After reading the article on Zara’s innovative supply chain process, one can see the multitude of benefits that arise whenever a company establishes an open communication channel between members of different functions and hierarchies. From analyzing the unsold items customers tried on at every store and passing the information to country managers, to having a culture of immediacy and teamwork between commercials and designers at headquarters, Zara has allowed important information to flow – fast and accurately – throughout the various supply points in their production process. In addition to this, their policies of having members of the commercial organization join the sales staff during discount periods and having equal sized desks with the absewnce of formal titles help foster team cohesion, organizational commitment, and an atmosphere of camaraderie. With these strengths, Zara places itself as one of the leading businesses in the fast fashion industry.
Despite this, there are several questions I have in regards to Zara’s supply chain model.
1. How do you balance between the artistic freedom of the designers and the need to respond to consumer trends from the commercials?
2. By what standards does a prototype pass the test for mass production? Are there more sustainable ways to test this?