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【YKK拉鏈行業(yè)新聞】

Zara在20年前引入了“快速時尚”的概念。

Arteixo是西班牙西北部的一個小鎮(zhèn)，靠近太平洋，被漁村環(huán)繞。在市中心，一座玻璃建筑坐落在一片綠色的大草坪上。這是Zara的總部。Zara在大約20年前就引入了“快時尚”的概念，并在那之后開發(fā)了一個高度集中的設(shè)計、生產(chǎn)和銷售系統(tǒng)，這個系統(tǒng)經(jīng)常被研究，但很少被復(fù)制。這座建筑的官方名稱是“cube”。它是Zara的“中心”。
速度和響應(yīng)能力比成本更重要
“Cube”是Zara時尚帝國的總部，建立在一個非傳統(tǒng)的概念之上:速度和反應(yīng)能力比成本更重要。Zara以其小批量和快速的新品發(fā)布而聞名。商店經(jīng)理每周兩次準(zhǔn)時下訂單，新衣服每周兩次準(zhǔn)時送到商店。為了實現(xiàn)這一目標(biāo)，Zara對制造過程的控制超過了大多數(shù)零售商:大約一半的服裝是在西班牙或鄰國生產(chǎn)的。對Zara來說，供應(yīng)鏈就是競爭優(yōu)勢。
2。Zara成功的秘訣是集中化
Zara在全球的擴(kuò)張可能最終會考驗其以伊比利亞半島為基礎(chǔ)的生態(tài)系統(tǒng)。西班牙是它最大的市場。但在2013年，Zara在中國的門店數(shù)量超過了法國(142家)，使中國成為其第二大市場。所有零售商在中國的擴(kuò)張都面臨挑戰(zhàn)。這家西班牙服裝生產(chǎn)商在中國可能會面臨一個獨特的兩難境地，在中國，Zara是一家沒有本土業(yè)務(wù)的全球性公司。
“他們成功的秘訣是集中的，”洛杉磯加州大學(xué)洛杉磯分校安德森商學(xué)院的副教授說，“他們將能夠以一種非常協(xié)調(diào)的方式做出決定?！盳ara控制altahoe庫存的能力是其商業(yè)模式的關(guān)鍵部分?！耙坏┧麄儧Q定本地化并建立兩個中心——西班牙和中國，Zara將完全不同?！笨_爾說。
3所示?！癱ube”在86個國家擁有1770家門店
立方體外面是公司的主要配送中心，面積超過46萬平方米。該公司在86個國家的1770家門店每年生產(chǎn)約4.5億件產(chǎn)品。據(jù)Zara透露，大約有1.5億件衣服在該中心進(jìn)行了測試和分類。無論是在葡萄牙、摩洛哥、中國還是孟加拉國生產(chǎn)的襯衫，在運往商店之前都要先運往西班牙。
在配送中心外面是11家Zara的工廠。這些工廠生產(chǎn)的每一件襯衫、針織品和裙裝都通過自動地下通道直接送到配送中心。上海ykk拉鏈這條賽道將近200公里長。附近的加利西亞也點綴著Zara的分包商。
時尚使商品更暢銷
77歲的阿曼西奧?奧爾特加(Amancio ortega)是全球第三大富豪，他在2011年之前一直擔(dān)任Inditex的董事長。Inditex也擁有另外7個品牌，它已成為全球最大的服裝零售商。2012年，該公司從旗下的6009家門店銷售了近160億歐元(合214億美元)。Zara的銷售額為105億歐元。Inditex說，2013年，該公司開設(shè)了400多家門店，其中包括大約110家Zara門店。該公司預(yù)計2014年將開設(shè)至少相同數(shù)量的門店。
奧爾特加(Ortega)的辦公桌仍擺在這個立方體中最大的房間前，ykk隱形拉鏈那里有設(shè)計師、買家、規(guī)劃師和營銷人員。有關(guān)哪些產(chǎn)品賣得好，哪些產(chǎn)品賣得不好的信息來自世界各地的商店經(jīng)理。根據(jù)信息迅速調(diào)整服裝設(shè)計師，可以在一定的外套下購買手更多的訂單(但不是太多的獨特的東西出售)，規(guī)劃師可以決定哪些商品將從商店中移除。
Zara在西班牙、葡萄牙、摩洛哥和土耳其的工廠生產(chǎn)最新的時裝。據(jù)Zara說，這些工廠生產(chǎn)了大約一半的庫存。它的基本t恤、針織品和其他產(chǎn)品都是從亞洲的工廠訂購的，那里的勞動力成本通常較低，按照傳統(tǒng)的時間表(大約提前6個月)，然后運往西班牙。
Zara的管理人員一直在投資高科技設(shè)備和額外產(chǎn)能，南通ykk拉鏈以使他們的工廠能夠應(yīng)對生產(chǎn)的突然增加或變化——很少有亞洲制造商能夠做到這一點。哈佛商學(xué)院(harvard business school)對Zara的案例研究顯示，在時裝季開始前，一般的零售商都會訂購至少80%即將售出的服裝。但Zara的設(shè)計中只有50%是提前完成的。改變不會破壞系統(tǒng);這是它的一部分。
新產(chǎn)品一夜之間就被裝進(jìn)卡車，直接送到商店或機(jī)場?？ㄜ嚭惋w機(jī)按照既定時間表運行，并在48小時內(nèi)將衣物送到大多數(shù)商店。
5。沒有任何折扣或廣告
Zara可以負(fù)擔(dān)得起額外的勞動力和運輸成本，因為它不需要像競爭對手那樣提供很大的折扣
Zara introduced the concept of "fast fashion" 20 years ago

