Verfügbarkeit: Collaborative planning, forecasting, and replenishment

Collaborative planning, forecasting, and replenishment: how to create a supply chain advantage

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Format:	Buch
Sprache:	English
Veröffentlicht:	New York [u.a.] AMACOM 2003
Schlagworte:	Logistique (Organisation) Business logistics Supply Chain Management Netzwerk ECR > Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XX, 411 S. Ill.
ISBN:	081447182X

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adam_text	Table of Contents Foreword of the VICS CPFR Соммггтее xiii Rita Matzian, cochait VICS CPFR, Metro AC Jim McLaugklin, cochair VICS CPFR, Guette Joseph С Anâraski, vice chair VICS CPFRX seniûr vice president, OMI International Preface xv 1 EFHCIENT CONSUMER RESPONSE AS THE OKIGIM OF CPFR 1 Prof. Dr. Dirk Seifert, Hawurd Business School ani University of Massachusetts 1.1 The Goals and Tasks of the ЕСЖ Concept 3 1.2 in the Supply Chad» Table of Contents 1.3 ECR — Collaboration Field Logistics: Supply Chain Management 7 1.3.1 The Implementation of Supply Chain Planning 7 1.3.2 The Goals of Retailers and Manufacturers Bound to Supply Chain Management 7 1.3.3 The Cost Savings Potential of Supply Chain Management 8 1.4 ECR — Collaboration Field Marketing: Category Management 11 1.4.1 The Goals of Retailers and Manufacturers Bound to Category Management 11 1.4.2 The Nine-Step Category Management Planning Process 11 1.4.3 The Management of Categories as Strategic Business Units 21 2 THE CPFR CONCEPT 27 2.1 The CPFR Value Proposition 27 Prof. Dr. Dirk Seifert, Harvard Business School and University of Massachusetts 2.1.1 Integration of CPFR in the ECR Concept 27 2.1.2 The Birth of CPFR: Wal-Mart and Wamer-Lambert s First Pilot 30 2.1.3 Institutions and Organizations of CPFR Development 31 2.1.4 The CPFR Process Model 34 2.1.5 CPFR and Vake Creation 40 2.2 Sales and Order Forecasts in the CPFR Process for Retail 41 Prof. Dr. Gerhard Artninger, University of Wuppertal ani SAF-AG 2.2.1 Integrated Demand and Supply Chain Management 42 2.2.2 Sales Forecasts for Stores, Distribution Centers, and the CPFR Process 46 2.2.3 Order Building and Forecast 53 2.2.4 Issues in Practical Implementation 55 2.3 CPFR Embrgbs as the Next Movement in Supply Chain Management 56 Joseph C. ЛнагаѕШ, VtCS CPFR ma ОЈМГ International 2.3.1 Studies Reveal Supply Chain Management Benefits — Opportunities and a Path Forwaxd 57 2.3.2 Progressing Beyond Supply Chain Management 59 Table of Contents 2.3.3 CPFR as a Change Agent 61 2.3.4 Industry Standards Are Critical 63 2.3.5 CPFR Addresses Several Key Pain Points 65 2.3.6 Implementation and Payback Can Be Quick 66 2.4 CPFR — Status and Perspectives: Key Results of a CPPR Survey est the Consumer Goods Sector and Updates 70 Julie Fraser, Industry Diredions Inc. 2.4.1 Survey Background 70 2.4.2 CPFR: The Next Wave 73 2.4.3 Proven CPFR Benefits 74 2.4.4 Performance and Challenges 77 2.4.5 Leveraging Diverse Initiatives and Systems 80 2.4.6 Sharing the Knowledge 84 2.4.7 CPFR Implementation 86 3 CPFR IN NORTH AMERICA 95 3.1 Major Trends in North American CPFR Adoption 95 Thomas H. Friedman and Greg Belkin, MoonWatch Media Inc. 3.1.1 Collaboration Means Restructuring Supply Chain Processes 95 3.1.2 Scalable CPFR Requires Incremental Development 98 3.1.3 The Power of One 100 3.1.4 CPFR Optimization Requires Order Forecasts 102 3.1.5 Collaborative Efforts Drive B2B Exchanges 104 3.1.6 Case Study: Wal-Mart Initiates CPFR with Sara Lee 106 3.1.7 Case Study: Schering-Plough Reinforces Collaborative Trading Practices Í08 3.2 Consumer-Centric CPPR 111 Lawrettce E. Fentietl, Wal-Mart Stares 3.2.1 Current Retail Environment and Looking Forward Five Years 111 3.2.2 It s Time to Crack the Boob 116 3.2.3 Defining CPFR 118 3.2.4 How Do You Get Started? 120 3.2.5 What Are the Obstacles? 