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Z42000135 Sustainable Organisation

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Course Code: Z42000135
University: University Of The West Of England

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Country: United Kingdom

Questions:
Your report must answer the following questions:Q1. How is Zara’s supply strategy best described?Q2. In terms of the five performance objectives, how do Zara perform?Q3. Expansion is a risk Zara are taking. What risks have Zara identified?Q4. How will Zara manage these risks? 
Answers:

Introduction
Organizational performance consists of the actual result or output of the organization as being measured against the several intended outputs (Choudhary Akhtar & Zaheer, 2013). The organizational performance is enhanced after proper inclusion of strategic planners, organizational development, finance, operations, legal and many more. Most of the organizations have significantly attempted in managing the respective organizational performance with the help of a methodology, known as balanced scorecard. With this particular methodology, the overall performance is being tracked as well as measured within multiple dimensions like financial performance, customer services, social responsibilities, system of measuring performance, employee stewardship, improvement of performance and even organizational performance (Park & Shaw, 2013).
The following report outlines a brief discussion on the sustainability of organizational performance for the popular and important fashion retailer, Zara (Hansen, 2012). This report provides a proper description on the supply strategy, performance measurement of Zara over five performance objectives, identification of risks and management of risks for this organization.
1. Description of the Supply Strategy of Zara
The supply chain leaders can build as well as maintain the resilient supply chains within the complex globalized environment. With the adoption or development of robust supply chain strategies, rapid changes could be brought with agility and flexibility for the respective business (Noruzy et al., 2013). A well aligned strategy of supply chain could not support properly and only after driving it. The respective strategy services of the organizational supply chain are important for the purpose of aligning the processes of supply chain as well as operating model with the business strategies. The designing, development as well as implementing the strategies of supply chain for creating resilient supply chain to deliver the relevant business results. The digital supply chain could not only help the business in unlocking the greater values or opportunities but also in creating the strategic competitive advantages (Shaw, Park & Kim, 2013). The particular organization could even help in the transformation of supply chain into digitalized supply network, which could frequently respond as per the business requirements.
Zara manages to bring major changes in the business operations to the next level so that the fashion industry is benefitted from their supply chain management. For improving the total competitiveness in the fashion industry, Zara have tried to extend and adopt the major requirements in the business (Hansen, 2012). To reduce the lead time, the strategy of quick response is developed and two core principles, called partnership within suppliers and retailers for improving sharing of information and proper adoption of the technologies like POS data and EDI are applied (Dobre, 2013). There are four strategies of supply chain that are developed and executed for gaining the competitive advantages. The first and the foremost strategy is improvement of visibility through the infrastructure of information technology, optimum end to end supply chain costs, improvement of customer service levels and flexibility for the business strategies and future growth. The supplier relationships are also checked for developing mutual capabilities for the proper improvement of customer service and effectiveness of supply chain.
The supply strategies of Zara fashion retailer are given below:

i) Producing in Smaller Lot: The first and the foremost supply strategy of Zara is that they produce in smaller lot. This smaller lot is termed as the specified features of lean manufacturing (Wu, Straub & Liang, 2015). Proper decisions are to be undertaken, so that when the customer visits their store for new products, revenue is created.
ii) Centralizing Design and Product Development: The second strategy of Zara is to centralize the design as well as product development. The new products are developed for both in house staffs and even through the merchandizers. The suppliers even require sending proper samples to the buyers several times (Hansen, 2012). The eradication of back and forth communication is responsible for reducing the overall time for marketing drastically.

iii) Utilization of Work Cell Company: The new team of product development comprises of its own sales, production planners, designers and procurement, similar to the cellular manufacturing (Chen et al., 2014). This particular strategy helps Zara retailer to properly streamline their internal communications.

iv) Controlling of Scheduling Strictly: In Zara, their store managers could place order at least 2 times in one week and the shipments are delivered and prepared in 24 hours. The products were kept on display at stores as per arrived. When they will run their business at the most steady pace, Zara could reduce the waiting time at all steps of the way.
v) Keeping Production In House: Zara even tries to stay away from the lower cost country sourcing and then making investments within their in house manufacturing as required (Birasnav, 2014). The most significant reason behind this is that they have the belief that their in house production could help them in increasing the total business flexibility.
vi) Automation in Production as well as Warehouse Facilities: As Zara strongly believes in their time based competition, the specified automation is the main source for them in helping to increment the accuracy or speed of their operations.

