By Dirk Seifert

Collaborative making plans, Forecasting, and Replenishment - another way referred to as CPFR - is a progressive provide chain administration strategy that is been tailored via businesses like Wal-Mart, Pillsbury, and Procter and Gamble. This e-book collects contributions through the key specialists within the box to supply readers with a first-hand creation.

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Extra info for Collaborative Planning, Forecasting, and Replenishment: How to Create a Supply Chain Advantage

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The IT companies SAP and Manugistics and the consulting firm Benchmarking Partners (now Surgency) supported the project with their particular know-how. The group defined Collaborative Forecasting and Replenishment (CFAR, the predecessor of CPFR), a process intended to reduce inventories across the supply chain. CFAR allowed comparisons of the sales and order forecasts of each trading partner and made visible any forecast differences early enough for the partners to resolve them. The CFAR model was first applied to Listerine mouthwash products supplied by Warner-Lambert.

S         . Company Mission Financial and Marketing Objectives Marketing Strategy Grocery/Dairy/Frozen Category Business Plans Product Supply Strategy Perishables Category Business Plans Supplier Relationship Strategy Health & Beauty Care Category Business Plans S: Roland Berger & Partner/The Partnering Group. Specialty Departments Category Business Plans ECR—Collaboration Field Marketing: Category Management 15 process where we take any category and break it down based on the consumer decision process.

13. T       . Category Tactics Category Role Destination Assortment Complete variety • Best variety in market • Subcategories • Premium brands Preferred • • • • Broad variety— competitive in market Major brands Subcategories Major SKUs Private level Shelf Presentation Pricing Promotion Prime store location • High traffic • High exposure time • High space allocation Leadership • Best value (per unit of use) • • • High level of activity High frequency Multiple vehicles Customized Average store location • High frequency • High space allocation Competitive— consistent • Equal to competition (per unit use) • Major components of category Average level of activity • Average frequency • Average duration • Multiple vehicles Seasonal/ Occasional Timely variety • Changing suppliers • Subcategories • Changing themes Good store location • High traffic • Average space allocation Competitive— seasonally • Close to competition • Some components of category Seasonal/timely • Multiple vehicles • In-store activities (promotion teams) Convenience Select variety • Relevant brands Available store location • Low space allocation Acceptable • Within 15% of competition (per unit use) Low level of activity • Selected vehicles S: Roland Berger & Partner/The Partnering Group.

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