERG¡NG TREND8 ON T¡ME.
WL¡M¡TED MANUACTUR¡NG O PRODUCT.
WZARA U8ED PULL PROCE88.
W LOWER EMPLOYEE WAGE8.
CCkING AnLADŦ
W8UPPLY CHA¡N PROBLEM.
WU8 AND EUROPEAN OUOTA8.
WZARA'8 8TRENGTH MAY TURN TO WEAKNE88.

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