vii) Adherence to Every Rule: The next important strategy of supplies in this organization of Zara is proper adherence to each and every rule. However, the proper implementation of any of the rules would not be effective (Carter & Greer, 2013). Next, this organization will also have to stick to their rules, with the core purpose that the supply chain is eventually running smoothly and perfectly.
The supply strategy of Zara is considered as one of the best examples of strategic alignment, since processes, people as well as practice support and time bound strategies are enhanced.
2. Performance of Zara in Respect of Five Performance Objectives
The five performance objectives play pivotal roles in any business. Each and every aspect of operation allow the management in drawing attention to certain areas that are not being performed properly for any company. Moreover, these performance objectives provide significant opportunities for addressing those areas (Awadh & Alyahya, 2013). The major features of these objectives enable the organizational management in assessing the operations both externally and internally for getting the competitive advantages. Zara had been performing well since the starting of their business and providing benefits and unique products to their customers. The five performance objectives are quality, speed, dependability, flexibility and cost (Hansen, 2012). The performance of Zara in respect to these five above mentioned performance objectives are as follows:

i) Quality: The first and the foremost performance objective is quality. In Zara, quality is considered as the most visible part of what their operation is undergoing and how it is acting as the consistent indicator of the expectations of customers (Hansen, 2012). The operations require to be done correctly and could vary as per their business processes. These organizational operations even regard quality as the most relevant objective. Moreover, Zara has also focused on quality for finding out their customers to obtain competitive advantages properly. This quality has clearly influenced on the customer satisfaction or customer dissatisfaction (Tseng & Lee, 2014). The proper customer perception on these higher quality services and products are enhanced for maintaining customer satisfaction and hence gets a chance to get long term customers. Due to their better performance in respect to quality, Zara have the capability of producing products and services as per specification consistently.
ii) Speed: The second performance objective is speed. At the organization of Zara, speed refers to the elapsed time within the customers requesting their services or products and them receiving those products or services (Hansen, 2012). The most important and significant advantage of the organizational external customers of the immediate delivery of services and goods is stated that the faster the customers could have their products, the more likely they would buy them and Zara would receive more competitive advantages (Felício, Gonçalves & da Conceição Gonçalves, 2013). The faster responses to the external customer is extremely helpful by the speedy decision making and speedy material or information movement within their business operations. Zara is also checking their inventories constantly due to this performance objective of speed and hence is able to update them periodically. This is helping them in reducing their issues with stock and maintenance of stocks.

iii) Dependability: The next performance objective is dependability. This particular objective for Zara refers to doing of things within time so that the customers could receive their services and goods whenever they are required, or at least when they are being promised. The customers may only judge the operational dependability as soon as the service or product is being delivered. In the beginning of the business, it might not affect the likelihood that the respective customers would select their service that is being consumed already (Gomez-Mejia, Berrone & Franco-Santos, 2014). This dependability could even override every single criterion and in every aspect, the customer would be enhanced. Zara has been performing quite well in respect to dependability and this factor would even save time. Zara has got stability from their performance in dependability and thus is able to stop their disruption in operations.

iv) Flexibility: Another important objective of performance is flexibility. This objective refers to the fact that flexibility could change the overall operation in any specific method. It might mean that the alteration in the operation and the procedure of executing this operation (Hansen, 2012). Zara mainly focuses on the fact that the customers would require operation for changing so that it could provide four distinct kinds of requirements. The flexibility of the organization subsequently introduce modified or new products and services. Zara also has the ability of producing wider range and mixing of their products and services. They have mixed jackets and sweaters and hence came up with the idea of hoodie jackets (Petrenko et al., 2016). Another important flexibility of this organization is the flexibility in delivery. The flexibility for changing as well as adapting is held quickly for the market conditions and hence competitive edges are provided. The large centralized organizations do not get proper flexibility for capitalization.  
v) Cost: The fifth performance objective is cost. For this organization of Zara, costs are the most significant operational objective. The lesser the cost of producing the services and goods, the lesser could be the cost for the customers. When Zara is not competing on the price, they are focusing to keep the costs lower. Moreover, Zara provides seasonal discounts for all of their customers and the operations have the core interest to keep low cost as per their quality level (Parveen, Jaafar & Ainin, 2015). The productivity of this organization has raised and has indicated on how successful the operation could be at any point. Hence, the internal effectiveness has increased and proper improvements are made for the other operational objectives.

3. Identification of Risks in Zara
Zara is a popular fashion retailer that has its roots in Spain. It was funded by Amancio Ortega and Rosalia Mera in the year of 1975. Zara is the major brand of the specific Inditex group, which is the world’s largest retailer of apparel. This particular organization has been constantly providing best quality of products and services to their customers and hence enhancing several competitive advantages. They have been consistently expanding their business throughout the world in the last 42 years. However, they have faced some of the most significant risks or issues in their business and these are required to be changed properly (Hansen, 2012). The major business risks of Zara are as follows:

i) Risk due to Expansion: The entry in the new market is the first and the foremost risk faced by Zara. Since, they are expanding their business constantly, there is always a chance that one market might not accept the products and services, provided by Zara and hence they have faced these issues subsequently (Hamann et al., 2013). Zara has faced financial crisis due to such risk and it should be mitigated as soon as possible to avoid further issues within the company. Moreover, competition is increased in that particular market and the internal structural changes are to be made periodically.
ii) Strategic Risk: The second common type of risk for Zara is strategic risk. Each and every business decision consists of few strategic risks. The respective decisions that are designed for leading them closer to the business objectives, there is risk that they will not consider. It is mainly because the decision could be a wrong one and could even occur for the poor execution of operations and the lack of changes or resources within the respective business environment.

