The State of Practice in Supply-Chain Management: A Research Perspective

Schwarz, Leroy B.

doi:10.1007/0-387-23392-x_11

Cited by 9 publications

(5 citation statements)

References 20 publications

(15 reference statements)

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“…Successful implementation of CPFR boils down to trading partners setting expectations up front about information sharing and joint activities and then implementing a sequence of common procedures adaptively. Combined with electronic sharing of information over the Internet link, CPFR partners are able to engage in total supply chain visibility and forecasting (Schwarz, 2004).…”

Section: Evolution To Cpfr Arrangementsmentioning

confidence: 99%

“…Collaborative planning, forecasting and replenishment (CPFR) is a new supply chain practice wherein trading partners use information technology (IT) and a standard set of business procedures to learn by combining their intelligence in the planning and fulfilment of customer demand (VICS, 2004). 1 By linking sales and marketing information to supply chain planning and execution processes, CPFR can result in a simultaneous reduction in inventory levels and an increase in sales for both retailers and suppliers (Aviv, 2005;Schwarz, 2004). In the Operations Management literature, CPFR is considered superior to the earlier electronic data interchange (EDI)-based supply chain practices since it is based on much broader cooperative arrangements where retailers and suppliers jointly develop forecast by sharing point-of-sale (POS), inventory, promotions, strategy and production information (Terwiesch et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

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Collaborative planning, forecasting and replenishment (CPFR) as a relational contract: an incomplete contracting perspective

Kim

Mahoney

2010

IJLIC

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This paper analyses collaborative planning, forecasting and replenishment (CPFR) from an incomplete contracting perspective. In the absence of economic incentive problems, CPFR enables trading partners to improve operational efficiency through a structured process of learning by both sharing and utilising information across firm-level boundaries. From a review of the incomplete contracts literature and a case study of the CPFR arrangement between P&G and Wal-Mart, this paper posits CPFR as a relational contract for managing economic incentive problems, which can arise in a vertical supply relationship due to transaction costs, agency costs, and relative bargaining positions.Theoretical propositions are developed regarding when this IT-supported intermediate form of vertical contracting is preferred to other governance modes and how CPFR can be an effective relational contract to support economic exchange and to create intellectual capital between trading partners. With efficient vertical coordination and enhanced specialisation incentives for mutual commitment, CPFR allows contracting parties to avoid the difficulties of formal contracting while realising the benefits that would be anticipated from vertical financial ownership.

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Section: Evolution To Cpfr Arrangementsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Collaborative planning, forecasting and replenishment (CPFR) as a relational contract: an incomplete contracting perspective

Kim

Mahoney

2010

IJLIC

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“…For instance, Hill and Scudder (2002) suggest that food supply chains are in the front line with respect to supply chain practices, coordination of the chain, and the use of concepts like EDI, VMI, QR and CPFR. Often referred showcases are in the grocery chain and many articles refer to Wall‐Mart and Kmart (Schwartz, 2004) as being benchmarks for supply chain integration. There are also numerous papers suggesting the introduction of quick response (Whiteoak, 1999), CPFR (Fliedner, 2003), category management (Hutchins, 1997), and other tools and concepts to improve the flow of goods and information in the food supply chain.…”

Section: Introductionmentioning

confidence: 99%

Opportunities and realities of supply chain integration: the case of food manufacturers

Donk

Akkerman

Vaart

2008

British Food Journal

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PurposeThe purpose of the paper is to investigate the limitations and barriers for supply chain integration that food manufacturers experience and to highlight their planning and scheduling problems. Possible ways to cope with these are offered.Design/methodology/approachThe paper is theoretical/conceptual in nature: the findings are illustrated in an explorative case study.FindingsIt is often suggested that food supply chains are typical for what can be achieved in supply chain management. This paper challenges this belief by investigating the possibilities and limitations for supply chain integration for food manufacturers. The authors argue that a combination of typical food characteristics and the use of shared resources limit the possibility for integration, while uncertainties and complex business conditions increase the need for integration. In a case study, the paper explores alternatives to cope with that situation.Research limitations/implicationsThe paper is based on previous empirical work, which is applied and further developed in a case‐study setting of a consumer product food manufacturer. The authors argue that the case has several generic characteristics, but further research is needed to test the main ideas in a wider context.Practical implicationsProduction managers and planners in food manufacturing are often aware of the described situation, but general managers, marketing managers, and supply chain managers can learn that there are limits to aligning operations to customers. The paper offers a number of solutions that might assist production managers in better understanding their situation and thinking about improvements.Originality/valueThe paper introduces buyer focus, shared resources and the limitations of supply chain integration into the field of food supply chains.

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“…First, the capacity committed per period is lower, which means a lower capital investment, and less financial burden for the supplier. Reducing supplier capacity commitment via a CR contract has a similar effect to sharing information among parties in a supply chain so that unnecessary capacity is eliminated, and productivity and profitability increase [35]. Second, opportunistic behavior by the buyer is less likely since a capacity reservation contract does not have the problem of having to charge a higher-than-market price as in the unit price contract.…”

Section: Resultsmentioning

confidence: 94%

Capacity reservation under supply uncertainty

Serel

2007

Computers & Operations Research

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Cataloged from PDF version of article.Shortages of input materials and components used in the production process often adversely influence sales of\ud manufacturing firms. Manufacturers can guarantee delivery of the inputs by initiating capacity reservation arrangements\ud with their suppliers. We study a multi-period capacity reservation contract between a manufacturer and a\ud long-term supplier when there is uncertainty about the quantity of an input item available in the spot market. The\ud contract requires the manufacturer to pay a fixed amount to the supplier at each period. In return, the supplier\ud guarantees availability of the input up to a predetermined level of volume. The manufacturer can also meet some\ud of input needs from a spot market, which may exist in the form of a B2B electronic exchange. Optimal inventory\ud policy for the manufacturer in this dual supplier environment is derived analytically. Numerical examples are used\ud to explore the strategies of the manufacturer and the supplier in certain and uncertain supply environments. We find\ud that uncertain input markets lead to an increase in the share of inputs purchased in advance via long-term contracts.\ud Capacity reservation contracts are shown to increase capacity utilization of the supplier compared to the traditional\ud unit-price based supply contracts.\ud 2005 Elsevier Ltd. All rights reserved

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The State of Practice in Supply-Chain Management: A Research Perspective

Cited by 9 publications

References 20 publications

Collaborative planning, forecasting and replenishment (CPFR) as a relational contract: an incomplete contracting perspective

Collaborative planning, forecasting and replenishment (CPFR) as a relational contract: an incomplete contracting perspective

Opportunities and realities of supply chain integration: the case of food manufacturers

Capacity reservation under supply uncertainty

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