| dc.description.abstract | 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.
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