iii) Physical Risk: Another important and popular type of risk for Zara is physical risk. This type of risk is mainly for the assets and customers (Colwell & Joshi, 2013). The most common physical risks for Zara are water damage, vandalism, theft and fires. The subsequent physical damage could also result in replacement or repairing costs and hence can also lead to the legal costs. Since, Zara is a popular and one of the largest fashion retailers that has several branches, any type of physical damage could bring major issues in their business and they would face business losses.

iv) Compliance Risk: The fourth important and noteworthy risk within their organization of Zara is compliance risk. The business is being governed by the major forms of regulations and legislations. The significant possibility of failing in adherence to all of the rules or guidelines of Zara subsequently equate to the compliance risk and hence can lead their reputational and prosecution changes (Verrier et al., 2014). The lack of appropriate processes and analytics is yet another important reason for the compliance risk.
v) Human Risk: The employees of Zara themselves could create subsequent risk to their business by several number of ways. The employee behaviour within the workplace could eventually create the risks when they are non compliant and incompetent and the behaviour of these employees outside their workplace could create major impact on them (Hansen, 2012). The risk of fraud is one of the major examples of human risks.
vi) Technological Risk: Technological risks are the most common risks that are being faced in the business. All of these risks could even range from any specific thing, right from basic outage of power to cyber attacks, malware, software and hardware failure and many more (Hyland, Lee & Mills, 2015). Some of the risks could even lead to the time loss by equipment or systems and corruption or loss of data and even in some of the cases of data breaching.

vii) Financial Risk: The seventh type of risk that is common for Zara is financial risk. There are several methods, by which the business could face the financial risks. Few of these methods might be internal or might be external as well like fluctuations in the financial markets or even exchange rates (Kunze, Boehm & Bruch, 2013). The non payments from their clients is yet another important reason for financial risk, poor financial planning or projection.
4. Management of Risks in Zara
The above mentioned seven risks can be managed or mitigated by Zara after undertaking some of the major strategies (Hansen, 2012). The most relevant and important strategies for mitigation of risks are as follows:

i) Strategies for Expansion Risk: Regarding the expansion in the United States and China, Zara is facing major issues. However, this particular issue could be easily resolved with the help of product diversification and market survey (Ling, 2013). When they will have proper knowledge about the market, bringing products would be quite easier for them.
ii) Strategies for Strategic Risk: For the various strategic risks in this organization of Zara, they can conduct periodical competitor analyses and take their decisions on the basis of robust figures and researches. Proper goals as well as key performance indicators should also be set by this organization. The identification of potential risks in advance and establishment of KPIs or tolerance levels should also be undertaken by Zara (Hansen, 2012).

iii) Strategies for Physical Risk: The major physical risks could be reduced for Zara is by installing safety features like smoke or fire alarms, fire escapes and sprinkler systems (Yang, Huang & Hsu, 2014). The safety of the offices and products or services should be increased by security guards and burglar alarms.

iv) Strategies for Compliance Risk: Regarding compliance risks, Zara should ensure that they have specified roles or employees for managing as well as enforcing the business compliance. Moreover, the correct processes and analytics should be ensure for the purpose of monitoring the compliance.
v) Strategies for Human Risk: The management of human risk is done by robust process of recruitment and rigorous training of staffs. Performance management is the next strategy for reducing the human risks (Valmohammadi & Roshanzamir, 2015). Networking of staff support is another important strategy for the reduction of the human risks.
vi) Strategies for Technological Risk: For reducing the technological or technical risks, the power sources should be ensured to be backed up and the processes or staffs should be put in the top priority for ensuring that technology is kept up to data (Hansen, 2012). The installation of malware and antivirus software as well as creation of data breach plan is the next important strategy for the technological risks in Zara.

vii) Strategies for Financial Risk: Proper financial projection and planning and putting credit control process are the major strategies of financial risks (Giauque, Anderfuhren-Biget & Varone, 2013). Reporting and analytics should be made robust for monitoring the financial success.
Conclusion
Therefore, from the above discussion, it can be concluded that the balance of focus on the subsequent exploitation or exploration of activities on the basis of organizational performance on the proper emergence of social technologies. The positivity of the organization is checked and affected on the basis of organizational performance. This also shows that the adoption of social technology after affecting the performance and through frequent absorptive capacities. The organizational performance is measured in respect to delivery of value as per stakeholders or customers. Through the process architecture, the organizational resources are properly managed vertically as per the organizational chart and the value is created or delivered horizontally. Regarding the performance management, it is the field of business performance management that considers the core visibility of several operations within the closed loop model in each and every facet of the company. The above report has clearly outlined the case study of Zara. It is one of the most popular and the largest fashion retailer in the world and has amazing supply strategies. Zara have gained major competitive advantages in their business with the strategies made and hence are termed as more effective and efficient.
References
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Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67(8), 1622-1629.
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Chen, Y., Wang, Y., Nevo, S., Jin, J., Wang, L., & Chow, W. S. (2014). IT capability and organizational performance: the roles of business process agility and environmental factors. European Journal of Information Systems, 23(3), 326-342.
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