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Genghis Khan was a leader who, through his military genius and leadership skills, united the nomadic tribes of Mongolia and went on to create the largest contiguous empire in history.
Born in 1162 as Temujin, Genghis Khan faced a difficult childhood marked by betrayal, hardship, and struggle. Despite these challenges, he was able to rise to power and unite the warring tribes of Mongolia through a combination of military strategy, political savvy, and charisma.
One of the key components of Genghis Khan's leadership was his ability to create and maintain a strong sense of unity among his followers. He did this by promoting a sense of shared purpose and identity among the Mongols, and by fostering a culture of loyalty and respect within his army. This unity allowed him to build a formidable fighting force that was able to conquer and control a vast territory.
In addition to his military skills, Genghis Khan was also a master diplomat and negotiator. He was able to forge alliances with other tribes and empires, and was known for his ability to mediate disputes and resolve conflicts peacefully. This helped to further strengthen his empire and expand its borders.
Despite his reputation as a ruthless conqueror, Genghis Khan was also known for his fairness and justice. He implemented a system of laws and governance that was based on merit and meritocracy, and he worked to ensure that all members of his empire were treated equally and justly.
Overall, Genghis Khan's leadership was characterized by his military genius, diplomatic skills, and commitment to justice and fairness. These qualities helped him to unite the nomadic tribes of Mongolia and create the largest contiguous empire in history, a legacy that has had a lasting impact on the world.
Project Management: Zara POS system Case Study
At the time of the case, the company relies on an out-of-date operating system for its store terminals and has no full-time network in place across stores. This will give the appropriate time to truly determine how suitable the system is for Zara. Stick to a rhythm across the entire chain. First, we can notify that this sector is really influenced by the taste of customers. The entire in-store IT setup is basically self-contained and self-deployable by the local store managers with virtually no support necessary from the central IT department. What weakness, if any, do you see within this business model? The commercials responsible for matching aggregate supply with demand from each store will demonstrate higher quality of decision making, especially when allocating inventory amongst stores in times of shortage of an SKU.
While the vendor has verbally assured continuation for now, it has not been willing to make a contractual commitment. Salgado should, therefore, ensure that the whole operation is conducted conveniently. Terefore, Zara needs to respond very quickly to the demand of target customers, who are young, fashion conscious city dwellers with fast changing tastes. When it comes to using local subcontractors for simple and labour-intensive processes, such as sewing, they seek out small workshops where Zara will be their primary customer. This would also allow for greater interaction among stores for out of stocks, product transfers, or inquiries as well as more exact inventory accounts for personnel. The company, however, will run the risk of a limited source of components should the supplier choose to stop producing the hardware. In addition, they should know the availability of the products they would like to order eg.
First it will need to be determined if use of the system is in fact saving time for the managers when looking for inventory numbers and placing orders and returns. Zara allows its store managers to decide which items will be on sale in their store at any given time based on current trends in their local community. That also means that employees must be trained in order to use the new manufacturing techniques, which again leads to increased costs. Yes, it will remove some redundancies in daily operations. Store employees also carry personal digital assistants PDAs into which inventory records are manually entered by SKU number.
What information does Zara need to operate its business model? This would also give Zara the ability to build new capabilities into the software, such as security measures. It should not be too complicated for the employees to operate. For example, while Zara's success based heavily on competitive Inventory Management, the company fails to further improve it by enhancing communications of instant inventory data delivery to front line sales. Nevertheless, Zara should still perform such upgrade in the long run. Project Management-Zara POS system Case Study.
Top solutions: Advice To Salgado On Upgrading Zara POS System
On top of that, their tastes change all the time and very quickly, so it is difficult to forecast the new clothing trends. Salgado believes the investment needs to center around the current POS system along with a general upgrade in the IT infrastructure to enhance certain capabilities. Therefore, designers have real-time information available when deciding on new designs and modifying existing ones. Salgado believes the company runs a great risk of falling behind the wave of technology using outdated systems, mainly with the suppliers of their hardware should they choose to stop manufacturing the terminal components. Should the firm give employees the ability to look up inventory balances for items in other stores? The automated counting system reduces the count error and miscommunications.
Im responsible for one question which question number 1. Zara simply writes custom applications that run on DOS to date. Project Management-Zara POS system Case Study Ease of operation: When upgrading the system, it should be ensured that the new system is easy to operate. Project Management: Zara POS system Case Study 1. Also, Zara should reshuffle hardware resources after constant review of system usage. We also guarantee good grades. If employees have the ability to look up inventory balances of their own stores, granting employee access to inventory balances for items in other stores is icing on the cake.
Also, to highlight the inside-out approach to selecting IT. It would be in my initial assessment that I would recommend that Zara currently forgo the investment and upgrade and stay with the current IT infrastructure. Should the company give employees the ability to look up inventory balances for items in other stores?. On average, 75% of its merchandise are sold within 3 to 4 weeks. The company does not sell these clothes over their internet site, as it is for display purposes only, so sales through its outlets are the only transactions that occur. I, Salgado Badas and Bruno Ocampo will begin the hiring process as of Monday, October 24th.
One exception is their Distribution Centers DCs which consist of highly automated machinery and conveyor belts that sort out orders and ship them to the correct stores. With an effective IS they will be able to stay ahead the curve and keep their leadership. What are the drawbacks? The upgrade and its associated risk, learning curve, possible employee downtime and limited customer interaction at this particular time seem to outweigh the benefits of the upgrade. The launch will remain isolated to the two stores for a time frame of 8 months. This will be monitored by Bruno Ocampo and I. This IT advantage, through PDAs, phone conversations and point-of-sale POS terminals, has shortened the time it takes to go from design conception to the sales floors.
Nevertheless Zara is now confronted with a problem: their POS system Point Of Sale runs. On average, 75% of its merchandise is changed in three to four weeks, so customers tend to buy products they like right away without waiting for discount sales since stock may not be replenished when the product runs out in the store. Implementing this system would mean eliminating the PDAs and having one computer per store where managers can make orders and do returns in a timely and easy manner. On Monday August 20th, I will bring a detailed report, highlighting all findings over the 8 month period, to Amancio Ortega and Jose Castellano for review and final decision. These specialists, once trained and integrated into the Zara Corporation, can train our current IT staff on the newest Microsoft systems, this will eliminate the need to contact an outside source with the launch of a new store or troubleshooting issues. While the General management core could share these responsibilities, they cannot concentrate their focus on IT incident management upon system failure and they do not have up-to-date knowledge and technical exposure for strategic planning, expansion and upgrade decision. Collecting vital information, such as daily sales numbers, allows designers to approximate what types of fashions are selling well.
All teams will submit the assignment answers. This enables the managers to be more effective when making store-to-store transfers. This investment would ensure they would be sticking with the DOS platform for some time to come due to the capital investment and also would provide a future number of possible of sites with guaranteed start up hardware. The screens on the PDAs are small, therefore making it difficult to view new items. Customers or store need not rely on the fax machines, paper shortages etc. Table 4 Monitor and Control There are two aspects of this new system that need to be monitored. Zara should give employees the ability to look up inventory balances for the items in their own store as well as in the other Zara stores.
