ZARA Clothing Performance Analysis

ZARA Clothing Performance Analysis Zara is the largest division and flagship brand of the Spanish retail group Inditex. It sells up-to-the-minute fashionability at low prices, in stores that are clearly focused on one particular market (Slack, 2006). The first store opened by accident in 1975 due to a large pyjamas order cancellation. This typically can be said to be an emergent strategy as the Zara store today was not an intended strategy. Vertically integrated, Zara controls most of the processes in the supply chain whereby 50% of the products are manufactured in Spain, 26% in the rest of Europe and 24% in Asian countries. Zara outsources products of high labour intensive processes but maintains in-house capital intensive processes, protecting knowledge and know-how. It takes less than two weeks for a skirt to get from Zaras design team in Spain to a Zara stores in any part of the globe, as much as 12 times faster than the competition. And with shorter lead times, Zara can ship fewer pieces, in a greater variety of styles, more often and they can more easily cancel lines that dont sell as well, avoiding inventory backlogs. (Thinking Made Easy, 2009) This quick response capacity of Zara is made possible by the 3 main stages that define the competitive edge of the company: design, manufacturing and distribution. This strategy is embraced to focus on the operations which can enhance cost efficiency and hence Zaras internalization. Other production activities are completed via a network of about 500 subcontractors in close proximity to Zaras operations at La Coruna. Mr. Ortega the CEO of the Inditex, the parent company of Zara, once said that the secret to retail success is to have five fingers touching the factory and five touching the customer. (Nigel Slack, 2008) This paper uses the models and frameworks of the Operations Strategy module to describe analyze how Zaras operations strategy led to a sustainable competitive advantage in the global apparel industry. What is Operations Strategy? Just as there is no overall agreement about what strategy means, there is no universal agreement on how operations strategy should be described. Four distinct perspectives have emerged on the description as illustrated in Fig. 1 below (Nigel Slack, 2008): Top down vs. Bottom up: Zara boosted its innovation in a fast changing market by adapting the bottom up perspective of strategy in its operations. This is a key driver of competitive advantage through constant innovation to develop new-products that provide customers with new perceived benefits. Zara benefits from an organizational culture that allows information exchange, risk taking, experimentation and learning from failures. Market Requirements vs. Operations Resource: Whatever the operations strategy of an organization, it must in some way reflect the requirements of the organizations market. The fashion market is a fast changing one characterized by quick shifts in consumer demands. As described by Inditex CEO, Jose Maria Castellano, the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply cant move fast enough. How do Zaras operations resources help it to compete in its market? Zara has remained focused on its core philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. Its business model incorporates the following operational goals: To develop a system the requires short lead times To decrease production quantities and inventory To increase variety of styles/choice. We can deduce that operations strategy is concerned with the reconciliation of market requirements and operations resources. Key drivers of this reconciliation are the importance of setting appropriate performance objectives and understanding the decision areas that determine resource deployment. Factors affecting Zaras Strategic Decisions: Capacity Zara employs a chase demand capacity management in its operations. Spare manufacturing capacity is mirrored in the companys storage function, where up to 400 extra staff can be drafted in during busty periods. As new stock delivery schedules are regimented, customers know when new stock is due and traffic in stores is heavier at such times. As a result, the company is able to adjust its resources to match the demands as appropriate. Procurement and production planners make preliminary, 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. (Ferdows Kasra, 2005) A small change in retail orders, for example, can result in wide fluctuations in factory orders after its transmitted through wholesalers and distributors. In an industry that traditionally allows retailers to change a maximum 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 industry. Supply Networks The vertical Integration advantage can be seen in Zaras centralized logistics and distribution. 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 Zaras brand promise to customers of exclusivity, and also of design freshness. But it also avoids build-up of large quantities of unpopular stock. Zaras 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. Process Technology Zaras communication and coordination through high technology information systems is one of Zaras 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. Development and Organization This fast fashion system depends on a constant exchange of information throughout 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 Zaras organization, operational procedures, performance measures, and even its office layouts are all designed to make information transfer easy. By having operations in close- proximity to its headquarters allowed for better and faster communication between functional areas for faster decision making. Key success objectives for Zaras Performance: 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. Zaras 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. Dependability: Due to Zaras 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. 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 Zaras trade-off between Low labour costs in Asia and operational efficiency. 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. 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) 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. Conclusion 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 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 retailers survival.