120 3.2.6 Where Do You Go from Here? 121 3.3 CPFR. — Views ämbBxserisnces at Safeway 122 Ctmstopha A. Braif, Safeway 3.3.1 CPFR ís Aboat Communication 123 Table of Contents 3.3.2 The Application of CPFR at Safeway 123 3.3.3 Implementation Issues 125 3.3.4 Suppliers Change Their Existing Processes 126 3.4 CPFR Implementation at Ace Hardware and Manco 127 Brian Bostock, Manco Fred Baumann, JDA Software Scott Smith, Асе Hardware 3.4.1 Primary Business Challenge 127 3.4.2 The Role of New and Standardized Techniques 129 3.4.3 Benefits Realized 134 3.4.4 Level of Difficulty—Challenges to Be Addressed 136 3.5 CPFR Implementation at Canadian Тше and GlobalNetXchange (GNX) 140 Geoffrey S. Frodsham, Canadian Tire Corporation Nick]. Miller, GlobalNetXchange Laura A. Mooney, Manugistics 3.5.1 What Is Driving CPFR? 141 3.5.2 Technology Enabling CPFR 146 3.5.3 Merging of Optimization and Collaboration 150 3.5.4 The Use of CPFR at Canadian Tire 152 3.5.5 The Use of CPFR at GNX 159 3.5.6 GNX Client Results: Metro AG and Procter & Gamble 160 3.6 The Power op Standards-Based Collaboration — The Uniform Code Council apto CPFR 162 Joseph C. Andraski, VICS CPFR and ОМІ International Michael E. Di Yeso, Uniform Code Council 3.6.1 Standards; The Foundation for Collaboration 163 3.6.2 Standards: Critical for Business Innovation 164 3.6.3 Collaboration: The New Culture of Business 165 3.6.4 The EAN-UCC System: Gateway to CPFR Global Adoption 166 3.6.5 Data Synchronization: Essential for Accurate Data Exchange 167 3.6.6 CPFR in Action 169 3.6.7 Standards, Collaboration, and Communication: Formula for Supply Chain Success 171 4 CPFR IM EUROPE 173 4.1 CPFR: Ready to Take Gpfm Europe 173 Pnf. Dr. Dirk Seifert, Harvard Business Saud aai University of Massachusetts 4ЛЛ Major Differences Between the United States and Europe 173 Table of Contents Lx 4.1.2 ECR Europe as a CPFR Pacemaker in Europe 174 4.1.3 CPFR Gets Rolling in Europe 175 4.2 Results of a CPFR Study in Europe 176 M/s Weisphal, IDS Scheer AG and University of Hamburg/Germany Prof. Dr. Wilhelm Pfähler, University of Hamburg/Germany Dr. Ferri Abolhassan, IDS Scheer AG 4.2.1 Data Basis of the Study 177 4.2.2 Which Strategies Are Companies Following with CPFR? 185 4.2.3 Influence of CPFR on the Prevailing Competitive Situation in Industry 192 4.2.4 Internal Reorganization Due to CPFR 198 4.2.5 Prospects 202 4.3 CPFR in Germany, Austria, and Switzerland 203 Saskia Treeck, Centrale für Coorganisation (CCG) Michael Seishoff, Centrale für Coorganisation (CCG) 4.3.1 ECR D-A-CH—The Platform for CPFR in German-Speaking Countries 203 4.3.2 The Necessity of a CPFR Management Paper for the German- Speaking Market 205 4.3.3 ECR Concept — CPFR Business Model 206 4.3.4 Sales Forecast 208 4.3.5 Conclusion 214 4.4 CPFR Implementation at dm-drogebie markt and Henkel in Germany 215 Gunter Baumgart, Henkel Dr. Birgit Ester, dm-drogerie markt Christian Schick, dm-drogerie markt 4.4.1 Development of the Collaboration Between Henkel and dm-drogerie markt 215 4.4.2 CPFR as a Further Step in the joint Business Process 219 4.4.3 The Start of the CPFR Pilot 220 4.4.4 Experiences from the Pilot Project and a Perspective on CPFR 224 4.5 CPFR, Implementation at dm-drogerie markt and Procter & Gamble în Germany 22§ Ckristiđti Schick, dm-drogerie tmrkt Peter Hambmh, Pnaer & Gamble 4.5.1 Front-End Agreement 226 Table of Contents 4.5.2 Joint Business Plan 229 4.5.3 Exchange of Forecasts and Management of Critical Exceptions 230 4.5.4 Order Generation 233 4.5.5 CPFR — A Learning Process: Evaluation of Test Results 233 4.6 CPFR Implementation at Londisenf Great Britain 234 Donald P. BrenchkffJDA Software 4.6.1 The Business Problem and How It Was Solved 234 4.6.2 Advantages for Suppliers 236 4.6.3 Advantages for Londis 236 4.6.4 Advantages for the Consumer 237 4.6.5 Conclusion and Perspective 237 4.7 CPFR Implementation ät Henkel Spain 239 Sergio Duque, Henkel Spain Esteban Gatńga, Henhel Spain Hans Teuscher, Aaenture Spain 4.7.1 New Demand-Planning System 241 4.7.2 CPFR Pilot—Henkel and Eroski 249 4.7.3 Development of a CPFR Business Case 252 4.7.4 CPFR