Professional Documents
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Supply Chain Management H and Mvszara
Supply Chain Management H and Mvszara
Supply Chain Management H and Mvszara
SUPPLY CHAIN
MANAGEMENT
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
“Our strategy is based on the concept of fashion and quality at the best price, it helps
us stay balanced even during economic downturns.”
- H&M Chief Executive Rolf Eriksen.
“But there’s huge potential to make the new businesses more efficient and expand
internationally by having access to H&M's sourcing and logistics.”
- Nils Vinge, H&M's head of investor relations.
"Our business concept is really what attracts the H&M customer: Fashion and quality
at the best price. Because we do carry all these different lines in our stores, we allow
our customer to address [his or her] personality, and that's really important. You can
come into H&M, and if you want a pair of jeans or a pair of khakis, you can find them.
If you want a trendy little one-shoulder top or something lacy or something hip, you a
find it, you don't have to go to another store. It's like one-stop shopping, and that's
very appealing."
- Karen Belva, H&M’s PR manager and spokesperson in 2002
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JESÚS NIETO GONZÁLEZ H&M
0. INDEX
0. Preamble 05
2. SCOR Model 11
Analyze the SCM of the selected company using the SCOR model. Analyze how the company is
implementing/managing the 5 main activities of the SCOR model in two levels: strategic and tactical
level:
• Plan
• Source
• Make
• Deliver
• Return
4. SCM – Sourcing 16
a. Describe the strategic sourcing approach of the selected company
b. Describe the supplier selection/development/collaboration processes
c. Give your own opinion about what the company is doing well and what should be
refined/improved in the sourcing area.
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JESÚS NIETO GONZÁLEZ H&M
9. Bibliography 34
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JESÚS NIETO GONZÁLEZ H&M
b) Background note:
H&M was founded in 1947 by Erling Persson, a salesman from Västerås - a small town
in Sweden. He began his career working for his father delivering cheese to restaurants in
Stockholm on a bicycle. He was fascinated by the concept of clothes stores selling trendy
garments at cheap prices when he once visited the U.S. He was amazed at the success of
retailers like Macy's in New York. He opened a similar store in Västerås selling clothes for
women. He named the store 'Hennes' which stood for ‘hers’ in Swedish. Customers were
instantly attracted to the low prices. Until then overpriced department stores dominated the
Swedish market. He expanded the number of stores in Sweden in the coming years. In 1964,
the company opened a store overseas in Norway.
In 1967, the company expanded further and opened a store in Denmark. The following
year (in 1968), Persson acquired Stockholm-based Mauritz Widfross. The store also sold
hunting guns and gears in addition to men's clothing. Hennes transformed into Hennes &
Mauritz. Persson kept the Mauritz' menswear line and started selling both men and women's
wear. In 1974, H&M went public on the Stockholm exchange. In 1976, H&M entered UK. At
the time, jeans became the trend in Europe and H&M launched jeans within two days of it
being shown on television. H&M's sales doubled in the four years between 1994 and 1998.
H&M entered the U.S. in March 2000 when it opened a New York store. Many major U.S. cities
boast at least one H&M.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
Today, H&M is the world's third-largest retailer by sales with around 1,600 stores in 32
countries with 68,000 employees. In the past two decades, H&M grew at an average rate of
20% annually. It managed to grow quickly into the world's third largest clothing retailer by
offering clothing that is seen as both fashionable and reasonably priced. It made its mark on
the apparel industry, mixing the latest trends with fashion classics.
H&M is popularly known as the king of "fast fashion"7 and the purveyor of quick-to
market trendy clothing.
In 2000, H&M grossed US$3.4 billion. In 2007, H&M opened 193 new stores and it
topped $12 billion in sales. H&M is the world's fifth-largest apparel-only retailer by revenue,
according to Bloomberg research. In April 2008, H&M was named as the continent’s most
valuable brand, beating rival Zara and British chain Marks and Spencer by brand consultants
Interbrand in their first ever rankings of European retailers. H&M’s brand value was €10.37bn
while the Zara brand was valued at €4.1bn.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
Entering new markets, H&M tries carefully studying by examining economic situation
in the region, what are city's best places to start the promotion of the network, where and how
best to sell, what are the trends, especially in the regulatory framework. Sometimes learning
opportunities and risks require a few years however it is compensated by high profits and loyal
customers. In addition to this strategy, H&M uses some more interesting approaches, allowing
it to maintain market leadership.
