Collaborative supply chain management: the most promising practice for building efficient and sustainable supply chains (original) (raw)
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Collaborative planning, forecasting and replenishment: demand planning in supply chain management
International Journal of Information Technology and Management, 2008
Recognizing the value of information sharing among supply chain partners, a growing number of firms have expressed keen interest in jointly creating customer demand, managing business functions and leveraging the strength of their supply chain partners. In particular, such interest sparked the rapid development and implementation of collaborative planning, forecasting and replenishment (CPFR) that was proven to be successful in minimizing safety stocks, improving order fill rates, increasing sales, and reducing customer response time. Despite increasing popularity, key drivers for the successful development and implementation of CPFR have not been fully understood by practitioners and academicians alike. This paper unveils the invisible challenges and opportunities for adopting and implementing CPFR. Also, it provides an overview of CPFR in comparison to other alternative forecasting techniques such as agent-based forecasting and focus forecasting, while synthesizing the past evolutions and future trends of CPFR in a supply chain setting.
European Management Journal, 2005
Collaboration in the supply chain has been widely discussed, and a wealth of concepts is at hand. Large-scale projects like the Efficient Consumer Response (ECR) in the fast moving consumer goods sector, for example, or Vendor Managed Inventory (VMI) and Collaborative Planning, Forecasting and Replenishment (CPFR) initiatives more generally provide a rich continuum of strategies for collaborating amongst supply chain partners. While individual successful implementations of the latter have already been reported, there has not yet been the widespread adoption that was originally hoped for. In our research, we looked at implementations across several industries and countries, and our findings show that the slow progress to date may be due to a lack of common understanding of these concepts, and the difficulty of integrating external collaboration with internal production and inventory control. In this paper, we set out to classify collaboration initiatives using a conceptual water-tank analogy, and discuss their dynamic behavior and key characteristics. We draw upon case studies from both successful and less successful implementations to illustrate what companies need to do to fully benefit from their collaborative efforts, given their particular circumstances. We conclude that the effectiveness of supply chain collaboration relies upon two factors: the level to which it integrates internal and external operations, and the level to which the efforts are aligned to the supply chain settings in terms of the geographical dispersion, the demand pattern, and the product characteristics.
The challenge faced by supplier companies in the grocery supply chain for implementing collaborative planning, forecasting and replenishment (CPFR) is how to get the retailer to forecast, especially when it has not been necessary before. In this paper a solution that would allow collaboration on a wide scale is presented. The forecasting approach is called``rank and share'' and uses input from the retailer's existing planning process ± the category management process. The benefit of using category management as the basis is that the retailer can scale up collaboration with a large number of suppliers without increasing planning resources. For the supplier the benefit is point of sales forecasts at the time of the assortment decision. To support this collaborative forecasting process there is a need for more robust replenishment solutions, new measures to illustrate benefits, and for a distributed planning architecture and software. Potential solutions for these are also discussed in the paper.
Supply chain management: a framework to characterize the collaborative strategies
International Journal of …, 2008
The current intense competition forces enterprises to pay attention to supply chain collaboration with their upstream and downstream partners. Different collaborative strategies such as Quick Response (QR), Efficient Consumer Response (ECR), Vendor Managed Inventory (VMI) or Collaborative Planning, Forecasting and Replenishment (CPFR) have been already proposed. The key to ensuring that the supply chain partners are progressing on the right track of creating the best-in-class practice lays on their ability to choose the appropriate strategy. The current paper proposes a framework, based on analysis grids and graphical representations, which help better characterizing these strategies. The analysis grids use several characterization criteria to express the collaboration nature and its extent. For a better understanding, this framework is then applied to the CPFR strategy.
Collaborative planning, forecasting, and replenishment: how to create a supply chain advantage
2003
The challenge faced by supplier companies in the grocery supply chain for implementing collaborative planning, forecasting and replenishment (CPFR) is how to get the retailer to forecast, especially when it has not been necessary before. In this paper a solution that would allow collaboration on a wide scale is presented. The forecasting approach is called``rank and share'' and uses input from the retailer's existing planning process ± the category management process. The benefit of using category management as the basis is that the retailer can scale up collaboration with a large number of suppliers without increasing planning resources. For the supplier the benefit is point of sales forecasts at the time of the assortment decision. To support this collaborative forecasting process there is a need for more robust replenishment solutions, new measures to illustrate benefits, and for a distributed planning architecture and software. Potential solutions for these are also discussed in the paper.
A framework for Collaborative Planning, Forecasting and Replenishment (CPFR)
Journal of Enterprise Information Management, 2015
Purpose – Although many papers purport the significant value attributable to supply chain performance from the use of Collaborative Planning, Forecasting and Replenishment (CPFR), the question of “what are the main constructs and efficient framework for successful implementation of CPFR?” remains largely unanswered. This question will be addressed by identifying and analysing the main constructs for successful implementation of CPFR. The purpose of this paper is to attempt first to seek answers to this question. Second, to review the scope and value of CPFR using a devised state-of-the-art taxonomy for the classification of selected bibliographical references and third, to develop a conceptual framework by identifying areas which need more research. Design/methodology/approach – The method underlying this paper followed the steps of a systematic literature review process outlined by Soni and Kodali (2011). The review is based on a total of 93 papers published from 1998 to 2013 on CP...
A multidisciplinary review of collaborative supply chain planning
2009
Supply chains are networks of loosely coupled business units characterized by distinct, yet mutually interdependent, planning decision domains. Such networks are generally managed hierarchically through the central and aggregated control of a corporate business planning unit, or through a cascade process referred to as upstream planning. In order to improve the limitations of such hierarchical planning methods, several projects initiated in different research domains have proposed various extensions and alternatives. This paper aims at analyzing this research literature using a framework that systematically investigates their coordination process, their local decision making ability and their advanced planning tools. This paper concludes with a discussion of the complementarities of the two main methodological domains that underlie these supply chain coordination systems (i.e., operations research and agent technology).
Next Big Thing: Collaborative Planning Tools accelerating Supply Chain Management
Journal of Management and Science
The purpose of this research is to study the impact of collaborative planning tools on supply chain management. Method adopted in this study is to conduct a review of different surveys, case studies, paper and articles collected from authentic resources. The outcome of the review is a table indicating the “name of references” and relevant “drivers”.
A framework for collaborative supply chain: Level 1 - planning for redesign
The 7th International Conference on Computer Supported Cooperative Work in Design
In improving the competitiveness of business organisations in the 21" century, minimising cost and increasing productivity are no longer factors that can promise success. The changes in cusfomer trends which are focuring more on product or service customisation, high quality and short delivery times are additional crucial factors that organisations should be aware of: These factors have direct impact on how the management can make a decision in utilising the capabiliw of its Supply Chain Management (SCM). The intention of the paper is to promote the utilisation of a Knowledge-Based System (KBS) in identiBing organisations current position and evaluate the business process of an existing SCM in order to shiji its environment and focus to become collaborative SCM. A model for collaborotive SCM is currently being developed by the authors and will be used in the next stage of the research.
Framework of Collaborative Supply Chain Strategies
This paper concerns a comparison between different Collaborative Supply Chain Strategies (CSCS). After a study of some CSCS (as CRP, VMI and CPFR) and classification methodologies, the paper suggests a new framework based on a detailed comparison grid. For a better understanding, this framework is then applied to the CPFR CSCS context and permitted the projection of the CPFR processes according to some used criteria (decision level and frequency, collaboration nature and extent, etc…). It also showed how these processes are covered according to the configuration of the studied supply chain.