Easey (2002) reports that the high level of information integration in the supply chain
integration of ZARA increases the accuracy and validity of data sources about customer’s consuming behavior, preferences and the most updated fashion trends. Therefore, the integrated supply chain systems facilitate ZARA’s faster reaction to changes in consumer demand. He moreover concluded that the fast and correct decision making based on the market analysis canenhance meeting customer satisfaction.
Riezebos et al. (2003) suggests exploiting brand name successfully in an international market. Obviously, ZARA is a strong global brand operating in 68 countries. By employing an international branding strategy, ZARA can both increases its financial position and strengthens its strategic global position.
Bhardwaj and Fairhurst (2010) presented that supply chain integration enables ZARA to decrease production, transportation, and inventory costs and to improve quality control. They suggested that ZARA’s centralized distribution facilities lower the lead-time of its products and inventory stock level by improving its supply chain’s competitiveness. They explained that ZARA is competitively flexible in the variety, frequency and the amount of the new style products they produce. They continued that ZARA can rapidly attract customers with their new trendy wear and therefore increases sales figures as return. They concluded that information sharing increase
ZARA’s supply chain operations more than the other fashion industries. Moreover, fast information sharing reduces the costs and maintains the fashion trends and customer satisfaction.