• The widest range of fashionable clothes at affordable prices. H & M uses the minimum
number of intermediaries, large volumes of purchases and invites best designers,
fashion experts and tissues.
• Cooperation with the stars of fashion and show business. H&M has worked with
Madonna, Roberto Cavalli, Karl Lagerfeld, Stella McCartney, Kylie Minogue, the Dutch
designer duo Victor & Rolf.
• Distribution of tasks between departments in different countries. Swedish H&M office
is primarily responsible for the marketing, advertising and design company and the
office in Asia is mainly controlling a work cooperation with the manufacturers.
• Marketing channels. The most important distribution channels for H&M are
stores. Annually their number is increased by 10-15%. In addition to shops, the
company sells through catalogues and the Internet in Sweden, Norway, Denmark,
Finland, the Netherlands, Germany and Austria.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
How can achieve Fashion products- H&M is very keen about delivering high fashion products
to its consumers. Every year H&M hire many celebrities and designers to market their products
in a different way as compared to its competitors. Different means that hiring top celebrities.
Some of the designers are in contract with H&M like Sonia Rykiel, who is top French designer.
The policy of H&M is selling products at cheap price with good quality.
How can achieve the good quality- H&M order undergoes a variety of tests before it reaches
the store. For example shrinkage, twisting, colour-fastness and pilling tests as well as chemical
and product safety testing like flammability.
Around 500,000 laboratory tests are carried out annually by H&M, our suppliers, and
independent third-party test institutes. The H&M Global Quality Department sets standards
and requirements for all products and brands within the H&M group, based on customer
expectations, health and environmental concerns, product safety and legislation. All H&M
suppliers are contractually bound to comply with these requirements.
Demands are particularly high when it comes to baby and children’s products, and H&M has
long been a driving force within the standardization of the safety of children’s wear.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
Good product quality is striven for, to ensure continuous quality controls through its
supply chains. In addition to product quality itself, according to H&M quality also means
producing the items with minimal impact on the environment and under good working
conditions.
H&M uses the integral focus of QR was to rely heavily on Information Systems to renew
processes and create shared practices. A major focus was on improving demand forecasting
and reducing stock outs. QR gave the industry a uniform set of barcodes, labels and Electronic
Data Exchange messages. This facilitated easier and better information sharing which
translates to efficient collaboration between the partners in the supply chain.
The process in the apparel industry starts with clothes design, which involves
representatives from various business units. Ideas are collected from a variety of sources:
trend sniffers, exhibitions, competitors and consumers. In H&M POS data from stores is also
used in tracking consumer preferences and demand. When models for new clothes have been
agreed, negotiations are started with suppliers to reach agreement on prices, manufacturing
volumes and shipping schedules, even though some of the companies have reserved the
production capacity already with annual agreements.
- Conclusion:
Then, there are two parts:
First of all, is the standard garment – this is And in the other hand is the Personalization
BASE DEMAND of the garment for attending to the SURGE
DEMAND
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
02.SCOR MODEL:
Analyze the SCM of the selected company using the SCOR model. Analyze how
the company is implementing/managing the 5 main activities of the SCOR model in
two levels: strategic and tactical level:
• Plan
• Source
• Make
• Deliver
• Return
PLAN
RETURN RETURN
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
-Less influence on
second-tier suppliers, but
still have the Limited
Audit Programmed.
-H&M does not own any -Centralized buying office -The actual dyeing and
factories. in Stockholm, Sweden. cutting of the garments
MAKE/ ASSEMBLE can then be decided at a
-Leaves the production to -“Fashion and Quality at later stage in the
first-tier suppliers. the best price” production.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
03.SCM - PLANNING:
a. Describe in detail how the company is planning the SCM starting with the
demand planning.
