research paper代寫范文：ZARA Clothing Performance Analysis
research paper代寫范文-ZARA服裝績效分析。本文是一篇留學生Research Paper寫作范文，本研究旨在客觀地研究Zara業(yè)務戰(zhàn)略和運營戰(zhàn)略之間的順利整合，如下面的戰(zhàn)略矩陣所示，通過融合其績效目標和決策領域，促進了創(chuàng)新。這使Zara的運營與其商業(yè)戰(zhàn)略保持一致，確保了全面性、一致性和連貫性，從而在當今服裝行業(yè)中成為世界領導者。
Zara已經證明，市場靈活性和精益庫存可能比廉價勞動力更重要，這一見解可能會扭轉這種局面，其成功建立在控制服裝制造的所有步驟之上：從設計到面料再到制造，分銷和銷售，以削減成本并在速度和靈活性方面獲得巨大收益。在時尚行業(yè)，趨勢每天都在變化，在運營中獲得良好的戰(zhàn)略組合是零售商生存的關鍵。下面就一起來看一下這篇關于ZARA服裝性能分析的Research Paper范文的具體內容。
Supply Networks 供應網(wǎng)絡
The vertical Integration advantage can be seen in Zara’s centralized logistics and distribution.
垂直一體化的優(yōu)勢體現(xiàn)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每年設計約10000款新車型，并在其650家零售店中的每一家每周補充兩次，但庫存量嚴格有限。這確保了Zara的品牌承諾給客戶的獨家性，以及設計的新鮮感。但它也避免了大量不受歡迎的庫存的積累。Zara的系統(tǒng)平均每年要處理300000個新庫存單位（SKU）。（Ferdows-Kasra，2005）。與競爭對手相比，它外包的制造業(yè)（只有勞動密集型任務，主要是縫紉）更少，因此可以對季節(jié)性和不可預見的需求做出快速反應。Zara避免在從原材料到最終用戶的供應鏈的任何部分建立庫存。
Process Technology 工藝技術
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通過高科技信息系統(tǒng)進行的溝通和協(xié)調是Zara相對于競爭對手的成功因素之一。其定制的掌上電腦支持零售店和總部之間的連接。這些PDA傳輸各種信息（訂單和銷售趨勢等硬數(shù)據(jù)，以及客戶反應和新風格的“嗡嗡聲”等軟數(shù)據(jù)）。不斷更新的數(shù)據(jù)流緩解了所謂的牛鞭效應——供應鏈（以及所有開環(huán)信息系統(tǒng)）放大小干擾的趨勢。
Development and Organization 發(fā)展與組織
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.
這個“快時尚”系統(tǒng)依賴于Zara供應鏈的每一個環(huán)節(jié)——從客戶到門店經理，從門店經理到市場專家和設計師，從設計師到生產人員，從買家到分包商，從倉庫經理到分銷商——的持續(xù)信息交換，Zara的組織、操作程序、績效指標，甚至辦公室布局等都是為了方便信息傳遞而設計的。
By having operations in close- proximity to its headquarters allowed for better and faster communication between functional areas for faster decision making.
通過在總部附近開展業(yè)務，各職能部門之間可以更好、更快地進行溝通，從而更快地做出決策。
Key success objectives for Zara’s Performance: Zara業(yè)績的主要成功目標
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：速度和對市場的反應，Zara改變了服裝行業(yè)的運作方式，在服裝行業(yè)，設計、生產和交付給零售商需要六個月的時間。該公司的設計和分銷周期在整個過程中僅需10-15天。Zara在產品開發(fā)方面的市場速度超過了其競爭對手的能力。這本身就為利益相關者、客戶和商店以實惠的價格生產優(yōu)質服裝提供了額外的價值。其制造和運營流程的接近性使Zara能夠保持每年設計和生產12000多件新產品所需的靈活性。這一能力使Zara能夠實現(xiàn)其快速響應消費者需求的戰(zhàn)略。獲取市場信息并將其傳遞給設計和生產團隊的過程縮短了產品從設計到儲存的生產時間，從而加快了產品開發(fā)。
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對生產的所有權和控制權，他們確保及時交付和服務。盡管他們的大多數(shù)商店都缺貨，這意味著他們在產品可用性方面的可靠性較低，但從另一個角度來看，在保持時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.
質量：Zara品牌以實惠的價格成為時尚前沿的代名詞。另一個質量優(yōu)勢是增加了產品的質量感，因為Zara在亞洲的低勞動力成本和運營效率之間進行了權衡，標簽將標有“歐洲制造”而不是“中國制造”。
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.
靈活性：設計師（平均年齡26歲）繪制設計草圖，然后與市場特輯、規(guī)劃和采購人員討論，說明創(chuàng)意產生的靈活性。另一方面，大量的設計反映了滿足所有年齡段（55歲以下）客戶幾乎所有時尚要求的能力。這種適應性模式而非傳統(tǒng)的商品銷售與競爭對手有很大不同。許多競爭對手都依賴于一個小型精英設計團隊，該團隊提前計劃好設計和生產需求。商店在決定展示或銷售哪些產品方面幾乎沒有自主權，因為總部會根據(jù)預測進行相應的計劃和發(fā)貨數(shù)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擁有許多織物染色、加工和切割設備，這些設備為Zara提供了更多的控制和靈活性，以適應新的需求趨勢。增加的靈活性在兩個方面幫助了Zara：更短的交付周期和更少的庫存。（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的大部分產品都在歐洲生產。與競爭對手相比，他們向亞洲的外包很少。盡管西班牙的生產成本比亞洲高17-20%，但Zara在運營方面確實比競爭對手具有競爭優(yōu)勢。盡管他們在勞動力方面的方法具有成本優(yōu)勢，但在根據(jù)當前趨勢更改訂單方面缺乏靈活性，阻礙了他們的運營效率。競爭對手的庫存成本更高，因為訂單提前下了一整季，然后存放在配送設施中，直到定期發(fā)貨到商店。較低的庫存成本是一個關鍵的可持續(xù)優(yōu)勢，因為它使Zara能夠以更低的價格生產和銷售其產品。
Conclusion 結論
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業(yè)務戰(zhàn)略和it is運營戰(zhàn)略之間的順利整合，如下面的戰(zhàn)略矩陣所示，通過融合其績效目標和決策領域，促進了創(chuàng)新。這使Zara的運營與其商業(yè)戰(zhàn)略保持一致，確保了全面性、一致性和連貫性，從而在當今服裝行業(yè)中成為世界領導者。
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已經證明，市場靈活性和精益庫存可能比廉價勞動力更重要，這一見解可能會扭轉這種局面，其成功建立在控制服裝制造的所有步驟之上：從設計到面料再到制造，分銷和銷售，以削減成本并在速度和靈活性方面獲得巨大收益。在時尚行業(yè)，趨勢每天都在變化，在運營中獲得良好的戰(zhàn)略組合是零售商生存的關鍵。
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