Zara: Information Technology For Fast Fashion :: Problem, Solution, Case Study

Issue Statement: In 2003, Zara's CIO must conclude whether to redesign the retailer's IT foundation and capacities. At the hour of the case, the organization depends on an outdated working framework for its store terminals and has no full-time arrange set up across stores. Regardless of these restrictions, notwithstanding, Zara's parent organization, Inditex, has assembled a phenomenally well-performing esteem chain that is by a long shot the most responsive in the business. Along these lines the serious issue to the organization is to choose whether it needs to redesign the current framework and thusly, taking a chance with the dependability they have with the present framework or to proceed with the current DOS based framework which won't be good for future changes or upgrades. Investigation and Recommendation: Zara’s principle procedure is the capacity to react rapidly to the requests of target clients which called for recognizing patterns of the client ahead of time. The organization has had the option to distinguish the patterns and fulfill the need with the assistance of its independently sorted out structure and its viable worth chain frameworks. The current framework followed by Zara has been viable and exceptionally simple to keep up, which thus has convinced the organization to proceed with no adjustment in the current framework up until this point. The issue that Zara faces right presently is that the framework that they use, P-O-S (Point of Sale terminals), runs on DOS which Microsoft doesn't bolster any longer and any equipment change in the POS terminal won't be good with the present POS programming. In spite of the fact that the desire to move quickly for the change may not be that high, putting resources into IT framework is an unquesti onable requirement as MS Dos is an old innovation and there is no agreement or assurance from their POS terminal merchant that they will keep providing a similar terminal with out a lot of changes in the equipment for a particular timeframe, in this manner change is unavoidable. The other primary issue that Zara faces is that the stores don’t share stock data electronically and consequently stock administration turns out to be exceptionally troublesome and manual. The dynamic procedure depends on the judgment of workers all through the organization as opposed to depending on a little arrangement of leaders; most of the choices were made by senior supervisors and accordingly they set requests for the things as opposed to just tolerating and showing what home office chose to send them.