H&M should always have the best customer offering in every market, which means
that each store has to stock the right pieces – a varied range that inspires customers to both
browse and shop.
Each one of our concept teams consists of designers, buyers, assistants, pattern
makers, a section manager and a controller, who are together responsible for producing just
the right mix of garments, accessories and other products. Team members are all
knowledgeable when it comes to fashion and trends, and keep up to date with H&M customers
and their interests.
Flexible assortment planning ensures that each store’s selection feels updated, on
trend and relevant to its customers every day of the year. Different factors determine the final
composition of merchandise. Figures for past seasons are combined with analysis of up-coming
trends, colours and fits.
Demographics and geography also influence the distribution of products: high-fashion
garments produced in limited quantities are sold mainly in big cities while basics are ordered
in larger volumes and more widely distribute.
Also, H&M has to account of the feedback of the customer in each retail. Like this, in
the Matrix of H&M in Stockholm, they can make the right customization for each context.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
b. Describe how the planning activities are shared with customers and
suppliers.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
d. Give your own opinion about what the company is doing well and what
should be refined/improved in the planning area.
The main task of H&M, towards its suppliers is to inform and update them in each and
every thing from order placement to the shipment of goods. If the company (H&M) do not give
the right information, at right time to its supplier then the supplier is not able to give good
services in terms of production and order fulfilment.
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JESÚS NIETO GONZÁLEZ H&M
04.SCM - SOURCING:
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3-9. From the Production Center ask the order to the RAW MATERIALS.
9-8. The RAW MATERIALS arrive to the SUPPLIERS IN ASIA. This suppliers manufacture the
STANDARD GARMENTS.
8-7-2-3-6-1. Through Selling estimates, the Production center and Matrix in Stockholm buy
STANDARD GARMENT to the suppliers in Asia.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
INDEPENDENT OR OWN-SELF
RETAILERS Renting or franchises (90-10%)
WAREHOUSE “CALL OFF” own self
PRODUCTIOS IN STOCKHOLM own serf
PRODUCTIONS IN ASIA
DESIGNERS Partners (Independent)
SUPPLIERS (PORTUGAL & ITALY) key partners (Independent)
SUPPLIERS IN ASIA & AFRICA key partners (Independent)
RAW MATERIALS own self
The need of fashion industry is the quick response to the market. This requires a higher
degree of flexibility in production and decision making.
In lean production, the customer buys specific products, whereas in agile production
the customer reserves capacity that may additionally need to be made available at very short
notice”.
Leanness means developing a value stream to eliminate all waste including time, and
to enable level schedule.” Further the Agility means “using market knowledge and virtual
corporation to exploit profitable opportunities in a volatile marketplace.”
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JESÚS NIETO GONZÁLEZ H&M
- Decoupling point
The further marring of lean and agile can be achieved by creating decoupling point; in
a production process it is common to introduce decoupling points where production lead time
is much longer then acceptable order lead time (Christopher and Towill, 2000). The decoupling
point takes physical stock to achieve the advantage of different management and control tools
to efficiently manage the both side (input & output) of the inventory (Velde and Meijer, 2007).
The other side of decoupling point is the natural boundaries of organizations and departments
within the process (Christopher and Towill, 2001, Velde and Meijer, 2007). It is also the hub to
meet the need and capability on either side of point. Within a supply chain there can be many
numbers of decoupling points (Towill, Naylor and Jones, 2000). “A decoupling point divides the
value chain into two distinct parts; one upstream with certain characteristics and one
downstream with distinctly different characteristics” (Olhager, Selldin and Wikner, 2006).
Decoupling point
Source: Christopher and Towill 2000
In figure Christopher and Towill (2001) suggested that, “by utilizing the concept of
postponement companies may utilize lean method up to decoupling point and agile method
beyond that.”
