有效率的物流配送连续补货系统案例(ppt)
有效率的物流配送连续补货系统案例-宝侨家品
主题
ECR是什么
为什么需要ECR
ECR的组成
ECR组织及工作流程改变
CRP 是什么
CRP的基本要求
CRP的基本概念
CRP的实例与心得
1990 年代
一个剧烈变革的年代.

精明的消费者要求:给我更高价值的产品! 其余免谈.




面临一个数量较少却更强大的竞争对手环伺的竞争环境
零售商必需透过提高效率,技术能力,将节省的成本回馈给消费者(更低廉的售价)来建立消费者忠诚才能创造利润
零售商需建立与供应商之间的伙伴关系,以满足消费者需求
下列两大主题是零售商必需寻求解决的:
供给面- 效率化的供应链(补货,产品组合)
需求面- 效率化的商品化(产品组合, 促销活动,新品上市)
Operating Efficiency in Alternate Channels Creates Issues for Smaller Outlets




ECR is an industry strategy in which distributors and suppliers work together to deliver better consumer value.



WORLWIDE SUPPLY CHAIN INEFFICIENCIES



Where are the Costs ?

As Manufacturers Are Getting MORE……..
Future Vision:
1. Store’s send POS data
to their HQ (EDI)

 Practical Approach to using ECR to improve Inventory, time and Cost
Think of all the things we do to confuse our customers and consumers...
We can maximize the supply side benefits of ECR, by creating a transparent demand environment
A Real Life Example..... Creating a Transparent Purchasing Environment for our Customers and Our Consumers
Brand A ..... (names and amounts changed to protect the innocent)
Allowances deployed as short term case deals
20% non-promoted
20% promoted at $2.00 per case
60% Promoted at $6.00 per case
Truth was, my budget set at $4.00 per case
System was set up to insure we never overspent the budget , and we never did !!!
So here was the situation...
I'm trying to spend $4.00 per case to grow the brand, and I'm not spending it efficiently.
My Sales people and our Customers are fighting over forward buy and % on deal
Our customers inventories are going up with forward buy product
And our plant is either running overtime or they're washing the floors
And the business is really going nowhere
SO ...
Value Pricing...
Step 1- Create a transparent purchase environment for our customers.
We let folks know how our allowances work
Eliminating short term case deals
Step 2 - Create a transparent purchase environment for our consumers.
Narrow the spread between regular and promoted retail prices

ECR的基本需求:
透明化
促进真正的效率并分辨那些是无效率的
信任
供应商与零售商必需成为一种伙伴关系
资讯共享,而非只作表面功夫
消费者导向
共同努力来创造需求
全方位的合作
管理整个系统,而非局限于变更成本或收益上
What will we do differently?
To achieve all of these benefits we need to make some significant investment ourselves.
Develop new partnerships
Change the organisation internally
Focus on category management
Technology deployment
Major next step in rolling out ECR is category management/ category business planning.
Key to achieving this will be :
internal readiness
customer and category linkage




What will we do differently?

Focus on team objectives, not limited by functions measures

Externally focused; rather than only internally focused

Transparent terms for all customers; no custom-made deal from sales personnel

OLD PARADIGM
LOAD CUSTOMER'S WAREHOUSE CAN INCREASE OUR BUSINESS
BUYING AND SELLING ARE ENEMIES OF EACH OTHER
WE CAN GET BEST RESULTS BY STRENGTHING OUR OWN PART
ORDER TAKING IS SALES KEY WORK
NEW PARADIGM
BUYING AND SELLING WORKS TOGETHER TOWARD CONSUMERS
WE CAN GET BEST RESULTS BY MANAGING WHOLE SUPPLY CHAIN - ORDER FULLFILMENT IS PART OF IT

HOW CRP WORKS

REDUCED INVENTORY
IMPROVED CASH FLOW AND RETURN ON ASSETS
MORE PRODUCTIVE USE OF BUYER TIME
IMPROVED SERVICE LEVEL
VOLUME AND SHARE GROWTH ON P&G BRANDS

IMPROVE PERFECT ORDER RATE
TOTAL DELIVERY COST REDUCTION
REDUCED INVOICE DEDUCTION/CHANGE
MORE PRODUCTIVE USE OF SALES TIME
IMPROVED P&G VOLUME AND SHARE AT THE CUSTOMER


KARS

KARS

The Blue Customer

Capability

Capability

Capability

Capability

Capability



Replenish Appropriate” Quantity


Well, Life is not tough,

NEW CONCEPT

NEW PROCESS

NEW SYTEM
Meet GOAL !
Not Just Matters of Money

Learning
QUESTIONS ??

有效率的物流配送连续补货系统案例(ppt)