| 摘要: | 快速時尚是一種新興的概念，透過供應鏈的創新管理，降低產品的前導時間，是近十幾年來才開始被大家廣為注目的商業策略。本研究利用次級資料的蒐集，選擇Inditex集團下主要品牌ZARA進行系統的分析，探討快速時尚管理相較傳統的服飾業究竟有何差異。 本研究分為七章，第一章為緒論，介紹研究的背景、目的、架構和限制。第二章為相關文獻回顧。第三章則概括介紹快速時尚的定義、緣起和發展。第四章主要在於分析ZARA在廣告與行銷、供應鏈以及資訊技術上三大部分的創新，為其相較於主要競爭者的優勢。其中供應鏈管理的部分，為其能達成壓縮前導時間，快速上架反應消費者需求以及消除存貨壓力的最主要原因。因此本研究再進一步從產品開發設計到生產製造到物流配送的流程討論ZARA的供應鏈管理。 第五章選用ZARA最大的競爭對手H&M進行個案比較分析，兩者最大的差異在於供應鏈中生產製造的環結，ZARA採用垂直整合而H&M則為垂直分工的模式。本研究探討兩者選用不同模式的原因以及結果，以及此兩種模式各自優劣之處。由於台灣本身具有良好紡織業的基礎，具有發展快速時尚的潛力，因此第六章以台灣品牌為例與ZARA進行比較，並思索可運用快速時尚管理概念之處；第七章則提出結論與建議。Fast-fashion is a modern concept, which has been recognized as a business strategy in recent decades. In short, it means to compress the lead time of products through the innovation of supply chain management, particularly focusing on the flagship brand of INDITEX group: ZARA to use as a case study. This article uses secondary data and related bibliography to systematically analyze the advantages of fast-fashion management and the major differences between it and traditional textile business. Contained within this article are seven chapters of research. The first chapter is the Preface, introducing the background, motivation, structure and limit of this research. The second chapter is a brief synopsis and review of related literature. The third chapter is a brief introduction of the concept, origins of fast-fashion and its development so far. The fourth chapter analyzes the primary innovation of ZARA in three aspects: advertisement and marketing, supply chain management, and information technology, which is its major advantage compared with other competitors. Furthermore, supply chain management is the main reason that ZARA can compress lead time to quickly respond to what customers need and eliminate stress of inventory; therefore, this research discusses the supply chain of ZARA from product design to manufacturing, and finally to logistical procedure in detail. Chapter five compares ZARA with its main competitor H&M. The biggest difference between the two is the manufacturing period of the supply chain, which is a vertical integration mode for ZARA while H&M uses a vertical division mode. This research discusses the reason these two companies use different modes, the results of each mode, and the advantages and disadvantages of each respective mode. Since Taiwan has a good textile business foundation to develop as Fast-fashion, chapter six deals with local clothing brands in comparison with ZARA. Particular attention is also given to the possible implementation of fast-fashion management concepts in Taiwan. Finally, chapter seven offers concluding remarks and recommendations. |
