Based on original research conducted at the Harvard Business School, Collaborative Planning, Forecasting, and Replenishment gathers the insights and experiences of 38 leading CPFR practitioners from around the world and from a variety of industries, including manufacturers, retailers, consulting companies, and IT-solutions providers. Packed with valuable case studies and insider accounts from some of the most powerful companies using CPFR today - including giants such as Wal-Mart, Safeway, Ace Hardware, and Procter & Gamble.
Seminar paper from the year 2009 in the subject Business economics - Miscellaneous, grade: A, San Diego State University, course: Seminararbeit im MBA Studiengang, language: English, abstract: Today’s business environment is facing more challenges than it has ever faced before. Whether it be globalization, shorter product life cycles, industry-wide consolidations, or the rapid advancements that have been made in information technology – all these factors have contributed to a steady increase in competitive pressure on domestic and foreign markets. In an economy that is increasingly becoming more volatile, organizations find it more difficult to achieve or maintain their competitive advantage. A way of overcoming these challenges and establishing advantages has been through optimization of the supply chain. Initially, these improvement efforts were limited to areas within the organization, such as inventory, quality, or the manufacturing process itself. In the early nineties, however, when the American retail and consumer goods industry was experiencing stagnating revenues and, at the same time, rising costs, an increase in productivity was hardly to be realized. At that time, aggressive pricing policies were seen as the only approach to gain market share, but the consequences, mainly a negative impact on margins and profits, made it an unsustainable business practice (Seifert, 2003). This led the retail industry to recognize that real gains could only be realized through open cooperative partnerships between retailers and manufacturers. As the supply chain improvement initiatives progressed, they began to include collaboration between the manufacturer, its suppliers, and clients. Although collaboration between trading partners was known as an efficient method for improving forecast accuracy, increasing service, and reducing costs, it was not until then that supply chain partners systematically devised processes that would move the information to where it could add value and, thereby, facilitate supply chain coordination. Since then, collaboration has been referred to as the driving force behind effective supply chain management (Horvath, 2001). One of the latest trends in supply chain management, CPFR is advertized by many authors, consultants, and software vendors as one of the most promising practices of collaboration so far (Ireland & Crum, 2005). The purpose of this paper is to examine the validity of this statement. In doing so, it will analyze the success potential associated with CPFR and, based on pilot results, evaluate the benefits and challenges that arise with its implementation.
The chapters cover what instructors want students to know about MIS. Extended Learning Modules (XLM) show students what they can do with MIS. The instructor controls the mix by picking the chapters and XLMs to cover. A contemporary writing style and a wealth of examples engage students like no other MIS text.
"... To sum up, there should be a copy on the bookshelf of all engineers responsible for detailed planning of the Product Delivery Process (PDP). The Editors highlight the impressive gains reported by companies exploiting the potential of coordinating organizational units and integrating information flows and planning efforts along a supply chain. This publication is strong on coordination and planning. It is therefore recommended as an up-to-date source book for these particular aspects of SCM." International Journal of Production Research 2001/Vol. 39/13
Integrates the theory and practices of supply chain management. This book focuses on how to build a competitive supply chain using viable management strategies, operational models, decision-making techniques, and information technology. It also includes initiatives such as e-commerce, collaborative planning, forecasting, and replenishment (CPFR).
How to save your business millions!!! The international expert and author Rob O’Byrne gives his powerful and essential tips and insights based on over 1,200 client assignments across 22 countries. This book shows you how to find the greatest potential for massive savings and increased bottom line. You’ll Learn:* How to access the big ticket items to reduce costs* 5 critical tips on measuring for superior performance* Balancing cost and service for more effective distribution* How to stop inventory investment blow outs* 3 key steps to developing a game winning supply chain strategy* The 5 key steps to improving warehousing effectiveness* Avoiding the stuff that screws your supply chain performance
Effective development and management of a supply chain network is an invaluable source of sustainable advantage in today’s turbulent global marketplace, where demand is difficult to predict and supply chains need to be more flexible as a result. This updated 4th edition of the bestselling Logistics and Supply Chain Management is a clear-headed guide to all the key topics in an integrated approach to supply chains, including: • The link between logistics and customer value. • Logistics and the bottom line measuring costs and performance. • Creating a responsive supply chain. • Managing the global pipeline. • Managing supply chain relationships. • Managing risk in the supply chain. • Matching supply and demand. • Creating a sustainable supply chain. • Product design in the supply chain.
The authors explain how collaborative sourcing can create sustainable competitive advantages, and how world-class procurement teams are managing a portfolio of supplier relationships, from the traditional negotiation to full-fledged collaboration.