Arteixo is a small town in northwest Spain near the Pacific Ocean and surrounded by fishing villages. In the center of town, a glass building sits on a large green lawn. This is the headquarters of Zara. Zara introduced the concept of "fast fashion" about 20 years ago and has since developed a highly centralized design, production and sales system that is often studied but rarely replicated. The official name of the building is "cube". It is the "hub" of Zara.
Speed and responsiveness are more important than cost
"Cube" is the headquarters of Zara's fashion empire, built on an unconventional concept: speed and responsiveness matter more than cost. Zara is known for its small volume and rapid store launches. Store managers place orders on time twice a week, and new clothes are delivered to stores on time twice a week. To achieve this, Zara controls the manufacturing process more than most retailers: about half of its clothing is made in Spain or in neighbouring countries. For Zara, the supply chain is its competitive advantage.
2. The secret of Zara's success is centralization
Zara's global expansion may ultimately test its ecosystem based on the Iberian peninsula. Spain has been its biggest market. But in 2013, Zara surpassed France in the number of stores in China (142), making China its second-largest market. All retailers face challenges in expanding in China. The Spanish clothing maker may face a unique dilemma in China, where Zara is a global company with no local operations.
"The secret of their success is centralized," associate professor at UCLA's Anderson school of management, a business consultant in Zara's felipe carol said, "they will be able to make decisions in a very coordinated way." Zara's ability to control inventory in altahoe is a key part of its business model. "Once they decide to localize and set up two hubs, Spain and China, it's going to be completely different Zara." Carol said.
3. "cube" has 1,770 stores in 86 countries
Outside the cube is the company's main distribution center, which covers more than 460,000 square meters. The company makes about 450 million products a year for its 1,770 stores in 86 countries. According to Zara, about 150 million pieces of clothing are tested and classified at the center. Whether a shirt is made in Portugal, Morocco, China or Bangladesh, it is shipped to Spain before being shipped to stores.
Outside the distribution center are 11 Zara factories. Each of the shirts, knitwear and skirt suits produced by these factories is delivered directly to the distribution center via automated underground tracks. The track is nearly 200 kilometers long. Nearby galicia is dotted with Zara subcontractors.
Fashion makes goods sell better
Amancio ortega, 77, the world's third-richest man, was chairman of Inditex, the company he built around Zara, until 2011. Inditex, which also owns seven other brands, has become the world's largest clothing retailer. In 2012, the company sold nearly 16 billion euros ($21.4 billion) from its 6009 stores. Zara accounts for 10.5 billion euros. Inditex said it opened more than 400 stores in 2013, including about 110 Zara stores. The company expects to open at least as many stores in 2014.
Mr. Ortega's desk is still in front of the biggest room in the cube, with designers, buyers, planners and marketers. Information about which products are selling well and which are not selling well comes from store managers around the world. Quickly adjust clothing designers on the basis of the information, can buy a hand under a certain coat more orders (but not too much of something unique to sell), planners can decide which goods will be removed from the store.
Zara manufactures the latest fashions in its factories in Spain and Portugal, Morocco and Turkey. The factories make about half of Zara's inventory, according to the company. Its basic t-shirts, knitwear and other products are ordered from factories in Asia, where labor costs are usually lower, on a traditional schedule (about six months in advance) and shipped to Spain.
Zara's managers have been investing in high-tech equipment and extra capacity to allow their factories to cope with sudden increases or changes in production -- something few Asian manufacturers have been able to do. The harvard business school case study of Zara shows that by the beginning of the season, the average retailer had placed orders for at least 80 percent of the clothes that were about to be sold. But only 50% of Zara's designs come that far in advance. Change does not disrupt the system; it is part of it.
The new products were packed overnight in trucks and sent directly to stores or airports. The trucks and planes operate on established schedules and deliver clothing to most stores within 48 hours.
5. No discount or advertising
Zara can afford the extra labor and transportation costs because it doesn't have to offer a big discount like its competitors. It doesn't advertise. According to the harvard case study, the average Zara clothing price is 15% off the full price, while the industry average is 60% to 70% off. Unsold goods account for less than 10 per cent of its inventory, compared with an industry average of 17 to 20 per cent. "Zara knows they can spend money on other things if they don't have to offer that much discount," says karla feldos, one of the authors of the harvard study. They can see the benefits of this certainty and pace in the supply chain.