Zara Uses Operations Research to Reengineer Its Global Distribution Process

被引：45

作者：

Caro, Felipe ^{[1
]}

Gallien, Jeremie ^{[2
]}

Diaz, Miguel ^{[3
]}

Garcia, Javier ^{[3
]}

Manuel Corredoira, Jose ^{[3
]}

Montes, Marcos ^{[3
]}

Antonio Ramos, Jose ^{[4
]}

Correa, Juan ^{[5
]}

机构：

[1] Univ Calif Los Angeles, Anderson Sch Management, Los Angeles, CA 90095 USA

[2] MIT, Alfred P Sloan Sch Management, Cambridge, MA 02142 USA

[3] Zara, La Coruna 15142, Spain

[4] Carrefour, Madrid 28028, Spain

[5] Dell Comp, Austin, TX 78759 USA

来源：

INTERFACES | 2010年 / 40卷 / 01期

关键词：

retailing; fast fashion; inventory management; field experiment; sizes distribution;

D O I：

10.1287/inte.1090.0472

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Overcoming significant technical and human difficulties, Zara recently deployed a new process that relies extensively on sophisticated operations research models to determine each inventory shipment it sends from its two central warehouses to its 1,500 stores worldwide. By taking a retail size-assortment view of a store's inventory, the model incorporates the link between stock levels and demand to select store replenishment quantities. Through a rigorous, controlled field experiment, we estimate that this new process has increased sales by 3-4 percent; this corresponds to estimated profits of approximately $233 million and $353 million in additional revenues for 2007 and 2008, respectively.

引用

页码：71 / 84

页数：14