The text highlights the benefits of Ezra's responsive supply chain in comparison to its competitors. It emphasizes the positive impact of replenishing stores several times a week on customer satisfaction. Additionally, it sheds light on the infrastructure necessary for Ezra to efficiently operate its production, distribution, and fast fashion retail network. The owner and management of Sara's follow a strategy called precise rhythm.
The freshness of merchandise is maintained by sending orders in twice a week. Stores can offer a variety of merchandise, minimizing the issue of out of stock items. Ezra always has new products available for selection (K., Ferrous, M. A. Lewis, J. A. D. Mach, 2004). They have control over their inventory and intentionally keep a limited amount of each product in stock to ensure they sell out and make new purchases (K., Fer
...rous, M. A. Lewis, J. A. D. Mach, 2004). This approach also allows for a continuous introduction of new products.
The main goal is to achieve higher profit margins. Furthermore, they efficiently provide customer information to designers for production (K. , Ferrous, M. A. Lewis, J. A. D. Mach, 2004). Additionally, they maintain a consistent rhythm to ensure orders are fulfilled on time and products are promptly delivered to stores, often within one day. Lastly, all merchandise has the same quality as higher-priced retailers but is made with less expensive materials. These products are labeled at the warehouse and available for sale as soon as they reach the stores (K., Ferrous, M.A. Lewis, J.A.D Mach, 2004).
Ezra offers a diverse selection of products, including apparel for children, women, and men. They have the ability to consistently introduce a
large number of new products each year thanks to their efficient production process. With a team of over 200 in-house designers, they can create merchandise at a faster rate compared to other retailers (K., Ferrous, M. A. Lewis, J. A. D. Mach, 2004). In addition, pre-ticketing items enables quicker sales. Ezra has a logistics center spanning 120,000 square meters located in Saratoga and Madrid that supports their infrastructure, production, and distribution process. They also adhere to a queuing model as an essential principle.
According to K. Ferrous, M. A. Lewis, and J. A. D. Mach (2004), this model allows for a faster response time for product demand. Ezra follows three principles for production: closing the communication loop, sticking to a rhythm, and leveraging their assets. This rhythm helps maintain high production and low costs. In terms of distribution, sometimes trucks that are only half full are used to quickly deliver merchandise to stores with new items. After that, the products are sent to the airport for transportation to their next destination.
Conclusion
The text presented information about Ezra, one of the largest retailers in Rupee. It discussed the advantage they have in their supply chain strategy, particularly in being responsive to customer demands. It also highlighted how the frequency of their schedule gives them an edge over competitors. Additionally, the text showed how their infrastructure, production, and distribution contribute to the smooth functioning of the company, giving them a competitive advantage.
Works Cited
- K. , Ferrous, M. A. Lewis, J. A. D. Mach. (2004). Rapid Fire Fulfillment. Harvard Business Review, 109
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