Tda 2.9 Support Children and Young Peoples Positive Behaviour

TDA 2. 9 Support children and young peoples positive behaviour 1. 1. In our nursery we have a behaviour policy on promoting positive behaviour; it has the guidelines/code of conduct we use to promote positive behaviour. The aims of the behaviour policy is to create a consistent environment that expects, encourages and recognises good behaviour and one in which everyone feels happy and safe. The behaviour policy is the main policy on promoting positive behaviour in the nursery and we should all be aware of the policies as part of our ongoing professional development so that we can manage children’s behaviour in a consistent way.The policy sets the boundaries of behaviour expected from the children and also the behaviour expected from staff. It sets out how we should reward the children and sanction them e. g. my nursery rewards potty training with stickers and other good behaviour with verbal praise, if a child is behaving inappropriately then we explain to them firmly that the behaviour is not acceptable and we suggest the correct behaviour that they should be displaying and if the behaviour carries on then we put them in thinking time or take them away from an activity.We encourage the children to resolve conflicts by sharing or negotiating with each other. It also has the anti-bullying policy in it and how we should handle situations and explains what inappropriate behaviour is. I think that the benefit of encouraging and rewarding positive behaviour through praising is that the children learn good behaviour from bad behaviour and I tend to see more of the same positive behaviour reoccurring when I reward it. When children know that there are boundaries set it makes them feel secure and helps provide children with a safe and secure environment, thereby promoting good mental health.The nursery has golden rules * Show respect for others, considering their rights to use equipment, to have space to play without the threat of being hurt or upset * Sit quiet ly for story and meal times * Move around the nursery with regards to the safety of themselves and others * Use toys safely and appropriately * Listen to instructions and comply with requests made by the nursery workers These rules are taught by * Praising and rewarding positive behaviour * Encouraging sharing and negotiations * Adults modelling positive behaviour Helping the children to understand the effects of their behaviour on others * Teaching routines for certain activities such as meal times, circle times, tidying up, going out, sharing toys etc * Promoting children to follow rules and gradually reducing prompts * Helping to equip children to challenge bullying, harassment and name calling * Using stories and songs to teach the children the value of positive behaviour * Evaluating the nursery’s provisions to see if it may have any effect on children’s behaviour * Teaching children and consulting with them about the rules * Ensuring that children know and unders tand that they are always valued as individuals even if their behaviour may sometimes be unacceptable 1. It is important that all staff consistently and fairly apply boundaries and rules for dealing with behaviour in accordance with the policies and procedures in the setting to ensure that the children have a sense of security and learn right from wrong and that inappropriate behaviour will be dealt with in the same way all the time by all of the staff. Children test boundaries have not changed with other staff and will get confused and not know what is expected of them if we are not consistent in our approach with all children. if I ignore a situation like a child hitting another child in my class then he will think that its ok and do it to another child and other children may copy the behaviour and think that its ok to misbehave while they are in my care and it will undermine my position if I’m not consistent in my approach to behavioural issues.When we go out of the nurser y for a walk we have to hold the children’s hands while in the street and there are certain children that try not to, I’m not sure if it is to see if I react differently or if they just want to test me but I always stop and explain that they cant go for a walk if they don’t hold my hand at all times and I act just as I have seen other staff act in the same situation, if I didn’t act consistent like the other staff then I would be putting the child in danger in this situation because they might keep letting go and then run into the road. Children learn the correct behaviour through the use of boundaries. We must all model positive behaviour in order to be good role models and set standards for the children and ensure they know and follow the behaviour policies.

