The discussion dealt with evaluating if Zara should update the current POS infrastructure and consequences of the decision. We discussed pros of the current POS systems were centered on speed, flexibility and the ease of set up and maintenance in stores. Cons of the current system were the antiquated OS, limited real-time transparency and the inability to get accurate inventories and perform store-store transfers. Another major con was that it was developed, maintained, and supported in house
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therefore, if a vendor is to upgrade the POS hardware, it wouldn’t be DOS compatible, which would prevent Zara from opening new stores unless they purchase massive POS’s in advance. The current POS is outdated and there is no networking capability and there is no inventory function, which is a great concern for all the store managers. Based on these reasons I would highly recommend that Zara invest in upgrading the POS and operating system, as it’s impossible to continue their current performance
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Memorandum To: Board From: Alex Moret, 75960138 Subject: Zara Date: 2001 Root Problems International Expansion New expansion in other continents and countries trends may not match with a consistent similar global market. New stores can be franchised, partnered or own. Shipping from one centralized manufacturer and distribution centre has increased shipping costs and is harder to coordinate, especially with 10,000 products per year and re-stocked monthly. When a new store is opening,
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CASE STUDY ZARA: Staying Fast and Fresh In early 2011, despite a successful decade of continued growth, fashion retailer Zara’s CFO Miguel Díaz was anything but complacent. When asked about the future, Díaz responded: Challenges abound. At the pace stores are being added in the rest of the world, the inevitable question is whether we should open our first major distribution center outside Spain. Another concern is that the prices of raw materials and labor are not going down, in part
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ZARA | OTHERS | The company designs, produces, and delivers new garments and put on display in stores worldwide in a mere 15 days. | Spend months in planning for the next season | Collection of 85% of the full ticket price | Industry average 60% to 70% | 2001- Profit margin 10.5% | Benetton 7%H&M 9.5%Gap 0% | Keep half of production in-house | Rush to outsource | The company leaves extra capacity,Manufacture and distribution in small batches, no economies of scale | Economies of scalePushing
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ZARA Most fashion retailers place orders for a seasonal collection months before these lines make an appearance in stores. While overseas contract manufacturers may require hefty lead-times, trying to guess what customers want months in advance is a tricky business. In retail in general and fashion in particular, there’s a saying: inventory = death. Have too much unwanted product on hand and you’ll be forced to mark down or write off items, killing profits. For years, Gap sold most
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הפקולטה לניהול מערכות מידע ואסטרטגיה עיסקית מרצה: ד״ר יצחק שמר מגיש: דקל תמם 037354297 ZARA Case 1. האם חברת זארה משקיעה פחות מדי או יותר מדי בטכנולוגיות מידע? הגישה של זארה אומרת שאם זה לא מקולקל וזה עובד עבורנו אזי אין צורך להחליף את זה. לדעתי זארה משקיעה פחות מדי בטכנולוגית מידע, מערכת ההפעלה והתוכנות שלה מיושנות מאד, ובמסופי המכירה משתמשים במערכת ההפעלה דוס שכבר אינה נתמכת עלי יד מיקרוסופט. זארה עושה שימוש בתוכנות ייעודיות למערכת ההפעלה שנכתבו על ידי מפתחים בתוך החברה במקום
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GEOGRAPHIC Germany is one of the major industrial and economic powers in Europe. Population: 81 million people Geographic size: 138,000 square miles Capital: Berlin Major cities and population: Berlin, Munich, Hamburg, Bremen, Hanover, Frankfurt, Nuremburg, Stuttgart and Dusseldorf. At the southern end of Germany are the Alps, the highest mountain range in Europe. In central Germany are the Harz Mountains. Germany also has many rolling plains which make good farm land. The Rhine River, in the western
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Gabriel Oliveira History 101-13 Dr. Garrison March 3, 2008 Civil War One of the main reasons that made the Civil War happen was the “gap” between the North and South. They diverge about many things, including slavery and foreign policy, and have different customs and values. In instance, the North and South diverge deeply in almost everything. North’s economy was based on commercial industry, with trade and commerce being the main source of economic growth, they were pro abolition
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Summary of Research Results One of the fundamental results of the project is a comprehensive 150-page survey article (Chen, Potts & Woeginger, 1998) published in the Handbook of Combinatorial Optimization. In this article, we described and explained the existing analytical as well as empirical approaches to solving sequencing and scheduling problems. This article has been cited by an increasing number of researchers in their work on algorithmic aspects of sequencing and scheduling. Chen (1999) surveys
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