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
Here, the decoupling point is the point of inflexion between PUSH & PULL
THEROY. Being Lean – PUSH system and Agile – PULL system. (Push-Pull boundary)
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
H&M’s lead time varies 2 weeks to 6 months based on the item. The main transit point
of goods is in the Hamburg and company got more than 1500 own stores. As per the company’s
business concept Fashion, Price and Quality; H&M produce most of the garments outside
Europe to achieve the benefits of leanness. They buy fabric in advance as per the forecast in
order to minimize the cost (Li Li, 2007). The production offices situated with in the origin of
production act as the second hub of information flow downstream and ensure the quality and
the work standard of the suppliers. The other reason of placing production offices is to
maximize the efficiency of supplier to achieve the lowest cost and zero defects in the products
and minimize the lead time. The transit point in the Hamburg works as a decoupling point,
while managing the flow of goods and information upstream and downstream. As H&M is a
customer oriented company and learning from customers and serving the surge demand by
production in the Europe (Li Li, 2007). The author is tried to develop a model of H&M supply
chain to illustrate the particular ways of marriage of lean and agile. To illustrate in easiest way
the author had put only one supplier in the Asia and one in Europe, to make it easier the
inventory points, are not also explained.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
c. Give your own opinion about what the company is doing well and
what should be refined/improved in the sourcing area.
- Conclusion
The need of supply fashion fast in the volatile demand; led companies such as H&M to
make the changes in lean and agile process and integrate the both to achieve the benefits of
lean and agile. The main motive to achieve the “leagile” is to react fasted on the changing
demand. This requires a better control and view of inventory levels across the network, enable
sales and replenishment planning across the internal and external network. This company
achieved the benefits of standardization. Although H&M took the different approach to
marring the lean and agile but the overall purpose is the same; “Supply Fashion Fast” with
lowest possible price and highest degree of quality.
Benefits of Leagile:
• Control & view inventory levels across a network
• Manage orders between trading partners
• Organize collaborative demand plans
• Plan replenishment across an internal or external network
• Enable Sales and Operation Planning
• Monitor and Alert on significant events
• Managing JIT approach
• Managing Vendor Managed Inventory
• Quick response to market
• Achieve benefits of postponement
• Standardization of products
• Converting voice of customers (VOC) into products
The main SCM processes affecting to the Customer Satisfaction. We think that the new
CSR of the company is making a good framework to improve this CPFR of H&M. We can see
more developed in the CUSTOMER SERVICES point 07.
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JESÚS NIETO GONZÁLEZ H&M
- REPLENISHMENTTO POZNAN DC
The distribution centre in Poznan receives daily deliveries from suppliers in Asia and
Turkey. Five percent of the items in each procurement order are quality controlled when they
arrive to Poznan DC. Products arrive to Poznan DC in accordance to catalogue releases to
ensure that the DC has adequate stock. Poznan DC therefore receives 50 60 percent to the
total seasonal products in the beginning of the season when the first catalogue is released. The
rest of the good sare then delivered during the season, primarily with the second catalogue
release.
Most products at Borås DC have been transported firstly to Poznan DC where they
have gone through a quality control. Transports from the supplier directly to the distribution
centre in Borås only occur exceptionally. A situation when Borås DC are supplied directly from
the supplier is when the ordered products from that supplier is enough of fill a container or
when the supplier is located in the closeness of the distribution centre in Borås. The final
reason for direct transportation to Borås DC is when articles are going to be sold only within
the Scandinavian region. Articles that are directly transported from the supplier to the
distribution centre in Borås are quality controlled in Borås DC. Each week the sales forecast for
the next two weeks are updated. The distribution centre in Borås is then requesting a
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
relocation of goods from the warehouse in Poznan. The system is then comparing the request
from the distribution centres with their previous replenishments and the forecast for the
season. When products are selling more than expected for one of the distribution centres, it
sometimes means that the quantity of products requested will be reduced. If the distribution
centre has not exceeded its limitations due to the seasonal forecast or the demand at other
distribution centres, the requested products are then allocated to that distribution centre.
- RELOCATED PIECES
Each week, the sales forecast for the following two---weeks is updated to assign the
products needed for relocation. However, when the forecast is not totally accurate, and sales
are higher than expected, the customers order products not in the storage of Borås DC.
