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Case Studies by Nicolas Harle

3 case studies

by Publication Date
published: 28 Feb 2005

  • Topic: Operations
  • Industry: Retail – Textile Apparel
  • Region: Global

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Abstract:
This case was written to illustrate the importance of business process design as a basis for competition in the textile industry. The case illustrates the impressive performance of Zara, the new fashion player from Spain, which has innovated in process design so as to deliver new collections in its stores with a lead-time of 5 to 7 days. The more traditional approach in textile retailing is illustrated here by Marks and Spencer (M&S), the well-known UK retailer. Notwithstanding M&S's current problems, the case does not fall into an overly simple comparison between a young, innovative competitor and an ageing glory. The authors have taught this case both in executive education and in the MBA core class on process and operations management.

Pedagogical Objectives:
There are four important concepts that are stressed, more or less, depending on pedagogical objectives: (1) newsvendor losses in the textile industry; (2) the role of postponement in final design; (3) the 'lean enterprise' aspect of Zara; and (4) process competition and innovation, embedded in technology evolution.

Keywords:
Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Time-Based Competition, Newsboy Model, Innovation

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published: 01 Dec 2002

  • Topic: Operations
  • Industry: Retail – Textile Apparel
  • Region: Global

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Abstract:
El caso fue redactado para mostrar la importancia del diseño de los procesos de negocio como base para la competencia en el sector textil. El caso muestra los magníficos resultados de Zara, el nuevo actor de la moda en España, que ha innovado de tal forma el diseño de procesos que llega a exponer nuevas colecciones en sus tiendas en un tiempo máximo de 5 a 7 días. El enfoque tradicional en la distribución textil está representado por Marks & Spencer (M&S), la conocida empresa británica. A pesar de los problemas por los que está pasando M&S, el caso va más allá de una simple comparación entre el competidor joven e innovador y la vieja gloria.

Pedagogical Objectives:
Los autores han analizado este caso tanto en educación ejecutiva como en la asignatura común sobre gestión de procesos y operaciones del MBA. Hay cuatro conceptos importantes en los que hacemos hincapié, en mayor o menor medida, dependiendo de los objetivos pedagógicos: - Las pérdidas “del vendedor de periódicos” (Newsvendor problem) en el sector textil - El papel del aplazamiento en el diseño final - La cualidad de Zara como “empresa ágil” - Competencia e innovación de procesos, integradas en la evolución tecnológica

Keywords:
Competencia De Procesos, Gestión De Las Operaciones, Cadena De Aprovisionamiento, Venta De Ropa, Personalización Retrasada, Competencia Por Tiempo, Modelo De Vendedor De Periódicos, Innovación

Prizes won:
- 2016 Case Centre Best-selling Case in Production and Operations Management
- 2015 Case Centre Best-selling Case in Production and Operations Management
- 2014 Case Centre Best Selling Case in Production and Operations Management
- 2013 Case Centre Best Selling Case in Production and Operations Management
- 2012 ecch Best Selling Case in Production and Operations Management

Related:

published: 02 Jul 2002

  • Topic: Operations
  • Industry: Retail – Textile Apparel
  • Region: Global

Show details ...

Abstract:
The case was written to illustrate the importance of business process design as a basis for competition in the textile industry. The case illustrates the impressive performance of Zara, the new fashion player from Spain, which has innovated in process design so as to deliver new collections in its stores with a lead-time of 5 to 7 days. The more traditional approach in textile retailing is illustrated here by Marks & Spencer (M&S), the well-known UK retailer. Notwithstanding M&S’s current problems, the case does not fall into an overly simple comparison between a young, innovative competitor and an aging glory.

Pedagogical Objectives:
The authors have taught this case both in executive education and in the MBA core class on process and operations management. There are four important concepts that we typically stress, more or less, depending on pedagogical objectives: - Newsvendor losses in the textile industry - The role of postponement in final design - The "lean enterprise" aspect of Zara - Process competition and innovation, embedded in technology evolution

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

Prizes won:
- 2018 Case Centre Best-selling Case in Production and Operations Management
- 2017 Case Centre Best-selling Case in Production and Operations Management
- 2016 Best Selling Cases In France, Production / Logistique
- 2016 Case Centre Best-selling Case in Production and Operations Management
- 2015 Case Centre Best-selling Case in Production and Operations Management
- 2014 Case Centre Best Selling Case in Production and Operations Management
- 2013 Case Centre Best Selling Case in Production and Operations Management
- 2012 ecch Best Selling Case in Production and Operations Management
- 2011 ecch Best Selling Case in Production and Operations Management
- 2010 ecch Best Selling Case in Production and Operations Management

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