INPUT OUPUT DIAGRAM
In the case of Zara the inputs of the organization are comprised of the raw materials, such as the fabrics that after design and manufacturing-retailing will produce the garments, information such as products protocol, human resources such as the designers that has the skills and knowledge to produce the garments. The transformation process consists of the manufacturing and services operations that are necessary to transform input into output.
PERFORMANCE OBJECTIVES
Production
From conception to distribution, Zara only uses six months by maintaining production, design and distribution processes in-house which enables its business model to respond
References: Amit, R. (2010), "Business Model Innovation: Creating Value in Times of change", IESE Business School-University of Navarra, vol. 1, pp. 1-15. Pearson, A. (2010), "The Story of Zara – the Speeding Bullet", Unique Business Strategies, vol. 1, pp. 1-3. Luo, D. (2010), "How to manage a brand to be strong: a study of Zara ", University of Nottingham-MSc International Business, vol. 1, pp. 1-78. Ferdows, K., Lewis, M., Machuca, J., (2004) Christopher, M. (2010). Logistics and Supply Chain Management, 4th ed. Prentice Hall. Ferdows, K., Lewis, M. A., & Machuca, J. A. (2005). Zara 's Secret for Fast Fashion. Havard Business School Working Knowledge