Goals of Linguistic Essay

Mr. 1. Introduction 1. 1. Approaching the issue The task of setting out (to use a neutral word) the goals of a human activity may be approached in a variety of ways depending on conditions such as who is involved in the activity and who has the power to determine the goals. In the case of the goals of a scientific discipline, the question may, in principle, be approached by established scientific methods: * Deductive approach: The highest and most general goal is taken as an axiom, more specific and lower-level goals are deduced from it. * Inductive approach: By methods of the sociology of science, the goals actually pursued by scientists may be ascertained; by sociological methods, it may be ascertained what goals a community thinks should be pursued by the sciences that it entertains. The deductive approach suffers at least from the following shortcomings: * The postulation of the highest goal is itself outside the scope of science. * Clean deduction is only possible in the logical disciplines. What is called deduction in (the rest of) philosophy, the humanities and social sciences is really informal and heavily dependent on the interpretation of words. The inductive approach suffers at least from the following shortcomings: * Just like other people, scientists occasionally pursue selfish or idiosyncratic goals, which a purely inductive approach would not be able to separate out. * The extra-scientific members of a social community – be they politicians or citizens – have limited presuppositions of making a rational contribution to the discussion of the goals of a science, lacking both knowledge and experience of the nature and possibilities of scientific work and presuppositions for appreciating the spiritual side of objective knowledge (see below). On the basis of available evidence, it is safe to say that few of them can distinguish between scientific insight and technological â€Å"progress†. Thus, if one wants at all a scientific approach to the problem of the goals of a discipline, one would have to combine – as usual – deductive and inductive methods, hoping that they will compensate for each other’s shortcomings. It would certainly be reasonable to do this scientific work (from time to time). However, it has apparently not been done. I will therefore abide by taking a common-sense approach to the problem, informed both by some epistemology of linguistics and by some experience with linguistic work. 1. 2. Fundamentals Like any human activity, linguistics has a place in a teleonomic hierarchy (see teleonomische Hierarchie) which is headed by its ultimate goals. Science is the pursuit of objective knowledge/understanding (Greek episteme, German Erkenntnis). The attainment of such knowledge is its ultimate goal. This goal is itself subordinate to the goal of human life, which is the improvement of the conditio humana. It is in the nature of human cognition – as opposed to God’s cognition –, that it can be fully achieved only in communication. To say that the goal is objective knowledge is therefore almost tantamount to saying that it is rational communication. This rephrasing also serves the purpose of avoiding a static conception of ‘objective knowledge’. In the more specific discussion below, the role of communication in the achievements of the goals of a science will come up again. Understanding has two sides, a spiritual and a practical one. * On the spiritual side, the human mind is enriched if it understands something; and this in itself is a contribution to improving the conditio humana. * On the practical side, understanding something is a presupposition for controlling it. Controlling1 the world in which we live is another contribution to improving the conditio humana. Some sciences make a stronger contribution to the spiritual side, others make a stronger contribution to the practical side. This is the basis for the distinction between pure and applied science. Linguistics is the study of human language. Understanding this object has a purely spiritual aspect, which constitutes what might be called â€Å"pure linguistics† and what is more commonly called general linguistics. It also has a practical aspect, which concerns the role of languages in human lives and societies and the possibilities of improving it. This epistemic interest constitutes applied linguistics. Given the divergence in the epistemic interest of pure and applied science, there can be no universal schema by which the goals and tasks of a science should be systematized. As discussed elsewhere (see Wissenschaft), there is a basic distinction between logical, empirical and hermeneutic approaches. Linguistics shares components of all of them. Here we will focus on the tasks of linguistics as an empirical discipline. For such a discipline, the main tasks are: 1. elaboration of a theory of its object 2. documentation and description of its object 3. elaboration of procedures for the solution of practical problems in the object area. In what follows, the main goals of linguistics will be characterized, at a general level, according to this schema. 2. Theory: the nature of human language The spiritual aspect of the human understanding of some object is realized in the elaboration of a theory of that object. In this respect, the task of linguistics consists in the elaboration of a theory of human language and its relation to the languages. Its most important aspects include * the structure(s) and function(s) of human language and languages * the relationship between unity and diversity of human languages * linguistic change * acquisition of one’s native language In characterizing the nature of human language, linguistic theory also delimits it against other kinds of semiosis, both synchronically in the comparison of spoken and written languages with sign languages, whistling languages and, furthermore, with animal languages, and diachronically in the comparison with primate semiotic systems from which human language may have evolved. 