Zara的快速时尚的秘诀外文翻译（可编辑）

《Zara的快速时尚的秘诀外文翻译（可编辑）》由会员分享，可在线阅读，更多相关《Zara的快速时尚的秘诀外文翻译（可编辑）（10页珍藏版）》请在装配图网上搜索。

1、Zara的快速时尚的秘诀外文翻译 外文翻译原文Zaras Secret for Fast FashionMaterial Source: Harvard Business ReviewAuthor: K F M A Lewis, J A D Machuca Spanish retailer Zara has hit on a formula for supply chain success that works. By defying conventional wisdom, Zara can design and distribute a garment to market in just

2、fifteen days. Harvard Business Review. By Kasra Ferdows, Michael A. Lewis and Jose A.D. Machuca Editors note: With some 650 stores in 50 countries, Spanish clothing retailer Zara has hit on a formula for supply chain success that works by defying conventional wisdom. This excerpt from a recent Harva

3、rd Business Review profile zeros in on how Zaras supply chain communicates, allowing it to design, produce, and deliver a garment in fifteen days. In Zara stores, customers can always find new products?but theyre in limited supply. There is a sense of tantalizing exclusivity; since only a few items

4、are on display even though stores are spacious the average size is around 1,000 square meters. A customer thinks, This green shirt fits me, and there is one on the rack. If I dont buy it now, Ill lose my chance. Such a retail concept depends on the regular creation and rapid replenishment of small b

5、atches of new goods. Zaras designers create approximately 40,000 new designs annually, from which 10,000 are selected for production. Some of them resemble the latest couture creations. But Zara often beats the high-fashion houses to the market and offers almost the same products, made with less exp

6、ensive fabric, at much lower prices. Since most garments come in five to six colors and five to seven sizes, Zaras system has to deal with something in the realm of 300,000 new stock-keeping units SKUs, on average, every year. This fast fashion system depends on a constant exchange of information th

7、roughout every part of Zaras 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. Most companies insert layers of bureaucracy that

8、 can bog down communication between departments. But Zaras organization, operational procedures, performance measures, and even its office layouts are all designed to make information transfer easy. Zaras single, centralized design and production center is attached to Inditex Zaras parent company he

9、adquarters in La Coru?a. It consists of three spacious halls?one for womens clothing lines, one for mens, and one for childrens. Unlike most companies, which try to excise redundant labor to cut costs, Zara makes a point of running three parallel, but operationally distinct, product families. Accord

10、ingly, separate design, sales, and procurement and production-planning staffs are dedicated to each clothing line. A store may receive three different calls from La Coru?a in one week from a market specialist in each channel; a factory making shirts may deal simultaneously with two Zara managers, on

11、e for mens shirts and another for childrens shirts. Though its more expensive to operate three channels, the information flow for each channel is fast, direct, and unencumbered by problems in other channels?making the overall supply chain more responsive. In each hall, floor to ceiling windows overl

12、ooking the Spanish countryside reinforce a sense of cheery informality and openness. Unlike companies that sequester their design staffs, Zaras cadre of 200 designers sits right in the midst of the production process. Split among the three lines, these mostly twenty something designers?hired because

13、 of their enthusiasm and talent, no prima donnas allowed?work next to the market specialists and procurement and production planners. Large circular tables play host to impromptu meetings. Racks of the latest fashion magazines and catalogs fill the walls. A small prototype shop has been set up in th

14、e corner of each hall, which encourages everyone to comment on new garments as they evolve. The physical and organizational proximity of the three groups increases both the speed and the quality of the design process. Designers can quickly and informally check initial sketches with colleagues. Marke

15、t specialists, who are in constant touch with store managers and many of whom have been store managers themselves, provide quick feedback about the look of the new designs style, color, fabric, and so on and suggest possible market price points. Procurement and production planners make preliminary,

16、but crucial, estimates of manufacturing costs and available capacity. The cross-functional teams can examine prototypes in the hall, choose a design, and commit resources for its production and introduction in a few hours, if necessary. Zara is careful about the way it deploys the latest information

17、 technology tools to facilitate these informal exchanges. Customized handheld computers support the connection between the retail stores and La Coru?a. These PDAs augment regular often weekly phone conversations between the store managers and the market specialists assigned to them. Through the PDAs

