research paper代写范文：ZARA Clothing Performance Analysis
research paper代写范文-ZARA服装绩效分析。本文是一篇留学生Research Paper写作范文，本研究旨在客观地研究Zara业务战略和运营战略之间的顺利整合，如下面的战略矩阵所示，通过融合其绩效目标和决策领域，促进了创新。这使Zara的运营与其商业战略保持一致，确保了全面性、一致性和连贯性，从而在当今服装行业中成为世界领导者。
Zara已经证明，市场灵活性和精益库存可能比廉价劳动力更重要，这一见解可能会扭转这种局面，其成功建立在控制服装制造的所有步骤之上：从设计到面料再到制造，分销和销售，以削减成本并在速度和灵活性方面获得巨大收益。在时尚行业，趋势每天都在变化，在运营中获得良好的战略组合是零售商生存的关键。下面就一起来看一下这篇关于ZARA服装性能分析的Research Paper范文的具体内容。
Supply Networks 供应网络
The vertical Integration advantage can be seen in Zara’s centralized logistics and distribution.
垂直一体化的优势体现在Zara的集中物流和配送上。
Zara designs around 10,000 new models every year and replenishes ranges within every one of its 650 retail stores twice per week, but in strictly limited quantities of stock. This ensures Zara’s brand promise to customers of exclusivity, and also of design freshness. But it also avoids build-up of large quantities of unpopular stock. Zara’s system has to deal with something in the realm of 300,000 new stock-keeping units (SKUs), on average, every year. (Ferdows Kasra, 2005). It outsources less manufacturing (only labour intensive tasks mainly the sewing) than its competitors hence can react quickly to seasonality and unforeseen demand. Zara avoids building inventories in any part of its supply chain from raw materials to end user.
Zara每年设计约10000款新车型，并在其650家零售店中的每一家每周补充两次，但库存量严格有限。这确保了Zara的品牌承诺给客户的独家性，以及设计的新鲜感。但它也避免了大量不受欢迎的库存的积累。Zara的系统平均每年要处理300000个新库存单位（SKU）。（Ferdows-Kasra，2005）。与竞争对手相比，它外包的制造业（只有劳动密集型任务，主要是缝纫）更少，因此可以对季节性和不可预见的需求做出快速反应。Zara避免在从原材料到最终用户的供应链的任何部分建立库存。
Process Technology 工艺技术
Zara’s communication and coordination through high technology information systems is one of Zara’s success factors relative to its competitors. Its customized handheld computers support the connection between the retail stores and headquarters. These PDAs transmit all kinds of information (hard data as orders and sales trends and such soft data as customer reactions and the “buzz” around a new style). The constant flow of updated data mitigates the so-called bullwhip effect-the tendency of supply chains (and all open-loop information systems) to amplify small disturbances.
Zara通过高科技信息系统进行的沟通和协调是Zara相对于竞争对手的成功因素之一。其定制的掌上电脑支持零售店和总部之间的连接。这些PDA传输各种信息（订单和销售趋势等硬数据，以及客户反应和新风格的“嗡嗡声”等软数据）。不断更新的数据流缓解了所谓的牛鞭效应——供应链（以及所有开环信息系统）放大小干扰的趋势。
Development and Organization 发展与组织
This “fast fashion” system depends on a constant exchange of information throughout every part of Zara’s supply chain-from customers to store managers, from store managers to market specialists and designers, from designers to production staff, from buyers to subcontractors, from warehouse managers to distributors, and so on Zara’s organization, operational procedures, performance measures, and even its office layouts are all designed to make information transfer easy.
这个“快时尚”系统依赖于Zara供应链的每一个环节——从客户到门店经理，从门店经理到市场专家和设计师，从设计师到生产人员，从买家到分包商，从仓库经理到分销商——的持续信息交换，Zara的组织、操作程序、绩效指标，甚至办公室布局等都是为了方便信息传递而设计的。
By having operations in close- proximity to its headquarters allowed for better and faster communication between functional areas for faster decision making.
通过在总部附近开展业务，各职能部门之间可以更好、更快地进行沟通，从而更快地做出决策。
Key success objectives for Zara’s Performance: Zara业绩的主要成功目标
Speed: Speed and responsiveness to Market, Zara has changed the way clothing industry works where deigning, production and delivery to the retailers requires period of six months. The design and distribution cycle of the company takes just 10-15days in the whole process. Zara’s speed to market in product development exceeds the capabilities of its competitors. This in itself provides additional value to stakeholders, customers, and stores in producing quality clothing at affordable prices. The proximity of their manufacturing and operational processes allows Zara to maintain the flexibility necessary to design and produce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand. The process of obtaining market information and relaying it to design and production teams expedites product development by shortening the throughput time of their products from design to store.
速度：速度和对市场的反应，Zara改变了服装行业的运作方式，在服装行业，设计、生产和交付给零售商需要六个月的时间。该公司的设计和分销周期在整个过程中仅需10-15天。Zara在产品开发方面的市场速度超过了其竞争对手的能力。这本身就为利益相关者、客户和商店以实惠的价格生产优质服装提供了额外的价值。其制造和运营流程的接近性使Zara能够保持每年设计和生产12000多件新产品所需的灵活性。这一能力使Zara能够实现其快速响应消费者需求的战略。获取市场信息并将其传递给设计和生产团队的过程缩短了产品从设计到储存的生产时间，从而加快了产品开发。
Dependability: Due to Zara’s ownership and control of production, they ensure timely delivery and service. Although most of their stores run out of stock, signifying that they have low dependability in terms of product availability, another perspective of dependability in terms of keeping to date with fashion is achieved.