Relocation can either be triggered by forecasted need or by a customer request. A customer
order made on products not in stock, and the picking of the last piece triggers an immediate
relocation from Poznan DC to fulfil the needs of the customers. For the immediate relocation
to be settled, the value of the products requested for relocation needs to be higher than a set
lowest relocation product value (specified in the Appendix). Approximately 23 percent of all
products transported to the distribution centre in Borås DC 2009 were classified as immediate
relocations. The immediate relocation goods are assigned either from the buffer storage area
or the dispatch area in Poznan. 33 percent of all products that are assigned to Borås DC from
the dispatch area at Poznan DC are immediate relocations, whereas 32 percent of the products
from the buffer area are immediate relocations (calculation are presented in the Appendix).
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
c. How the company could improve the main KPIs: service and cost, from
the transportation side?
• H&M supporting their police of sustainability, reduce the impact of transport in the
environment greatly. So H&M must to replace the truck way the and bring the goods by sea or
railway transport from the supplier factory to the distribution center.
• H&M cooperates with over 700 suppliers, 60 pattern makers and 20 worldwide
production centers. Currently H&M use two delivery organizations at each market, which
results in extreme amount of different contracts and business arrangements. Even more
arrangements are needed and it is therefore suggested that H&M purchase a global agreement
with two or three suppliers. This would mean that the same distributor handles several
markets and economies of scale can be gained.
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JESÚS NIETO GONZÁLEZ H&M
THE STORES First store established in 1947 in Sweden. Stores range from big full-
B2C range stores to small concept stores. The stores are self-service stores
(around 1,600 stores in 32 countries)
THE INTERNET First offered to customers in 1998 in the Nordic region.
B2C Internet and catalogue sales are available in the Nordic region, the
Netherlands, Germany and Austria.
THE Available to customers in the Nordic region for more than 25 years. In
CATALOGUES 1980, H&M purchased Rowells, and started catalogue sales in Sweden,
B2C Finland, Norway and Denmark.
Each year H&M produces four large catalogues – two in the spring and
two in the autumn supplemented by smaller seasonal catalogues.
The most important of these is the stores though the customers can choose the sales
channel that suits them best. In 2006, H&M began a roll-out of Internet and catalogue sales
outside the Nordic region.
The company manages the Customer experience with two parts: Marketing Plan and the
Decoupling Point:
See the Marketing Plan:
- PRODUCT:
- H&M delivery their products in different trends: H&M ladies; H&M Man, H&M kids
and Divided (youngers). Also, the CO’s has cosmetic and accessories. The Trend hunters look
for the last trend.
- The retailers receive new products every day, so H&M surprises to their customers.
- The collaboration with designers is a perfect complement. For example: Comme des
Garçons, Matthew Williamson and Jimmy Choo.
- H&M is associated with the image of fiction characters through permanent licenses
that were purchased.
- PRICE:
- Fashion- quality with a low cost.
- Their products have a good relationship between quality and Price.
- H&M coverages the trends of quality to the best price because: H&M has few
intermediates, they buy in big volumes, they have experience in trends and textile productions,
and they dispose of effective delivery.
- PLACE:
- Customization of H&M products is made in the Matrix in Stockholm.
- They have independent suppliers sited in Asia and in EU.
- H&M delivery every year millions of items from the “CALL OFF WAREHOUSE” sited in
Hamburg ‘til the 2000 retailers on the world.
- H&M use clean and effective transports with a limited environment impact.
- Their trucks always goes out with a full load. So, they reduce the environmental
impact.
- Retailers in the center of the best cities.
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- COMUNICATION:
- The advertising from H&M must respond to the best quality exigencies. H&M uses all
the communications channels.
- H&M is provided a magazine, H&M magazine, which offers an attractive selection of
the trend items. It is published four times each year through of his webpage.
- H&M communicates with the economic journalist.
- H&M has his own Facebook and twitter to communicate with the customer
- Also, H&M has own YouTube channel where publish “FASHION TV”.
- CONCLUSION:
With the Marketing Plan of H&M, they arrive to the customer. The second-tier is
approached in the handling of the DECOUPLING POINT, how we have explain about this in the
CHAPTER 04, SCM- SOURCING (CPFR).
b. How the company measured and take into account the customer feedback?