18、 and telephone conversations, stores transmit all kinds of information to La Coru?a?such hard data as orders and sales trends and such soft data as customer reactions and the buzz around a new style. While any company can use PDAs to communicate, Zaras flat organization ensures that important conver

19、sations dont fall through the bureaucratic cracks. Once the team selects a prototype for production, the designers refine colors and textures on a computer-aided design system. If the item is to be made in one of Zaras factories, they transmit the specs directly to the relevant cutting machines and

20、other systems in that factory. Bar codes track the cut pieces as they are converted into garments through the various steps involved in production including sewing operations usually done by subcontractors, distribution, and delivery to the stores, where the communication cycle began. The constant f

21、low of updated data mitigates the so-called bullwhip effect?the tendency of supply chains and all open-loop information systems to amplify small disturbances. A small change in retail orders, for example, can result in wide fluctuations in factory orders after its transmitted through wholesalers and

22、 distributors. In an industry that traditionally allows retailers to change a imum of 20 percent of their orders once the season has started, Zara lets them adjust 40 percent to 50 percent. In this way, Zara avoids costly overproduction and the subsequent sales and discounting prevalent in the indus

23、try. The relentless introduction of new products in small quantities, ironically, reduces the usual costs associated with running out of any particular item. Indeed, Zara makes a virtue of stock-outs. Empty racks dont drive customers to other stores because shoppers always have new things to choose

24、from. Being out of stock in one item helps sell another, since people are often happy to snatch what they can. In fact, Zara has an informal policy of moving unsold items after two or three weeks. This can be an expensive practice for a typical store, but since Zara stores receive small shipments an

25、d carry little inventory, the risks are small; unsold items account for less than 10 percent of stock, compared with the industry average of 17 percent to 20 percent. Furthermore, new merchandise displayed in limited quantities and the short window of opportunity for purchasing items motivate people

26、 to visit Zaras shops more frequently than they might other stores. Consumers in central London, for example, visit the average store four times annually, but Zaras customers visit its shops an average of 17 times a year. The high traffic in the stores circumvents the need for advertising: Zara devo

27、tes just 0.3 percent of its sales on ads, far less than the 3 percent to 4 percent its rivals spend.译文Zara的快速时尚的秘诀 资料来源:哈佛商业评论 作者:K F M A Lewis, J A D Machuca 西班牙服装零售商Zara通过挑战传统智慧找到了一种方法,通过供应链的成功而起(减少成本)作用。Zara可以从设计和分发一件衣服到就市场十五天。从哈佛商业评论。Kasra Ferdows, Michael A. Lewis和Jose A.D. Machuca写道。 编者说:有650商

28、店在50个国家, 西班牙服装零售商Zara通过挑战传统智慧找到了一种方法,通过供应链的成功而起(减少成本)作用。这是从最近的哈佛商业介绍Zara怎样通过供应链传输,允许它从设计、生产、并交付衣服在15天内。 在Zara的商店里,顾客总能找到新的产品?但他们的供应有限。有一种(使产品)具有诱惑力的创新,因为只有几个东西在展出尽管商店都宽敞的平均长度大约是1000平方米。顾客认为,“这件绿色衬衫很合我的,里面有一件是放在架子上。如果我不买了,我将会失去我的机会。” 这样的零售概念取决于定期创造和快速补充一批小新产品。Zara设计师创造的新设计(样式)每年大约4万,以供从中选取然后生产。它们中的一些

29、就像是最新的服装的设计。但Zara经常推出高品质时装店,推向市场,并提供了几乎同样的产品,用不更昂贵的布,却有更低的价格。由于大多数衣服有五到六种颜色和五到七种大小,Zara的系统平均每一年必须处理近300,000新的存货。 这个快速样式有赖于Zara产业链各个部分不断的信息交换的?从Zara零售店经理提供客户(信息),从商店经理市场专家到设计者,从设计师到生产员工,从买家到承包商,从仓库经理到分销商等等。大多数公司的组织机构,几乎没有各部门之间的互相充分的沟通。但是经过统计,Zara操作规程, 甚至它的办公室布局都是为了让信息传递更容易。 Zara,单一但集中的设计和生产中心被连接到Indi

