Zara Operations Management

2580 WordsDec 15, 201411 Pages
Executive Su Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia, and founded in 1975 by Amancio Ortega and Rosalía Mera. Zara is a chain of stores Belonging to the Spanish fashion group INDITEX founded by Amancio Ortega Gaona. It is the company's flagship chain and is represented in Europe, America, Africa and Asia with 1412 stores in 69 countries, 324 of them in Spain with the headquarters in La Coru;a. During 2007 it opened 560 stores across the group. Zara is committed to satisfy the desires of its customers by continuously innovating the business operations to improve the experience. The ability to offer new clothes styles faster than its competitors is KEY to Zara’s market position. It offers the latest…show more content…
Zara through its operations has successfully managed to turn all inputs into outputs effectively. 80% of Zara’s material (input) is manufactured in Europe, with 50% produced in the headquarters in Spain. The local strategic partnership allows for the output time of 3-4 weeks from conception to distribution Therefore, the perspective of dependability in terms of keeping to date with fashion is achieved. Store The culture at Zara encouraged “fast “ in decision making and store operation to maintain speed and flexibility. In the store, Zara offered a self-service shopping environment. During shopping in Zara, almost all the staffs are managing the products rather than managing customers. When customers ask for assistance, they can even fold the clothes and talk in the same time. According to one of the staff in Zara Brighton, in order to maintain the fast culture, their first rule is not to brother customers and only offer assistance when they need help. No matter in London or Brighton, section managers did not have an office in the selling floor as they could observe the whole environment of the store and make changes immediately like the merchandise. In Brighton, the merchandise moves fast and the shop changes every day. By adapting the fast culture in the store, Zara can maintain the speed and flexibility in the whole operation in Zara as the all the members communicate very often in order to maintain the accurate stock level in
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