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1、ZARA极速供应链的深度分析ZARA极速供应链的深度分析——基于与传统供应链模式的对比2012年5月10日Engineeringchangewillbringaboutaseriesofproblems,suchaslossofrework,stoppageofenforcedidleness,preparematerials,equipment,supplies,constructionequipment,constructiondelayandbudgetchanges,thebudgetofthep
2、roject.Fieldstaffshouldputanendto"change,watchinginsteadofunfounded,norecords".Changeisinevitablebutwemuststrictlyimplementthetechnologiesapprovedsystem.So-calledtechnologyapproved,isifneedfordesignchangeShi,mustafteraboutsectoroffullconsultations,intechn
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4、fectiveness,isguideconstructionofaccordingto.Withoutsigningthenuclearorderisinvalid.Ourproblemsmustbeapprovedafterthesigningoftheconstructionunit,canbetakenasabasisforconstruction.Unitsproposedchanges,technologymustbedesignedunitsapproved,signedconsent,ma
5、kedesignchangesOrthenoticeofchange,wewillbepreparedaccordingtotheengineeringandconstructionworkoftheproposedwhethertoacceptcomments.Drawingchangenoticesandtechnologyapprovednumberofcopies,shouldbethesamenumberofcopiesissuedtoconstructiondrawings.Wehaverec
6、eivedtechnicalapprovalform,willbeissuedtothepersonconcernedinatimelymanner,and11ZARA极速供应链的深度分析内容摘要受到经济全球化的影响，服装企业为了控制成本，一直采用全球化生产的模式，将生产制造业务外包至劳动力低廉的发展中国家。然而，在2008年一跃成为全球服装零售业龙头的ZARA做出了不同的选择——打造一条低外包、高整合的极速供应链。与以GAP为代表的传统的“第一世界时装在第三世界工厂里生产”的理念不同，ZARA选择自建工
7、厂。它认为及时、牢固地掌控供应链的运作，减少环节，以“速度”取胜所获得的收效远远大于控制成本本身。本文将ZARA的极速供应链与以GAP为代表的传统供应链进行比较理，分析ZARA极速供应链的特点，以及时装行业极速供应链的竞争优势。首先，本文将ZARA与GAP的经营数据进行对比，证明ZARA的经营模式确实有优势；其次，本文将对二者供应链的各环节进行直观对比，分析ZARA如何凭借极速供应链具有15天前导时间前导时间，即LeadTime，指产品从设计到最后上架所需要的时间。的核心优势；最后，本文将剖析极速供应链在
8、全球范围内为时装企业带来的好处。关键字：极速供应链前导时间时装行业Engineeringchangewillbringaboutaseriesofproblems,suchaslossofrework,stoppageofenforcedidleness,preparematerials,equipment,supplies,constructionequipment,constructiondelayandbudgetcha
