Inditex is the only company that is vertically integrated to a very high [6] , from design to manage their stores.

"Gap designs and sells but does not manufacture, and so does H & M and Next, while Benetton designs and manufactures but shops are franchised. In Inditex most places, however, are owned, does not exclude that in countries like Germany and Japan have opted to have local partners, while maintaining control of the store. Following Zara and its competitors, the American magazine "Fortune" [7] published an article titled "Zara have a-made-to-order plan for success" [8] . It says: "The flagship of Inditex, Zara, is distinguished not only by the close integration of its systems design and manufacturing, plus clothes targets untapped niche:" Armani at reasonable prices "as says an analyst at Goldman Sachs. "Another analyst at the bank, Keith Willis states that "no one can bring the designs to stores so quickly. Unless you can do it, in ten years your company does not exist "

The Fortune article quoted adds: "Furthermore, the production system Inditex Zara markedly different from its competitors. While The Gap and H & M outsource most of its production, Zara produces in its own factories to 60%. Tissues from Spain, Far East, India and Morocco. And ink are cut in the factory "rage" of the Company and sent to sewing shops in the area. This combination of real-time shared information and means of internal production Zara operates means that almost no "stocks" and, despite this, you can send new designs to stores twice a week compared to an average of six weeks required by its competitors. The question is how far Zara (which incidentally almost unadvertised discounts except during semester) with this system of retail designs on request. The chain is well known in South America and Europe, where he currently is being introduced in Germany (international sales account for almost 50% of total). It is less known in the United States where only six stores in the area of New York. But you can not underestimate the giant Spanish. Inditex has announced that is considering going public [9] and sent to Zara to conquer the New World is only a matter of time. " Zara has been one of the companies surveyed by David Bovet and Joseph Martha, both vice presidents of Mercer Management Consulting, to write a book entitled "Value Nets: Breaking the Supply Chain to Unlock Hidden Profits" [10] . The authors say: "The standard supply chain can not deliver customized products quickly and reliably. Even using the systems "just-in-time" only provides standard products and a service like most at the lowest cost possible. In a network of value and customer preferences are transmitted to all associated suppliers, working to supply components such as the demand for the company, another provider, or sometimes, the client directly. In the center of this network is the company (Zara in this case) that coordinates these activities by providing continuous updates to all participants; for their efforts, the company captures and appropriates a portion of the value created. Zara, a Spanish clothing retailer, produces "fashion for the masses" of young urban and modern, is organized so that in less than two weeks turns designs into products placed on the pegs of their tents. The result of this high-speed operation is that customers are long queues at the stores in the days of receipt of new merchandise. Value networks also contribute to creating powerful brands. Concrete is concrete only, but the company Cemex mejicana offers something more valuable. Cemex has optimized its network of plants and mixer trucks and satellite connected. The Company guarantees the delivery of

concrete in less than twenty minutes after receiving the request, a guarantee so uncommon in the industry that has helped Cemex is a great brand. Even so undifferentiated products such as concrete can delight customers if they adapt to their preferences and if the delivery is fast, reliable and comfortable " [11]

The these authors have given an interview to the American magazine "Fast Company" for August 2000.En it proposiones define the following five:

Proposition 1 .- Your only option is to provide its customers a range of smarter options. The expectations of customers are erupting. Today, almost every product we customized on the spot and surrounded by comfortable amenities. No need to listen very deeply to hear what customers expect, even in traditional companies, "Why I can not buy a car in the same way I buy a PC? Why it takes two months to design and assemble the furniture in my new office? Why do I have to deal with four vendors to solve a single problem in my company? " The winning companies in this environment are those with organizational designs that begin and end with the customer. In short, everything is a matter of choice: customers want products and services that meet their individual needs and business need to know how to provide quickly these options.

Proposition 2 .- Faster is better as long as customers pay the rate. We all know that customers are demanding products faster. What is speed? It means instant gratification and high-speed responses. You may receive during the night an urgent document, or resolved in the right place at the time of the incident a claim with the insurance company. You may also be to produce on the shelves of trendy clothing stores a week of having been designed. This is the reason why we find so attractive Zara, a Spanish clothing retailer with style. In the clothing sector is known to exist inventories at all levels of the chain serve as a "buffer" because they have to forecast changes in fashion several months before the clothes come to exhibitors from the shops. A wrong estimate can mean a strategic disaster. The term of Zara can get their fashion designs from the drawing board to the retail store is between 10 and 15 days. It does this using systems that effectively link customers with production and distribution divisions of the Company. The store employees capture the consumer feedback on designs and colors and transmitted electronically to Zara's designers, who do not stop traveling and visiting public places to detect new trends. A few days later, the new designs are distributed to a network of small workshops subcontracted in northern Spain. Zara can often supply their stores and that not have to wait for their clothes are cut in the Far East and sewn in different countries. Speed is important but it is also important to be fast to the right customers. Must be investigated to know not only what customers want, but the profitability for companies of different types of customers. If they are not willing to pay the rate they should not be provided. [Ultimately, and as we argue below, companies need to decide, among other issues, the customers who want to serve]

Proposition 3 .- You can do the right thing without having to do everything.

We propose some basic rules for subcontracting. Control touchpoints with customers (orders, delivery and service) have the information, knowledge and relationships, not transactions; maintain control analytic relationship building, have the skills to manage business-partner relationship. We must also ensure that we are outsourcing for good reason. In the past, outsourcing was decided based on cost analysis. It is now more important than speed. Does the company you hired the ability to bring to market, quickly, your products?.

Proposition 4 .- Treat your suppliers as partners. Until recently companies were reluctant to share information with their suppliers. Sometimes, even their relations were confrontational. If suppliers were trying to raise their prices, buyers trying to "fracture the knees." In a value network, firms need long-term relationships and one of the requirements is that they share part of the information. If we treat our suppliers as enemies, never create a great company.

Proposition 5 .- Find out what customers demand, "super-service" and "perfect orders" We define the "super-service" as a quantum leap in performance in areas that customers consider critical. The super-service can take different forms but the two most important features are fast delivery and reliable delivery. Clients expect what we call "perfect orders." How is a perfect order? If submitted complete and on time, if you reach the place requested by the customer, within a precise time frame and in perfect condition ready for use. Super-service also means having the flexibility to meet last minute changes requested by customers, maintaining the same level of service.