3. Empiry: documentation and description of languages As recalled above, linguistics is (among other things) an empirical science. In such a discipline, there is a necessary interrelation between the elaboration of a theory of the object and the description of the object; one informs the other. Furthermore, since speech and even languages are volatile, they have to be documented. The tasks of linguistics in this area may be systematized as follows: 1. language documentation: recording, representation, analysis and archiving of speech events and texts that represent a certain language 2. language description: 1. the setting of the language * ethnographic * social/cultural * genealogical 2. the language system: * semantic system: grammar, lexicon * expression systems: phonology, writing The documentation of a language must be such that people who do not have access to the language itself can use the documentation as a surrogate for as many purposes as possible. In particular, it should be possible to develop a description of a language on the basis of its documentation. The description makes explicit the meanings that the language expresses and the functions it fulfils – what it codes and what it leaves uncoded –, and represents the structure of the expressions that afford this. It does all of this in the most systematic and comprehensive way possible. Such a description may be used for a variety of purposes, most of which are mentioned below in the section on applied linguistics. Both documentation and description take the historical dimension of the object into account. That is, in the synchronic perspective, they are systematic, while in the diachronic perspective, they are historical. 4. Practice: application of linguistics The daily use of language for communication and cognition is replete with all kinds of tasks and problems that require science for a proper solution. Some of them are: * compilation of grammars, dictionaries and text editions for various purposes * native and foreign language teaching * testing of linguistic proficiency * standardizing and planning languages * devising and improving writing systems * development and maintenance of special languages and terminologies * analysis and alleviation of communication problems in social settings * diagnosis and therapy of aphasic impairments * intercultural communication, translation and interpreting * communication technology: speech technology, automatic speech and text production and analysis, machine translation, corpus exploitation †¦ The descriptions produced in â€Å"pure† linguistics – not only descriptive linguistics, but also socio-, psycho-, neuro-, ethno- etc. linguistics – are exploited for the formulation of technical procedures by which tasks arising in the fields enumerated may be solved. And contrariwise, the demands arising from those practical fields are taken as challenges by theoretical and descriptive linguistics to produce theories and descriptions that respond to them. 5. Methodology: epistemological reflection and working tools The nature of the goal of science – objective knowledge – requires the elaboration and testing of methods by which putative knowledge may be attained, verified/falsified and applied in the solution of practical or interdisciplinary problems. * The epistemological side of this activity is a stock-taking of the particular nature of the activity of the linguist, its goals, conditions and possibilities. There will be reflection on the logical, empirical and hermeneutic nature of the object of linguistics and the approaches appropriate to each facet. * The operational side of methodology is the elaboration of particular methods within such a methodological frame of the discipline. Given the interplay of specific aspects of the linguistic object with specific problems and purposes, specific sets of methods may be developed to deal adequately with such aspects of the object, to solve such problems and serve such purposes. This involves * in the deductive perspective, the operationalization of concepts and theorems and the elaboration of tests * in the inductive perspective, the elaboration of standards of representation of linguistic data and of tools for processing them. While a contribution from general epistemology may be expected for the epistemological side of linguistic methodology, its operational side is entirely the responsibility of the particular discipline. Its status as a scientific discipline crucially depends on its fulfillment of this task. 6. Cooperation: interdisciplinary fertilization. The articulation of science into disciplines is, first of all, a necessity of the division of labor. As observed above, a particular discipline is constituted by the combination of an object with an epistemic interest. The object is just a segment of the overall object area susceptible of scientific insight, the epistemic interest depends on all kinds of factors, and the combinations of these two elements are consequently manifold. In other words, no discipline is autonomous and self-contained. The contribution that it makes to human understanding can only be assessed if it is compared and combined with other disciplines. The theories developed by a discipline must define their object in such a way that it becomes transparent where they leave off, i. e. where the interfaces for the combination of related