ZARA enterprise resource planning
strategy and security
system
Company introduction and overview
Zara is one of the most famous
fashion companies in the world. Balenciaga founded the company in 1975 with the
primary goal of integrating customer needs into manufacturing and
manufacturing, as well as marketing (Bonnin, 2002). Ortega and Castellanos believed
that the use of computers to respond quickly to customers and brands spread
across many countries, such as Oman, was crucial to the success of the type of
business they wanted to start. In 2003, Zara was the only company that could
deliver its outlets in just fourteen days when they were manufactured (510 in
35 countries) (Ghemawat, Nueno, & Dailey, 2003).
Company Information system & corporate
strategy for e-business
Zara’s information system was
located in the leading area of the strategic IT power system. This shows that
Zara’s management team realized that their business strategy was to increase
the number of stores offering relatively short, quality items to
fashion-conscious young city dwellers. Demand for reliability and
business-critical computing was very low; he was only there to help people with
their tasks. Zara may have put himself in danger by implementing a new point of
sale system (Ives & Learmonth, 1984). Zara was working with a
decentralized CD-based IT system, which hampered its ability to access critical
data in connected databases. Irresponsible or vindictive workers are
responsible for the majority of security breaches (Al-Mustfa, Fattouh, & Hashim, 2012). For Zara, the threat of a worker
to the network is low; the worst-case scenario would be if they delete the
sales figures from the previous day (Ferdows, Lewis, & Machuca, 2003). Since information is not actually
transmitted to headquarters on a daily basis, attackers have fewer
opportunities to break the computer for such a rudimentary method.
Enterprise resource
planning strategy of ZARA
Zara is well known for its ability
to supply retailers with new clothing quickly or in limited quantities. The
sales manager orders clothes twice a week. Usually, new clothes arrive at
retailers three times a week at a certain time (West & Sparks, 2004). Zara does this by controlling
more of its distribution network than her contemporaries. The inventory control
used by Zara allows retail managers to communicate to customers what they want,
what they want and what they don’t like. Zara designers are doing new things
based on this information from the ERP.
Ethical, social and political issues
For decades, the fashion industry
has been characterized by the issue of sweatshops. Ethical Manufacturing
Exchange is a mechanism that allows garment companies and other industries
around the world to exchange financial information about subcontractors (Hale & Shaw, 2001). The United States Attorney
General must provide specific compensation and ensure that consumers do not use
the company to plan and attempt to deceive competitors (Seo & Suh, 2019). Socially, professional clients
now know that if they do the right thing, the Fair Industries platform will
record their violations and warn other participants, allowing them to ignore
the abusive activity. As all Zara deliveries take place through two facilities,
including Oman, the company is vulnerable to any disruption in the region (Seo & Suh, 2019). The climate, environmental
disasters, terrorists, strikes and political instability are examples. Zara
does not have a contingency plan due to the problems in Oman.
Suggestions in the context ZARA-OMAN to
improving security system
Wireshark
and Ivideon Server are the greatest tools for enhancing security. The following
items are especially utilized for security practices of ZARA: Ten Dell
PowerEdge 860 servers make up one rack server and one Dell PowerEdge T100 Tower
server available. One SonicWALL T2170 firewall.
References APA Style
Al-Mustfa, R., Fattouh, A., & Hashim,
W. A. (2012). Robust Coordinated Design of Power System Stabilizer and
Excitation System Using Genetic Algorithm to Enhance the Dynamic Stability of
Al-Zara Thermal Power Station Generation in Syria. Journal of King Abdulaziz University: Engineering Sciences, 23(1).
Bonnin, A. R.
(2002). The fashion industry in Galicia: understanding the’Zara’phenomenon. European Planning Studies, 10(4),
519-527.
Ferdows, K.,
Lewis, M., & Machuca, J. A. (2003). Zara.
Paper presented at the Supply Chain Forum: An International Journal.
Ghemawat, P.,
Nueno, J. L., & Dailey, M. (2003). ZARA:
Fast fashion (Vol. 1): Harvard Business School Boston, MA.
Hale, A., &
Shaw, L. M. (2001). Women workers and the promise of ethical trade in the globalised
garment industry: A serious beginning? Antipode,
33(3), 510-530.
Ives, B., &
Learmonth, G. P. (1984). The information system as a competitive weapon. Communications of the ACM, 27(12),
1193-1201.
Seo, K., &
Suh, S. (2019). A study on the characteristics and social values of vegan
fashion in H&M and Zara. Journal of
Fashion Business, 23(6), 86-100.
West, M., &
Sparks, L. (2004). Enterprise resource planning (ERP) systems: issues in
implementation. Logistics and Retail
Management, 209-230.