ould entail less heavy investment in extensive projects for keeping the IT system up-to-date, provided this is part of the contract or switching costs are low enough. Moreover, outside suppliers might be more specialized and be able to achieve greater economies of scale over in-house production, provided the service is standardized. Recently, application software providers even offer companies the possibility to store information remotely. If a problem occurs with the connection however, this would entail a crash in the entire supply. There are also security issues that cannot be overlooked. Even if a company signs a confidentiality agreement, it does not ensure that sensitive information will not be passed on to other parties. The risk of competitors getting hold of this information and imitating essential processes such as Zara swift inventory management is real and must be taken into consideration.
Zara可以考虑外包软件开发的原因有很多，这反过来又代表了内部应用程序开发的劣势。首先，外包IT可以提供降低成本的机会，因为它可以让Zara选择成本最低、效率最高的软件供应商。通过一个被称为反向拍卖的过程，Zara可以公布其采购要求，并根据最低报价选择供应商。这里的主要论点是。这意味着Zara将不必担心拥有特定软件经验和技能的内部员工，并且可以找到适合it运营的最新软件。结果将减少协调成本，因为Zara不必在内部监控活动，因为这将通过服务水平协议（SLA）包含在服务中。通过使用责任矩阵，可以在不同的情况下映射职责和权利。这将要求供应商遵守某些服务水平目标，并在未能达到这些目标的情况下进行处罚。因此，如果信息技术系统出现问题，供应商在法律上有义务立即解决。然而，Zara的核心竞争力，即其上市速度，在外包安排下不会受到影响，考虑到Zara的全球影响力，这就提出了外包是否会丧失灵活性的问题。交易和协调成本问题是公司将IT活动转移到其他地方的趋势的主要驱动因素。对于Zara来说，如果这是合同的一部分，或者转换成本足够低，这可能需要在保持IT系统最新的广泛项目中减少大量投资。此外，如果服务标准化，外部供应商可能更专业，并能够实现比内部生产更大的规模经济。最近，应用软件提供商甚至为公司提供了远程存储信息的可能性。然而，如果连接出现问题，这将导致整个供应崩溃。还有一些安全问题不容忽视。即使一家公司签署了保密协议，也不能确保敏感信息不会传递给其他方。竞争对手掌握这些信息并模仿Zara swift库存管理等基本流程的风险是真实存在的，必须加以考虑。
Being a part of the key instrument in the value chain, it considered best for Zara to retain software development in-house. The IT department of Zara has a unique culture of a relatively small and highly motivated group of people (only 1 person left the department over the last 10 years!) based in La Coruña, who are responsible for the entire Inditex group of companies. Empowerment of employees adopted in Zara gives a sense of ownership to the software developers with regards to the produced applications, which increases productivity and job satisfaction. Software developers are involved in a creative process as opposed to the IT staff needed to only monitor outsourced activities. The benefits from outsourcing may not be sufficient to cover the costs that would be incurred as a result of the complexity of the product and asset specificity, despite the coordination costs that are involved in internalizing IT suppliers. Zara’s core competence is at stake, and it is believed that by retaining a internal designer would be the best way to preserve it, provided the supplier can meet Zara’s global needs. Similarly for its POS terminals, although Zara has slipped into to a hold up position it could prevent this in future by maintaining a more stringent company IT program. Although the chance of a hold up exists, the downside to having multiple suppliers could potentially threaten its speed. Having a single supplier for the POS terminals will lead to an accumulated knowledge in customization of equipment and services, and result in closer match to Zara’s preferences. Zara needs to ensure a continuous link between overall corporate strategy and the IT strategy. For that reason it is deemed important that Zara retain bilateral agreements with its POS suppliers.
作为价值链中关键工具的一部分，Zara认为最好保留内部软件开发。Zara的IT部门拥有一种独特的文化，即总部位于拉科鲁尼亚的人数相对较少、积极性较高的一群人（在过去10年中，只有1人离开了该部门！），他们负责整个Inditex集团的公司。Zara中采用的员工授权给软件开发人员带来了对所生产应用程序的所有权，从而提高了生产力和工作满意度。软件开发人员参与了一个创造性的过程，而不是只需要IT人员来监控外包活动。外包的好处可能不足以支付由于产品的复杂性和资产的特殊性而产生的成本，尽管IT供应商内部化涉及协调成本。Zara的核心能力岌岌可危，人们认为，如果供应商能够满足Zara的全球需求，留住内部设计师将是保护其核心能力的最佳方式。同样，对于其POS终端，尽管Zara已经陷入困境，但它可以通过维持更严格的公司it计划来防止未来出现这种情况。尽管存在拖延的可能性，但拥有多个供应商的不利因素可能会威胁到其速度。拥有一个单一的POS终端供应商将积累设备和服务定制方面的知识，并使其更符合Zara的偏好。Zara需要确保整体企业战略和IT战略之间的持续联系。因此，Zara与其POS供应商保持双边协议被认为是很重要的。
Zara and its IT partner have in the past opted to use DOS as their operating system for all the applications of the co