theories are. And they must be formulated in such a way that non-specialists can understand them and relate them to the epistemic interest pursued by them. Thus, a linguistic theory has to make explicit what it purports to cover and what not – for instance, only the linguistic system, not its use –; and linguists should say what they think is required for taking care of the rest. Moreover, the products of linguistic description and documentation must be represented in such a way that non-linguists may use them. For instance, there must be * grammars usable by foreign language curriculum designers * semantic descriptions usable by ethnographers * models of linguistic competence testable by neurologists * formal grammatical descriptions usable by programmers. Finally, linguistics must be capable of and receptive in taking up insights and challenges from other disciplines. For instance, * phonological concepts must be related to phonetic concepts * models of linguistic activity must be inspired by findings of psychology and neurology * models of linguistic competence must be able to account for the performance of plurilingual persons. Interdisciplinary cooperation is the touchstone of the communicative capacity of a scientific community. A discipline that can neither inspire other disciplines nor be inspired by them gets isolated and unnecessary. 7. Conclusion Above, five areas of goals of linguistics have been identified: 1. Theory: the nature of human language 2. Empiry: documentation and description of languages 3. Practice: application of linguistics 4. Methodology: epistemological reflection and working tools 5. Cooperation: interdisciplinary fertilization These goals do not belong to the same level. Goal #1, the elaboration of a theory of its object, is the highest goal of any science. As already mentioned, goal #1 is interdependent with goal #2, because a theory of an object area presupposes its proper description, and a proper description presupposes a theory on which it can be based. Furthermore, the production of documentations and descriptions is a service to the society. This is even more true of goal #3: The solution of daily-life tasks and problems is a practical contribution to the improvement of the conditio humana. It has to be done by someone, and if it is done by the discipline that has the relevant know-how, it is both better for the solution of the problem and better for the social standing of the discipline. Finally, the demands emerging from extra-scientific practice may feed back into the content and form of descriptions. Goals #4 and #5 are more science-immanent. Neither the elaboration of a methodology nor interdisciplinary cooperation are anything that would be of direct relevance outside a scientific context. They are, however, preconditions for the attainment of goals #1 – #3. As said before, no serious theory can be developed, no adequate descriptions and documentations can be produced, and no practical problems can be solved, without an arsenal of pertinent methods and without a systematic interchange with disciplines that partly share the object area or the epistemic interest.

Is Julius Caesar A Hero Or A Selfish Hero - 1104 Words

Julius Caesar, was he an ideal model politician or a selfish dictator? The following will discuss our four reading sources, three that are not true eye witness accounts but are said to be of credible people from which they were transcribed after the fact and the fourth from our text book. From this you will be able to make your own determination if Julius Caesar was indeed depicted as an ideal model politician or a selfish dictator. The first source we are going to take a look at is our text book Making of the West Volume I: To 1750(Hunt L, Martin, T., Rosenwein, B, Smith, B., 2012) describes Julius Caesar as ideal model politician more than a selfish dictator. Despite his self-naming of Dictator for Life; he had the support and respect of†¦show more content†¦Some great examples of this comes from Gaius Suetonius Tranquillus in Lives of the 12 Caesars and translated by Joseph Gavorse, and Plutarch, The Assassination of Julius Caesar, from Marcus Brutus (excerpts) and translated by John Dryden (2000) and The Assassination of Julius Caesar, 44 BC (2004): â€Å"since even the populace no longer were pleased with present conditions, but both secretly and openly rebelled at his tyranny and cried out for defenders of their liberty.† (Gavorse, n.d.), â€Å"Favonius declared his judgment to be that a civil war was worse than the most illegal monarchy; and Statilius held, that to bring himself into trou bles and danger upon the account of evil or foolish men did not become a man that had any wisdom or discretion.† (Dryden, 2000), and â€Å"Caesar now pursued Pompey to Greece. Although outnumbered, Caesar crushed the forces of his enemy but not before Pompey escaped to Egypt. Following Pompey to Egypt, Caesar was presented with his rival s severed head as a token of friendship. Before leaving the region, Caesar established Cleopatra as his surrogate ruler of Egypt. Caesar defeated his remaining rivals in North Africa in 47 BC and returned to Rome with his authority firmly established† (Assassination, 2004). The other thing that was very apparent from all three of the firsthand sources was that the senate did not just want to removeShow MoreRelatedJulius Caesar By William Shakespeare1369 Words   |  6 PagesJulius Caesar by Shakespeare. The story opens to a crowd that is celebrating the return of the greatest ruler of the day, Julius Caesar.Caesar passes through a public square to celebrate the Roman festival of Lupercalia. 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