传统服饰门市在每一季的前置作业

1BusinessModelCompetitionM&Svs.ZARA指導教授：葉誌崇學生：蘇芳瑢溫啟宏日期：2006/10/312ClassictextileBusinessProcess：12monthleadtimeDesignPurchaseRawMatMfgDistSellDiscount(OnSale)3ClassictextileBusinessProcess：12monthleadtime16天51天31天51天56天91天46天5天z傳統服飾門市在每一季的前置作業構思服飾類別的概念、布料的挑選剪報設計概念和尋求意見採購計畫批准及布料訂購原型開發、等待批准、確認價格布料測試及、實驗室浸泡等等服飾零售商訂貨單各尺寸樣品生產條碼包裝出貨4Whyisprofitabilityintextilesolow,whenmarginsaresohigh?Excessstock:ValuelossduetodiscountsaleswhenactualdemandislowerthanexpectedExcessdemand:ValuelossduetounrealizedsaleswhenactualdemandishigherthanexpectedPerfectforecast:Doesnotexistinreallife!Waste!ExpectedDemandActualDemand5Introduction：ZARAZARA成立於1985年，隸屬於Inditex集團為全球排名第三、西班牙排名第一的服裝零售商，目前在歐洲27個國家及世界55個國家，開了2200家連鎖店。2004年度全球營收額達46億歐元（約新台幣1600億元)，Zara的品牌價值在全球排名77名。經營模式：一流的設計、二流的面料、三流的價格超速經營、少量多樣、製販一體://在每一季的平均前置作業時間(24天)1天1天3天1天3天10天5天設計風格概念、價格和品質布料的調度設計設計獲得批准設計原型、樣品批准生產出貨7ZARABusinessConcept“Integrated”fashiondelivery:Fashionatlowcost!!!9Getitapproximatelyright9Reducecreativedesign9Defineafast-responseprocessincldesign9Finalizedesignknowingmaterialsupplyconstraint9Optimizetheprocess9Managefollow-up(nextbatch)andcustomerflows9Storeexperience9Copyfashion9Involvethecustomersandhisgroup/cohort9Createanetwork/brandLowCostFashion8ZARACustomerOffer:LeanandFocused“Fresh/Fast”9Fastcopyingofleadingstyles9Fastdeliveryinownstores9Limitededitions“Quality”9Rawmaterial:medium9Knit:poor9Look:grand!9Customersatisfaction:fashionatlowprice!Cost9Lowmonetarycost9Lowtimecost:“theZaraexperience”9LeanProductionz開發者：TOYOTAz與1920年代的大量生產方式(Massproduction)有所區別，以突顯其在少量生產方式上的不同z核心要素：1.彈性生產組織2.零缺點製造過程3.降低庫存4.製造商供應商經銷商長久緊密合作關係10ZARACustomerOffer:LeanandFocusedFlexibility:-/+¾Limitedcustomervariety:onlywhatisondisplayandinlimitedchoices¾Buteverycustomerisparticipatingintheprocess:helpdeterminethenextbatch11WasteeliminationatZARAAdvertisingeliminatedfornotnecessaryina«pull»model;tooslowanywayandourofferislocalizedDiscountSales:eliminatedthroughquickresponse&thestrategythatwearealways“below”demand12Push&PullSCMPushPull流程模式庫存導向訂單導向生產模式預期市場需求滿足訂單行銷方向行銷公司→業務代表→消費者（正向推動力量）行銷公司←零售商←消費者－＞大眾媒體－＞（逆向回溯力量）顧客選擇點→線→面→空間一網打盡，全面性優點經濟規模客製化缺點長鞭效益因應客製化成本較高13WasteeliminationatZARADesignlargelyout-sourcedtothe“market”andreplacedbyactivescanning–greatlyfacilitatesa“process-basedorganization”Productcomplexity3types,sizes,andcolorsgreatlyreducestheproductcomplexity,allowsustooperatewithreducedinventoriesandworkingcapital–withlittlelossincustomervalue14ZARABusinessProcessinfull:Oneweekleadtime!!!DesignersPULLnextRMbatchShopper(andstoremgers)PULLnextdesign(shape)&DesignersadaptStep1:ScanPurchaseRMStep3:FinalDesignOfnextbatchMfgDistShoppingexperienceStep2:Simplifyhits&producelibraryofdesigns15WhyisprofitabilityatZARAsohigh,whenmarginsaresolow?Zaraasa“LeanEnterprise”SmallbatchesExpectedDemandActualDemandExcessstockandunmetdemand16ZARAistheDELLofthedressindustry活用IT設備利用統計技術與網路，將每家分店的客戶身份、喜好、熱賣款彙集後傳回總部，再由總部配合當季流行趨勢，加以評估，從原料開始，規劃出最符合市場價值與利潤的商品樣式。物流配送堅持不走低成本的海運物流，主要就是為了爭取上市時間17All-powerfulofDellTraditionalSCMDellSCMSupplierManufacturerRetailerConsumerAgentSupplierDellConsumer18ComparingwithDellSupplyChain:2dayleadtimeCustomerspullRMResupplyCustomerspullproduct&supplychainadaptsStep1:ScanSellPickCompsMfg(Assembly)DistCustomersSelectSimplify&designnewproductofferCompsSupply1920Introduction：M&SM&S(Marks&SpencerGroupPLC)於1894年在英國成立的百貨公司，主要銷售服飾與食品，在20世紀有段很長的時間，是英國最大的零售商，也是代表性的企業之一z經營理念：優質貨品、合理價錢、摯誠服務、創意及信心保證z現存危機：存貨控制、定價與行銷方面的錯誤、法律訴訟案件21ZARAvs.M&Ssummarized:TheLeanEnterpriseZARA:THELEANENTERPRISEM&S:THE“SOLUTION”SHOPclearfocusononecustomertype&oneprocessmultiple&simultaneousgoalsunique&explicitvaluepropositionmultiple&implicitpredictable&clearprocesstobeimprovesunpredictable&fuzzystrivesforperfectionsatisfiedwithreachingathresholdeliminateanyformofwastetolerateacertainamountmanagescustomerflowsreactstocustomersasasequenceofevents/tasks22Industrialization:StrategicvaluegainedfrompositioningHighFashion:OutofPrice!ZARAM&S:OutofFashion!HighcustomizationLowvolumeHighunitmarginHighqualityHighstandardizationHighvolumeLowunitmarginLowqualityProductOfferSupplyProcessFlexibleProcessRigidProcess23Industrialization:redefinitionofclassicindustrytrade-offsChanelZARAM&S???MassmerchantsManualshopBatchflowContinuousflowHighcustomizationMediumcustomizationLowcustomizationProductOfferSupplyProcess24AutoIndustryDynamics:thelongroadtomasscustomization!!!AllmfgersatthebeginningGMMulti-brandstrategyToyotaJust-in-timeFordModelTRiverRougeplantProcessFlexibleshopRigidflowProductHighcustomHighunitmarginLowvolumeLowcustomLowunitmarginHighvolumec.e.f.d.25IndustrialProcesslifeCycle9Phase1:ResultofmanyyearsofexperienceLEARNINGandPROBINGwithaninnovativeformula9Phase2:DEFININGtheZaraprocess&IMPROVINGprocessperformance9Phase3:Processimprovementbecomesmoredifficult&LIMITSTOIMPROVEMENTAPPEAR9Phase4:InnovationthencontinuesattheINTERFACE(shoppingexperience,internet,…)9Phase5:ProcesseventuallyOVERTAKEN(butwhen?)26Disruptivetechnological