可靠性：由于Zara对生产的所有权和控制权，他们确保及时交付和服务。尽管他们的大多数商店都缺货，这意味着他们在产品可用性方面的可靠性较低，但从另一个角度来看，在保持时尚方面的可靠性是可行的。
Quality: Zara brand is synonymous with the cutting edge of fashion at affordable prices. Another Quality advantage is the added sense of quality to the product as the tags would be labelled with “made in Europe” rather than “made in China” due to Zara’s trade-off between Low labour costs in Asia and operational efficiency.
质量：Zara品牌以实惠的价格成为时尚前沿的代名词。另一个质量优势是增加了产品的质量感，因为Zara在亚洲的低劳动力成本和运营效率之间进行了权衡，标签将标有“欧洲制造”而不是“中国制造”。
Flexibility: Designers (of average age 26) draw the design sketches then discuss it with market specials and planning & procurement staff illustrating a flexibility of ideas generation and on the other hand the huge number of designs reflects the ability to meet almost all the fashion requirements by customers of all ages (up to 55). This adaptive model rather than traditional merchandising is very different from its competitors. Many competitors rely on a small elite design team that plans both design and production needs well in advance. Stores have little autonomy in deciding which products to display or put on sale because Headquarters plans accordingly and ships quantities as forecasted.
灵活性：设计师（平均年龄26岁）绘制设计草图，然后与市场特辑、规划和采购人员讨论，说明创意产生的灵活性。另一方面，大量的设计反映了满足所有年龄段（55岁以下）客户几乎所有时尚要求的能力。这种适应性模式而非传统的商品销售与竞争对手有很大不同。许多竞争对手都依赖于一个小型精英设计团队，该团队提前计划好设计和生产需求。商店在决定展示或销售哪些产品方面几乎没有自主权，因为总部会根据预测进行相应的计划和发货数量。
Zara owned many of the fabric dying, processing and cutting equipment that provided Zara added control and flexibility to adopt new trends on demand. The added flexibility helped Zara on two fronts: shorter lead times and fewer inventories. (OPPapers.com, 2010)
Zara拥有许多织物染色、加工和切割设备，这些设备为Zara提供了更多的控制和灵活性，以适应新的需求趋势。增加的灵活性在两个方面帮助了Zara：更短的交付周期和更少的库存。（OPPapers.com，2010）
Cost: Zara produces most of its products in Europe. Compared to their competitors, they outsource very little to Asia. Though the cost of production in Spain is 17-20% more expensive than Asia, Zara does have a competitive advantage over its competitors in regards to operations. Though there is a cost advantage in their approach in regards to labour, the lack of flexibility in changing orders based on current trends hinders their operational efficiencies. Inventory costs are higher for competitors because orders are placed for a whole season well in advance and then held in distribution facilities until periodic shipment to stores. Lower inventory cost is a key sustainable advantage as it enables Zara to manufacture and sell its products at cheaper prices.
成本：Zara的大部分产品都在欧洲生产。与竞争对手相比，他们向亚洲的外包很少。尽管西班牙的生产成本比亚洲高17-20%，但Zara在运营方面确实比竞争对手具有竞争优势。尽管他们在劳动力方面的方法具有成本优势，但在根据当前趋势更改订单方面缺乏灵活性，阻碍了他们的运营效率。竞争对手的库存成本更高，因为订单提前下了一整季，然后存放在配送设施中，直到定期发货到商店。较低的库存成本是一个关键的可持续优势，因为它使Zara能够以更低的价格生产和销售其产品。
Conclusion 结论
The smooth integration between Zara business strategy and it is operation strategy as illustrated in the strategic matrix below brought about a promotion of innovativeness through a blending of its performance objectives and decision areas. This aligned Zara operations with its business strategy, ensuring comprehensiveness, correspondence and coherence to achieve its mark in the garment industry as a world leader today.
Zara业务战略和it is运营战略之间的顺利整合，如下面的战略矩阵所示，通过融合其绩效目标和决策领域，促进了创新。这使Zara的运营与其商业战略保持一致，确保了全面性、一致性和连贯性，从而在当今服装行业中成为世界领导者。
Zara has demonstrated that market flexibility and lean inventories may be even more important than cheap labour, an insight that just might reverse the and its success is based on controlling all the steps of manufacturing clothes: from design to fabric to manufacturing, distribution and sales in order to cut costs and make huge gains in speed and flexibility. In the fashion industry, where trends change daily, Getting a good strategic mix in operations is key to a retailer’s survival.
Zara已经证明，市场灵活性和精益库存可能比廉价劳动力更重要，这一见解可能会扭转这种局面，其成功建立在控制服装制造的所有步骤之上：从设计到面料再到制造，分销和销售，以削减成本并在速度和灵活性方面获得巨大收益。在时尚行业，趋势每天都在变化，在运营中获得良好的战略组合是零售商生存的关键。
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