Zara enterprise resource planning strategy and security system (2024)

ZARA enterprise resource planningstrategy and securitysystem

Zara is one of the most famousfashion companies in the world. Balenciaga founded the company in 1975 with theprimary goal of integrating customer needs into manufacturing andmanufacturing, as well as marketing (Bonnin, 2002). Ortega and Castellanos believedthat the use of computers to respond quickly to customers and brands spreadacross many countries, such as Oman, was crucial to the success of the type ofbusiness they wanted to start. In 2003, Zara was the only company that coulddeliver its outlets in just fourteen days when they were manufactured (510 in35 countries) (Ghemawat, Nueno, & Dailey, 2003).

Zara's information system waslocated in the leading area of ​​the strategic IT power system. This shows thatZara's management team realized that their business strategy was to increasethe number of stores offering relatively short, quality items tofashion-conscious young city dwellers. Demand for reliability andbusiness-critical computing was very low; he was only there to help people withtheir tasks. Zara may have put himself in danger by implementing a new point ofsale system (Ives & Learmonth, 1984). Zara was working with adecentralized CD-based IT system, which hampered its ability to access criticaldata in connected databases. Irresponsible or vindictive workers areresponsible for the majority of security breaches (Al-Mustfa, Fattouh, & Hashim, 2012). For Zara, the threat of a workerto the network is low; the worst-case scenario would be if they delete thesales figures from the previous day (Ferdows, Lewis, & Machuca, 2003). Since information is not actuallytransmitted to headquarters on a daily basis, attackers have feweropportunities to break the computer for such a rudimentary method.

Zara is well known for its abilityto supply retailers with new clothing quickly or in limited quantities. Thesales manager orders clothes twice a week. Usually, new clothes arrive atretailers three times a week at a certain time (West & Sparks, 2004). Zara does this by controllingmore of its distribution network than her contemporaries. The inventory controlused 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 thingsbased on this information from the ERP.

For decades, the fashion industryhas been characterized by the issue of sweatshops. Ethical ManufacturingExchange is a mechanism that allows garment companies and other industriesaround the world to exchange financial information about subcontractors (Hale & Shaw, 2001). The United States AttorneyGeneral must provide specific compensation and ensure that consumers do not usethe company to plan and attempt to deceive competitors (Seo & Suh, 2019). Socially, professional clientsnow know that if they do the right thing, the Fair Industries platform willrecord their violations and warn other participants, allowing them to ignorethe 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, environmentaldisasters, terrorists, strikes and political instability are examples. Zaradoes not have a contingency plan due to the problems in Oman.

Wiresharkand Ivideon Server are the greatest tools for enhancing security. The followingitems are especially utilized for security practices of ZARA: Ten DellPowerEdge 860 servers make up one rack server and one Dell PowerEdge T100 Towerserver available. One SonicWALL T2170 firewall.

Al-Mustfa, R., Fattouh, A., & Hashim,W. A. (2012). Robust Coordinated Design of Power System Stabilizer andExcitation System Using Genetic Algorithm to Enhance the Dynamic Stability ofAl-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 globalisedgarment 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 veganfashion in H&M and Zara. Journal ofFashion Business, 23(6), 86-100.

West, M., &Sparks, L. (2004). Enterprise resource planning (ERP) systems: issues inimplementation. Logistics and RetailManagement, 209-230.