APPROACH COMMENT
Complaint analysis Through complaint sheets, defects in
the garments and the new code of
conduct to the suppliers and
retailers.
Critical incident studies By the accident in Camboya, H&M
decided clean his image with new
CSR.
Customers panels Through on internet webpage
Key client survey Through social nets
Customer survey/ questionnaire When the customer goes to the
retailer, the employee manage the
inventory thank you to the ICT.
Surveys approaches by e-mail, web, mail (catalogues), and face to face in the
store.
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c. Give your own opinion about what the company is doing well and what
should be refined/improved in the customer service area.
In 2014, H&M suffered a blow, his supplier from Camboya had laboral exploitation workers
and child workers.
From then, H&M polished his CONDUCT CODE and the Company created a document and
foundation called H&M conciencius (CSR initiatives- Corporate Social Responsibility). This is
the conduct and guide that stablishes the rules and duties to can be KEY PARTNER of H&M.
This is very important, because incidents as Camboya Supplier can to make dropping the
customer satisfaction.
H&M recycling
Source: CSR initiatives H&M www.hm.com
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By these measures, Inditex performed better than H&M. The figures indicate that
Inditex held its inventory for shorter periods and turned it over more frequently, pointing
toward less likelihood of discounting. For both companies the two measures deteriorated over
the period, but some negative impact can be justified in such large expansion phases.
Some of the differences may also be attributed to business model approaches. While
both companies design their goods, H&M buys products from independent suppliers but
Inditex takes a different approach. Large amounts of their goods are produced in-house with
a logistics and supply chain management approach that is frequently mentioned favorably
both in the media and in academia.
d. Give your own opinion about what the company is doing well and what
should be refined/improved in the inventory management area.
Our Study of the company operates with a distribution centre
that keeps anticipation inventory for two weeks and a central warehouse that keeps excess
stock for all markets. However, the transportation of products from the central warehouse to
the distribution centre is not fast enough to be seen as a safety stock. When a customer orders
products that are not available in the local distribution centre, these products will not be
delivered within the standard delivery time. Keeping a safety stock increase the inventory,
while lacking safety stocks can result in lost sales. Lacking safety stock also result in costs
associated with split orders since the order might be sent in two shipments when only parts of
the required products are in stock. A reason for not keeping safety stock is the inventory cost
and therefore balance between inventory costs and the cost of lost sales due to low stock
availability need to be found.
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A split order results in high distribution cost for the company as H&M pays for the delivery of
remaining products. The number of split orders is high and the associated costs are therefore
major issue. The cost of split orders is essential which can be seen.
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IS IT USED? WHY?
TECHNOLOGY FOR KNOWLEDGE AND DECISION SUPPORT
GIS NO ---------
DATAMINING YES For example dropbox or
ORACLE, it is a system for
obtaining the information
from the several places,
always online.
EIS YES H&M can manage the data-
information-knowledge-
competitive advantage.
DSS NO ---------
DATAWAREHOUSING YES In a “CALL OFF
WAREHOUSE” is used to
monitor the inventory with
the same code that the
supplier.
TECHNOLOGIES FOR ACTIVITIES SUPPORT
E-LEARNING NO ---------
WORKFLOW Yes Is an integrated system for
managing the information
extensions between
different department or SC
MOBILITY NO ---------
ERP YES This is an internal labor,
H&M monitors the finance,
human resources and
Logistic.
CRM YES It is totally necessary for
controlling e-business, e-
commerce, m-business.
SCM YES CPFR is the clear example.
TECHONOLOGIES FOR COMMUNICATION
GROUPWARE YES To be in continuous contact
with the supplier and the
“CALL OFF WAREHOUSE”
BLOGS YES To obtain feedback from the
customer and to create
trends
SOCIAL NETWORKS YES To obtain feedback from the
customer and to create
trends
32
LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
• The customer is oriented and, in the same time, the customer orients to the company.
• Providing data/ changing business processes (like CSR)/ organization/ and changing
strategies.
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LEILA DE SANTIAGO MUÑOZ MBA-SCM MAY 18th, 2015
JESÚS NIETO GONZÁLEZ H&M
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