Given the expansion plans and the strategies pursue by Zara in its supply chain processes, several positive aspects can be marked as effective models for different firms in the operations level. Zara choose markets that are not only can expand in it but also that are compatible with its strategic plans; for example Inditex excluded the United States markets despite the fact it is active market, which is achieve its plans by entering new markets even if it is limited but still give the minimum margins financially on one hand and a shape the structure of the production on the other hand. In this context, Zara launches limited amount of products into the market to spread a unique culture among its customers to buy at the beginning of the seasons and to pursue a precautions policy to keep inventory relatively little to reduce the holding costs, however; there is a distinctive ability to meet the demands in a maximum period of a week. Another method to reduce the holding costs is to move the items that have not been sold in certain store to other stores or locations to be sold and to avoid the markdown policy. In this context, Zara uses a pricing strategy that is compatible with different target markets or countries Finally, the most prominent strategies in Zara is its ability to create a competitive advantage in the in house-production versus outsourcing whether for one stage or for the all stages in production besides shifting some of the productive sector to other countries in order to take advantage of skilled labor and low wages such as China and the Asian countries in