30、texZara的母公司在La Coru?a。它由三个多功能大厅组成?一个为女性衣服流水线,一个为男子的,一个为孩子们的。不想大多数的公司,他们试图切除多余的劳动,降低成本,Zara重视同时运行三条流水线,但动作层次分明,产品族。因此,单独的设计、销售、采购和生产设计职员都归属每个专门的衣服流水线。商店可以接到三种不同的电话从La Coru?a在一个星期内,由每一个渠道(部门)的市场专家,使工厂的衬衫可以同时应对两个Zara的经理,一个是男衬衫的,另一个是孩子们的衬衫。虽然它更多经营费用于三个渠道,但每个通道信息流动快,直接和不受任何解决其他渠道?使整体供应链更灵敏些。 在各厅从天花板到地板窗户

31、,俯瞰西班牙农村,能加强一种愉快的,非正式的和开放性的感觉。不像其他公司那样隔绝他们的设计人员,Zara 200名设计干部正坐在设计生产流程的中间。三条细线拆分,这些主要20几岁的设计者?当初招聘他们是因为他们的积极性和才能,不是因为他们爱慕虚荣?工作在市场专家,采购者和生产计划者旁边的。很大的圆形桌招开临时会议。放最新的流行杂志和目录填补墙上的(书架?)。一个标准店已经成立,在各厅的一角,这将促进大家评论新装,就像他们所发展的。 三组的物理和组织往往都增加了设计过程的质量和效率。设计师可以快速、非正式,相处融洽地和同事检查初始草图。市场专家,他们经常联系店铺经理其中许多人都成为店铺经理,提供

32、迅速的反馈信息的新设计外观,面料,款式,颜色等和建议可能的市场价格点。采购和生产计划者能制作初步但很关键的制造成本的预算和有效的能力。跨职能团队可以检查原型(样品)在大厅里,选择一种设计,并且将资源支持其生产和介绍在几小时后,如果必要的话。 Zara都重视去布置最新的信息技术工具以方便这些非正式的交流。定制的掌上电脑支持和美国的零售商店以及La Coru?a之间的联系。这些掌上电脑通过分配给他们扩充定期通常每周电话店铺经理之间和市场专家的对话。通过掌上电脑和电话通话,商店传送所有种类的信息去La Coru?a,确凿的数据像订单、销售趋势和这类软数据如客户反应和在附近新潮流”流行”。虽然任何公司

33、能使用掌上电脑沟通,Zara企业单辰管理组织确保重要的谈话不会因为官僚主义落空。 自从这些团队选择一个标准用于生产,设计师在计算机辅助设计系统改善颜色和纹理。如果物品要在Zara的工厂之一,它们将在那家工厂直接规范相关分切机和其他系统。条形码跟踪切割零件在它们转换成衣服的过程中,通过各种各样的步骤,包括生产包括缝纫工序通常由承包商完成,分配和运到商店,那里的沟通过程开始了。 不断的日常更新数据产生所谓的牛鞭效应?供应链的趋势所有的开环信息系统去放大小干扰。零售订单上的小改变,例如,可以导致工厂订单的大范围波动当他的信息传输经过批发商和分销商。习惯上一个行业中允许零售商订单的变化最大值是百分之二

34、十在季节开始了,Zara让他们调整为40% 50%。通过这种方式,Zara避免昂贵的产能过剩和在工业中普遍的销售或贴现。 不断推出新产品,在少量的规模,具有讽刺意味的是,降低相关成本通常跑出了一些特别的东西。事实上,Zara借助减少库存。空货架不要使客户其他的店里,因为顾客总是有新的东西可供选择。在一样物品脱销的同时往往能有利于出售另一样物品,因为人们通常会很高兴抢购他们所能做的抢购的。事实上,Zara有一个非正式的政策,在两三星期后移动未售完物品。对一个典型的商店这可能是一个珍贵的实践,但是自从Zara接受小装运和携带商店小库存,风险未售出的物品就很小, 未售出的物品数量占不到10%,较之行业平均为17% 到20%。此外,新商品有限的数量和陈列在商店简短的机会,对于购买项目,改变人们访问Zara的店铺可能更频繁于其他商店。在伦敦中部的消费者,例如,平均去其他商店时四次,但每年客户光临Zara商店平均17次。用于商店广告宣传的费用:Zara在广告上花费,上下浮动销售额的0.3个百分点,远远低于对手花的百分之三至百分之四。