【正文】 第一篇：供應(yīng)鏈管理作業(yè)——Zara案例分析Zara :Apparel Manufacturing and Retail Zara is a chain of fashion stores owned by Inditex, Spain’s largest apparel manufacturer and 2007, Inditex reported sales of about billion euros from more than 3600 retail outlets in 68 pany opened about two new stores for each day in the industry in which customer demand is fickle, Zara has grown rapidly with a strategy to be highly responsive to changing trends with affordable designtosales cycle times in the apparel industry have traditionally averaged more than six months, Zara has achieved cycle times of four to six speed allows Zara to introduce new designs every week and change 75 percent of its merchandise display every three to four , Zara’s production display match customer preferences much more closely than the result is the Zara sells most of its products at full price and has about half the markdowns in its stores pared to the manufactures its apparel using a bination of flexible and quick sources in Europe(mostly Portugal and Spain)and lowcost sources in contrasts with most apparel manufacturers, who have moved most of their manufacturing to 40 percent of the manufacturing capacity is owned by Inditex, with the rest with highly uncertain demand are sourced out of Europe, whereas products that are more predictable are sourced from its Asian than 40 precent of its finishedgoods purchases and most of its inhouse production occur after the sales season pares with less than 20 percent production after the start of a sales season for a typical responsiveness and the postponement of decisions until after trends are known allow Zara to reduce inventories and forecast has also invested heavily in information technology to ensure that the latest sales data are available to drive replenishment and production 2007, Inditex distributed to stores all over the world from eight distribution centers located in group claimed an average delivery time of 24 hours for European stores and up to a maximum of 40 hours for stores in America or Asia from the time the order was received in the distribution center(DC)to the time it was delivered to the from the DCs to stores were made several times a allowed store inventory to closely match customer 2007 , Inditex distributed 627 million garments following questions raise supply chain issues that are central to Zara’s strategy and success: advantage does Zara gain against the petition by having a very responsive supply chain? Whereas designtosales cycle times in the apparel industry have traditionally averaged more than six months, Zara has achieved cycle times of four to six speed allows Zara to introduce new designs every week and change 75 percent of its merchandise display every three to four , Zara’s production display match customer preferences much more closely than the result is the Zara sells most of its products at full price and has about half the markdowns in itsstores pared to the ，大大提高了ZARA的前導(dǎo)時(shí)間。（前導(dǎo)時(shí)間是從設(shè)計(jì)到把成衣擺在柜臺(tái)上出售的時(shí)間）中國(guó)服裝業(yè)一般為6～9個(gè)月，國(guó)際名牌一般可到120天，而ZARA最厲害時(shí)最短只有7天，一般為12天。這是具有決定意義的12天。ZARA之靈敏供應(yīng)鏈所展現(xiàn)出來(lái)的韻律，使得有“世界工廠”之稱的中國(guó)相形見(jiàn)絀。ZARA一年中大約推出120000種時(shí)裝，而每一款時(shí)裝的量一般不大。即使是暢銷(xiāo)款式，ZARA也只供應(yīng)有限的數(shù)量，常常在一家專賣(mài)店中一個(gè)款式只有兩件，賣(mài)完了也不補(bǔ)貨。一如郵票的限量發(fā)行提升了集郵品的價(jià)值，ZARA通過(guò)這種“制造短缺”的方式，培養(yǎng)了一大批忠實(shí)的追隨者。“多款式、小批量”，ZARA實(shí)現(xiàn)了經(jīng)濟(jì)規(guī)模的突破。ZARA的零售只設(shè)專賣(mài)店，那是ZARA的窗口與眼睛，不搞特許經(jīng)營(yíng)。專賣(mài)店每周根據(jù)銷(xiāo)售情況下訂單兩次，這就減少了需要打折處理存貨的機(jī)率，也降低了庫(kù)存成本?？钍礁赂煸黾恿诵迈r感，吸引消費(fèi)者不斷重復(fù)光顧?？焖俑碌昝胬锏呢浧?，也確保了它們能符合顧客的品味，從而能被銷(xiāo)售出去?！捌贩N少，批量大”是傳統(tǒng)制造業(yè)的天條，而在“長(zhǎng)尾市場(chǎng)”中，“款多量小”卻成為當(dāng)紅的商業(yè)模式。ZARA以其靈敏供應(yīng)鏈，創(chuàng)造了長(zhǎng)尾市場(chǎng)的新樣板。 has Inditex chosen to have both inhouse manufacturing and outsourced manufacturing? Why has Inditex maintained manufacturing capacity in Europe even though manufacturing in Asia is much cheaper? Products with highly uncertain demand are sourced out of Europe, whereas products that are more predictable are sourced from its Asian ，只有最基本款式的20服裝在亞洲等低成本地區(qū)生產(chǎn)。ZARA自己設(shè)立了20個(gè)高度自動(dòng)化的染色、剪裁中心，而把人力密集型的工作外包給周邊500家小工廠甚至家庭作坊，而把這20個(gè)染色、裁剪中心與周邊小工廠連接起來(lái)的物流系統(tǒng)堪稱一絕。在西班牙方圓200英里的生產(chǎn)基地，集中了 20家布料剪裁和印染中心，500家代工的終端廠。ZARA以“歐洲制造”為主要營(yíng)銷(xiāo)策略，成功切入消費(fèi)者內(nèi)心對(duì)“歐洲制造”等同于高級(jí)流行服飾品牌的意向，其以市場(chǎng)需求驅(qū)動(dòng)之營(yíng)銷(xiāo)策略是成功打入市場(chǎng)的關(guān)鍵之一。ZARA采取垂直整合的生產(chǎn)管理。公司自己在西班牙擁有22 家工廠, 其50 % 的產(chǎn)品是通過(guò)它白己的工廠來(lái)完成的, 但是所有的縫制毛作都是轉(zhuǎn)包商完成的。Z A R A 的生產(chǎn)線都是小批量的流水線。垂直整合的生產(chǎn)管理保證了產(chǎn)品的及時(shí)供應(yīng)。自行生產(chǎn)才能保證抓住生產(chǎn)流程，緊跟時(shí)尚潮流，緊跟顧客喜好。對(duì)衣物的識(shí)別使用著統(tǒng)一的標(biāo)準(zhǔn)。使得在整個(gè)供應(yīng)鏈的運(yùn)作過(guò)程中，關(guān)于同一款式服裝的信息之間絕對(duì)不會(huì)存在任何的不匹配現(xiàn)象，從而保證了信息傳遞的流暢，進(jìn)而確保了供應(yīng)鏈的快速響應(yīng)。 does Zara source products with uncertain demand from localmanufacturers and products with predictable demand from Asian manufacturers? local manufact