Aim of this Coursework During this module we have explored best practice in ope

 Aim of this Coursework During this module we have explored best practice in operations management, and started  to explore challenges and need for resilience. These challenges and need for resilience have  been in the background for some years, though have been brought into focus because of  the Covid-19 pandemic and with Zara’s macroenvironment issues that may have impact on  us all. In this module we have seen how, in normal times, Zara has an excellent model for its  operations management and supply chain management. This submission provides an  opportunity for you to review certain aspects of its current operations management, then learning about resilience, seen perhaps in the short-term impact from an external event Covid-19, and the ongoing and longer-term challenges that need to be addressed, by looking  in detail at how Zara has and could respond. The Submission A 3000-word group reflection in how Zara has managed its current approach to its  operations management, and how it may manage and find solutions for both its strategic  and operations management for both its current challenges and its emerging need to be  resilient. Your group You have been placed in a group of either 3 or 4 students. From experience, a maximum of 4  students in a group ensures that all students participate effectively within the group. As in real life (except if you own your own business), you do not have any choice in whom  you may work with. Therefore each group has as even distribution of students from our  student cohort (as far as possible). This means that all groups have at least one female  member, that students are following different programme, and that there is a mix of  different nationalities within the group. No group has members from one country or region; therefore you are required to communicate in English the whole time within your group. You are not allowed to swop or move to another group. No exceptions. 2 Background The first quarter of 2020 saw the Inditex Group, Zara’s parent company, suffer is first loss in  its history, Figure 1. Figure 1 Key financial figures of the Inditex Group worldwide in first quarter 2019 and 2020(in million euros), Source  Statista 1 One significant reason for this loss was that it was required to close 3500 stores worldwide  during the first lockdown at the beginning of the year.2 Zara had to respond quickly to the crisis. It is planning to close 1200 stores around the  world, and to boost online sales.3 It also responded by manufacturing PPE within its supply  chain, and donating items already in stock to those in need. 4 The Inditex Group was able to make up some ground during the rest of 2020, though overall  its sales fell back to near 2015 levels, Figure 2. Figure 2 Net sales of the Inditex Group worldwide from 2013 to 2020, by format (in million euros), Source Statista5 Other aspects of how Zara has performed this last year are shown in the accompanying  presentation to the seminar on Zara, available on Moodle. 3 Your submission in detail You are a group of consultants brought in to review the response of Zara to the Covid-19  pandemic, to evaluate its resilience and also to review the longer-term challenges that Zara  faces. You have been asked specifically to review three different aspects for Zara’s senior  executives. You are required: 1. To provide a detailed classification and description of Zara’s structural and  infrastructural capabilities. (This was one of the questions set in preparation for the  seminar). <- this is my part and the part that needs to be done.(30 marks) 2. To review Zara’s resilience to the Covid-19 pandemic using the Profile of a Disruption model as outlined by Sheffi and Rice (2005). 6 It is recommended that you provide an  evaluation of the Vulnerability7 of Zara, again by Pettit et al. (2010), together with an  evaluation of its Failure or Disruption modes for its Operations, again by Pettit et al.  (2010). (40 marks) 3. To state and review two longer term challenges that Zara faces. You are welcome to use any of the models or understanding as set out in Lecture 3  Business Environment, or Lecture 8 on Resilience in Operations Management, or Lecture  9 on Challenges Management. (30 marks) This submission mirrors real life, in requiring you to evaluate a company’s resilience and  challenges even when such understanding is limited, setting out reasons for your choices. Submission Submission is electronic via Turnitin on Moodle.  Last date for submission is 3pm Tuesday 19th December 2023. It is suggested that the group submission is by pdf; this ensures you retain formatting of any  diagrams or figures that you may include. Make sure you upload your completed assignment to the correct place on Moodle. No appendices are allowed.  Other details on late submissions, significantly extra words and other issues for coursework  submissions can be found on the Module Overview and elsewhere. Marking In total, this submission accounts for 30% of the total mark for this module. Good luck in your work. I look forward to reading your reflections on Zara in due course. With best wishes . 4 References 1 https://www.statista.com/statistics/1134068/inditex-group-financial-performance-coronavirus/ retrieved 24th November 2020 2 https://www.digitalcommerce360.com/2020/06/09/zara-owner-mitigates-damage-from-covid-19-shutdown/ retrieved 24th November 2020 3 https://www.theguardian.com/business/2020/jun/10/zara-owner-to-close-up-to-1200-fashion-storesaround-the-world retrieved 24th November 2020  4 https://www.inditex.com/covid-19 retrieved 24th November 2020 5 https://www.statista.com/statistics/456505/sales-inditex-group-worldwide-by-format/ retrieved 9 th November 2021 6 Sheffi, Y. and Rice, J.B. (2005), ‘A Supply Chain View of the Resilient Enterprise’, MIT Sloan Management  Review, Fall, and at https://sloanreview.mit.edu/article/a-supply-chain-view-of-the-resilient-enterprise/ retrieved 25 November 2020; also available Sheffi, Y. (2007) The Resilient Enterprise, MIT Press, p.65 7 Pettit, P.J., Fiksel, J. and Croxton, K.L. (2010) ‘Ensuring supply chain resilience: development of a conceptual  framework’, Journal of Business Logistics, Vol31, No.1, pp.1-2 1