Reducing the Incidence of Out-Of-Stocks
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Reducing the Incidence of Out-Of-Stocks
- Accenture/ECR Europe, European CPFR Insight, ECR Europe, Brussels, 2000.
MM Decrease cost of goods sold The results from the pilots have shown that CPFR can significantly impact the cost of goods sold. In particular, reductions in inventory, product obsoletes, changeover times and transportation costs can be achieved. Based on an improved forecast accuracy and long-term planning, trading partners are able to reduce inventory levels along the supply chain, stabilise production runs, improve truck fill rates and reduce obsoletes after promotions.
MM Increase sales revenue Reducing the incidence of out-of-stocks at the point of sale (increase in on- shelf availability) improves the service to the consumer and reduces lost sales. Furthermore, the continued availability of the products increases consumer satisfaction and therefore benefits store loyalty for the retailer and the product loyalty for the manufacturer.
SouRCE: ACCENTURE ECR EUROPE
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One of the biggest challenges facing organisations today is the need to respond to ever increasing levels of volatility in demand. For a variety of reasons product and technology life cycles are shortening, competitive pressures force more fre- quent product changes and consumers demand greater variety than ever before. To meet this challenge the organisation needs to focus its efforts upon achiev- ing greater agility such that it can respond in shorter time-frames both in terms of volume change and variety change. In other words it needs to be able to adjust output quickly to match market demand and to switch rapidly from one variant to another. To a truly agile business volatility of demand is not a problem; its proc- esses and organisational structure as well as its supply chain relationships enable it to cope with whatever demands are placed upon it. Agility in the sense of the ability to match supply with demand is not necessar- ily synonymous with ‘leanness’. Much has been written about lean manufacturing – often with reference to the automobile industry.1 The lean approach to manu- facturing seeks to minimise inventory of components and work-in-progress and to move towards a ‘just-in-time’ environment wherever possible. However, while ‘leanness’ may be an element of ‘agility’ in certain circumstances, by itself it will not enable the organisation to meet the precise needs of the customer more rap- idly. Indeed it could be argued that, at least until recently, the automobile industry, for all its leanness, is one of the least agile industries around. Webster’s Dictionary makes the distinction clearly when it defines lean as ‘containing little fat’, whereas agile is defined as ‘nimble’. Agility has many dimensions and the concept applies as much to networks as it does to individual companies. Indeed a key to agile response is the presence of
Creating the responsive supply chain 5
MM Product ‘push’ versus demand ‘pull’
MM The Japanese philosophy
MM The foundations of agility
MM A routemap to responsiveness
agile partners upstream and downstream of the focal firm. Whilst organisations may have internal processes that are capable of rapid response, their agility will still be constrained if they face long replenishment lead times from suppliers, for example. Agility, as we have said, is not synonymous with ‘leanness’ but it can build upon it. Leanness in a sense is about doing more with less. It owes its origins to the Toyota Production System (TPS) and its pre-occupation with the reduction or elimi- nation of waste (muda).2 Lean manufacturing is characterised by ‘level schedules’, i.e. a forward plan to ensure that the use of resources is optimised. The backdrop against which lean thinking originated was the Japanese auto- mobile industry of the 1970s. This was an industrial context typified by the volume manufacture of relatively standard products (i.e. low levels of variety) and a focus on achieving efficiencies in the use of resources and in maximising economies of scale. In this type of situation, i.e. standard products and relatively predictable demand, experience has shown that lean practices work well. However, in market environments where demand is uncertain, the levels of vari- ety are high and consequently volume per stock keeping unit (SKU) is low, then a different response is required. Whilst efficiency is always desirable, in the context of unpredictable demand it may have to take second place to ‘effectiveness’ as the main priority for supply chain management. By effectiveness in this context is meant the ability to respond rapidly to meet the precise needs of an often frag- mented marketplace. In other words, rather than the emphasis being on producing standard products for mass markets ahead of demand, the requirement becomes one of producing multiple product variants (often customised) for much smaller market segments in response to known demand. Figure 5.1 reflects the different contexts in which the ‘lean’ and ‘agile’ para- digms might work best.
Castillo, So Far From God
Chapter 13
- How is the loss of Sofia’s land a symbol, if not a reflection, of what has happened to Chicanos in the U.S.?
- How did she lose it and what did she do about it?
- What was La Loca’s relationship with the Catholic Church, and what about her new-found social consciousness?
- Why did La Loca incur the illness that struck her?
Chapter 14
- In terms of the medical treatment for La Loca, this is where east meets west. Explain.
Chapter 15
- What variation of Holy Friday do we find in this chapter?
- Who was the “Lady in Blue”?
Chapter 16
- What is M.O.M.A.S. and what is its purpose?
- What do you believe are Ana Castillo’s 3 main messages in this book? Present each message, give examples for each and give a one-to-two paragraph argument for each.
1- Present the four levels of analysis, the four ways this book can be analyzed, along with examples from the book of each.
Reducing the Incidence of Out-Of-Stocks
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Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
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The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
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Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
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37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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