Pilot—Henkel and Condis 260 4.8 CPFR— Views and Experiences at Procter & Gamble 265 Peter НатЬшк, Prođer & Gamble 4.8.1 The Objective of CPFR 266 4.8.2 Collaboration Through the Entire Supply Chain at Procter & Gamble 275 4.8.3 CPFR with Retail Organizations 275 4.8.4 CPFR with Suppliers 280 4.8.5 Experience at Procter & Gamble vdth Pilot Projects 281 5 CPFR PERSPECTIVES AND RjOADS TO IMPLEMENTATION 283 5.1 Migration to Value Chain Collaboration Through CPFR 283 Reherí Bruce, VCC Associates Ron Inland, VCC Associates 5.1.1 Key Attributes of Successi«! CPFR Management 284 5.1.2 Trading Partner Relationsbip Maaageiaeat 286 Table of Contents 5.1.3 Four Foundational Strategies 288 5.1.4 Starting the Journey with CPFR — Nine Critical Steps 290 5.1.5 Moving Toward Strategic Transformation 296 5.2 Integrating Collaborative Transportation Management and CPFR — A Proposed Process and Tactics for Managing the Broader Supply Chain Collaboration 297 Prof. Dr. Daum M. Russell, The Stneal College of Business Administration, The Pennsylvania State University 5.2.1 Integrating CTM and CPFR 298 5.2.2 CTM Benefits Realized 299 5.2.3 Proposed Process Integration of CTM and CPFR 300 5.2.4 Managerial Tactics for Sucessfol Implementation of Collaborative Processes 301 5.3 The Foundation Is in Place — It Is Time to Transform 307 Ralph W. Dray er, Supply Chain Itisights, formerly of Procter & Gamble 5.3.1 The Quiet Revolution 307 5.3.2 The Foundation 308 5.3.3 The Opportunity 309 5.3.4 The Challenge 311 5.4 Avoiding CPFR Pitfalls in the Consumer Goods Industry 312 Daren K. FairfieU, Accentine 5.4.1 Pitffl #1: CPFR Is Far Too Cumbersome to Execute Effectively 315 5.4.2 Pit&ll #2: CPFR Requires АЙ Nine Steps of the VICS Model 318 5.4.3 Pitfall #3: CPFR Is Sharing Data with My Trading Partner, So I Am Collaborating 320 5.4.4 Pit&ll #4: CPFR Is Only Valid if Done at Scale, with All My Trading Partners and Items 322 5.4.5 Pitfall #5: CPFR Has No ROI, Since I Cannot Direedy Quantify the Benefits 326 5.5 Virtually Vertical5*1: A Supply Chain Model for the Collaboration Era 331 Jeffrey B, Stieiy, Kurt Salmon Associates Mattkeut F. Kate, Kurt Salmon Associates 5.5.1 From Pilot to Practice 332 5.5.2 The Truth About Technology 333 xii Table of Contents 5.5.3 Thinking Beyond the Organization 336 5.5.4 Building a Truly Collaborative Supply Chain 338 5.5.5 Opportunity Unveiled 342 5.5.6 Redefining Supply Chain Processes 343 5.6 On the Road to the Network. Economy — Developing an E-Transformation Roadmap for Profitable Growth in the Consumer Goods Industry 348 Christian Koch, SAP AG Or. Gerhard Hausruckinger, Roland Berger Strategy Consultants 5.6.1 The Innovative Context 349 5.6.2 Developing a Master Roadmap for the Consumer Goods Industry 351 5.6.3 Roadmap Content 352 5.6.4 Roadmap Application Model 360 5.6.5 Prospecte 361 Bibliography 363 Contributing Authors 385 Index 399 About the Editor 411
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title	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage
title_auth	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage
title_exact_search	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage
title_full	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage Dirk Seifert
title_fullStr	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage Dirk Seifert
title_full_unstemmed	Collaborative planning, forecasting, and replenishment how to create a supply chain advantage Dirk Seifert
title_short	Collaborative planning, forecasting, and replenishment
title_sort	collaborative planning forecasting and replenishment how to create a supply chain advantage
title_sub	how to create a supply chain advantage
topic	Logistique (Organisation) Business logistics Supply Chain Management (DE-588)4684051-5 gnd Netzwerk (DE-588)4171529-9 gnd ECR Management (DE-588)4456325-5 gnd
topic_facet	Logistique (Organisation) Business logistics Supply Chain Management Netzwerk ECR Management
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