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有效率的物流配送連續補貨系統案例-寶僑家品主題•ECR是什麼•為什麼需要ECR•ECR的組成•ECR組織及工作流程改變•CRP是什麼•CRP的基本要求•CRP的基本概念•CRP的實例與心得1990年代一個劇烈變革的年代.精明的消費者要求:給我更高價值的產品!其餘免談.那些是這次變革的先驅?全球性策略–萬客隆(METRO/MAKRO):遍佈全球28個國家(歐洲,亞洲和拉丁美洲)–威名百貨(WAL-MART):美國,墨西哥,加拿大,拉丁美洲和亞洲–家樂福(CARREFOUR):歐洲,拉丁美洲和亞洲–牛奶集團(DAIRYFARM):遍佈全球12個國家(亞洲和歐洲)主要驅動因素:規模和技術瞬息萬變的消費者習慣–價值,便利,新奇,選擇訊亞洲:跨國性大型連鎖零售商1990:13個跨國性大型連鎖零售商分佈於9個亞洲國家1995:19個跨國性大型連鎖零售商分佈於13個亞洲國家為什麼僅有部份新興大型零售商會贏得市場?1它們策略的核心效率.它們運用在規模,系統,管理,供應商連結和觀念上的效率優勢來改進整體商店及消費者的價值.2它們的心目中將消費者置於首位.它們專注於所有能夠帶給消費者利益的事物,並藉由商店的有效管理進而建立消費者的忠誠和價值.3供應商是它們策略性的合作夥伴.它們並不孜孜於與供應商的交易條件.相對的,它們著重於尋求和供應商之間供應鏈系統整體效率的改進,並進而轉換成消費者層次的價值提昇.4它們建立了商店的忠誠度,而此一忠誠度係奠基於提供給消費者一種無遠彿界的,強烈的,高價值而產生的正面印象.全球性和區域性的曝光更加深其全球性印象.新課題面臨一個數量較少卻更強大的競爭對手環伺的競爭環境零售商必需透過提高效率,技術能力,將節省的成本回饋給消費者(更低廉的售價)來建立消費者忠誠才能創造利潤零售商需建立與供應商之間的夥伴關係,以滿足消費者需求下列兩大主題是零售商必需尋求解決的:供給面-效率化的供應鏈(補貨,產品組合)需求面-效率化的商品化(產品組合,促銷活動,新品上市)MassDrugClubGroceryMerch.StoreStoreGrossMargin25.3%25.0%28.0%11.0%OperatingExp21.8%17.5%24.0%7.5%Operating3.5%7.5%4.0%3.5%MarginOperatingEfficiencyinAlternateChannelsCreatesIssuesforSmallerOutletsU.S.CHANNELOPERATINGINCOMEHELPISONTHEWAY!台灣零售通路的演變:小雜貨店1940's百貨公司1950's專業超市1980's1990's•小型商店(雜貨店)營業總額的佔比:1990=70%1996=30%•未來,所有的成長將侷限在新興的通路上.大型購物中心.量販店•環境:–許多小型商店(含便利商店)–數量不多,競爭力強大的零售商和大盤商•競爭優勢所在:–零售商:»合理(價值的)定價»與供應商形成策略聯盟»效率化的消費者回應(ECR)–供應商:»策略性的客戶管理»依據效率化所訂定的交易條件»強勢(高迴轉)商(單)品»效率化的消費者回應(ECR)通路組成•環境:–規模小,為數眾多的零售商–數量不多且不建全的大盤商–逐漸壯大的超市•競爭優勢所在:–零售商:»價格»各店的配送–供應商:»價格»店內促銷»新產品»其它交易條件過去未來DecliningRelativeEfficiencyofIndustry•EfficiencyofAlternateChannelsFlatEconomy/MoreRetailSpace•MorePressureonPricesSystemsaccessandintegration•Acrosssupplychain•AllowseasiercooperationWhyECR?Growingconcernthatthetraditionalgrocerysupplychainisjustnotworkingright.SoundsalotlikeTaiwan...right?ECRisanindustrystrategyinwhichdistributorsandsuppliersworktogethertodeliverbetterconsumervalue.WhatIsECR(SupplyChainManagement)?ECROUTCOME:Efficient&EffectiveProduct-Assortment-Introduction-Replenishment-PromotionsLogisticsCategoryManagementActivityBasedCosting(ABC)MeetingConsumerNeedsECRSupplyChainManagementStrategies•EfficientStoreAssortment•EfficientReplenishment•EfficientPromotion/Pricing•EfficientProductIntroductionsSTRATEGIESOBJECTIVESOptimizetheproductivityofinventoriesandstorespaceattheconsumerinterfaceOptimizetimeandcostinthereplenishmentsystemMaximizethetotalsystemefficiencyoftradeandconsumerpromotionandpricingMaximizetheeffectivenessofnewproductdevelopmentandintroductionactivitiesProducesSavingsECR(Supplyside)Flowsof:ProductMoneyInformationLet’sStartwiththeSupplySidePOST-ECRSUPPLYCHAINSMOOTH,CONTINUALPRODUCTFLOWMATCHEDTOCONSUMPTIONSUPPLIERCONSUMERSDISTRIBUTORRETAILERTIMELY,ACCURATEPAPERLESSINFORMATIONFLOWPRE-ECRSUPPLYCHAINSUPPLIERCONSUMERSDISTRIBUTORRETAILERPRODUCTFLOWDEMANDFLOWWORLWIDESUPPLYCHAININEFFICIENCIES10%OfSales$100Billion}•Unnecessarybusinesspractices•40%ofinventorynotrequiredWherearetheCosts?OrderAcquisitionVendorRefillManualOrderEDIDataIntegrityOrderConfigurationEachesInnersCartonsLayersUnitLoadsSlipSheetsPalletsFreight,TransportandReceivingSmallloadsFulltrucksCustomerPickupASNReceivingTimePayment#ofInvoicesClaimsEFTCashFlow條碼在物流上的應用•分貨及驗貨•ASN•收貨•銷貨及庫存管理以作為連續補貨之參考•接駁式轉運•盤點AsManufacturersAreGettingMORE……..OR…(有效率的管理大量)1.Store’ssendPOSdatatotheirHQ(EDI)2.CustomergeneratesJITPO,sendsviaEDIPaperlessSystemFutureVision:3.SupplierShipsproduct&sendsASN(EDI)4.SuppliersendsinvoiceviaEDI7.BankClearsfunds6.FEDIpaymenttoSupplier’sbank5.CustomerreceivesProduct&EDIASN&invoice8.SupplierreceivespaymentviaFEDIValueConsumerMakesChoicesCategoryManagement=(DemandSide)onResourceUseProducesSavingsECR(Supplyside)Flowsof:ProductMoneyInformation•Thinkofallthethingswedotoconfuseourcustomersandconsumers...•WecanmaximizethesupplysidebenefitsofECR,bycreatingatransparentdemandenvironmentPracticalApproachtousingECRtoimproveInventory,timeandCost2topicsIwouldlikeyoutoconsider...ARealLifeExample.....CreatingaTransparentPurchasingEnvironmentforourCustomersandOurConsumers•BrandA.....(namesandamountschangedtoprotecttheinnocent)•Allowancesdeployedasshorttermcasedeals–20%non-promoted–20%promotedat$2.00percase–60%Promotedat$6.00percase•Truthwas,mybudgetsetat$4.00percase•Systemwassetuptoinsureweneveroverspentthebudget,andweneverdid!!!Soherewasthesituation...•I’mtryingtospend$4.00percasetogrowthebrand,andI’mnotspendingitefficiently.•MySalespeopleandourCustomersarefightingoverforwardbuyand%ondeal•Ourcustomersinventoriesaregoingupwithforwardbuyproduct•Andourplantiseitherrunningovertimeorthey’rewashingthefloors•Andthebusinessisreallygoingnowhere–SO...ValuePricing...•Step1-Createatransparentpurchaseenvironmentforourcustomers.–Weletfolksknowhowourallowanceswork–Eliminatingshorttermcasedeals•Step2-Createatransparentpurchaseenvironmentforourconsumers.–NarrowthespreadbetweenregularandpromotedretailpricesECR計分卡品類管理30%產品補貨系統30%促銷活動20%產品組合10%新品上市10%係依據ECR的四大工作和品類管理而來每一部份均有評量標準最高為1000分累計每一部份的積分得出總分每一部份的比重係依據其所創造的貢獻每一項均由0~10分來評量每一評量標準均被加權•透明化•促進真正的效率並分辨那些是無效率的•信任•供應商與零售商必需成為一種伙伴關係•資訊共享,而非只作表面功夫•消費者導向•共同努力來創造需求•全方位的合作•管理整個系統,而非侷限於變更成本或收益上ECR的基本需求:Whatw