Supply chain management cases and measures
Supply chain management connects suppliers, distributors, retailers, etc. in the supply chain and optimizes them, so that various related enterprises can form It creates an integrated network as a whole, in which each enterprise still maintains its individual characteristics. So, below I will share supply chain management cases and measures with you. You are welcome to read and browse.
Classic cases
(1) The supply chain management of companies such as Toyota, Nike, Nissan, McDonald's and Apple is all implemented from the perspective of network chain;
(2) Shell Petroleum developed the SIMON (Inventory Management Order Network) information system through IBM's Lotus Notes, thereby optimizing its supply chain;
(3) Li & Fung's supply chain optimization method is based on In terms of production, the manufacturing resources of all supplier manufacturers are unified and operated as a whole, which is based on the perspective of integrated suppliers;
(4) HP printers and Toyota were re-planned geographically through McKinsey consulting The company's supply and marketing manufacturers are distributed to fully meet customer needs and reduce operating costs, which is a choice based on geographical location.
(5) P&G adopts a classification method through Baogong Logistics to adapt to the specific conditions of supply chain operations. Detailed classification and targeted strategies can achieve significant optimization of the supply chain. This is Classification-based refinement.
(6) Jinxin Logistics Group has transformed its enterprise through Yibo Logistics Consulting. It has spun off the logistics business of large state-owned production groups (four state-owned units including West China and State-owned Assets Supervision and Administration Commission) and grown into a company with assets of up to A large local logistics enterprise worth more than 2 billion yuan. It is based on strategic choices and planning.
Common supply chain management methods:
Quick response (QR)
Quick response (QR) refers to the logistics enterprise facing multiple varieties and small quantities. The bulk buyer's market does not reserve "products", but prepares various "elements". When users make requests, "elements" can be extracted as quickly as possible, assembled in a timely manner, and provided with the required services or products. QR is a supply chain management method developed in the U.S. textile and apparel industry.
Effective customer response (ECR)
Effective customer response (ECR) is the abbreviation of effective customer response. It is a supply chain management strategy developed in 1992 from the grocery industry in the United States. It is also a supply chain management solution composed of supply chain members such as manufacturers, wholesalers and retailers. All parties coordinate and cooperate with each other to meet consumer needs better, faster and at lower costs. Effective customer response is a supply chain management strategy that is based on the principle of meeting customer requirements and minimizing logistics process costs, making timely and accurate responses, and optimizing the supply of goods or service processes.
Comparison between ECR and QR
(1) The difference between QR and ECR
ECR mainly targets the food industry, and its main goal is to reduce the risk of various factors in the supply chain. reduce link costs and improve efficiency.
QR mainly focuses on the general commodities and textile industries. Its main goal is to respond quickly to customer needs and replenish goods quickly.
This is because the characteristics of the products operated by the grocery industry and the textile and clothing industry are different: most of the products operated by the grocery industry are functional products, and each product has a relatively long life (except for fresh food) ), therefore, the loss if ordering too much (or too little) quantity is relatively small.
Most of the products operated by the textile and garment industry are innovative products, and each product has a relatively short life. Therefore, the losses caused by ordering too much (or too little) are relatively large.
1. Different focuses
QR focuses on shortening delivery lead time and quickly responding to customer needs; ECR focuses on reducing and eliminating waste in the supply chain and improving the effectiveness of supply chain operations. sex.
2. Differences in management methods
QR mainly uses information technology to achieve rapid reissue and shorten product launch time through joint product development; ECR, in addition to the rapid and effective introduction of new products, also implements Effective product management and effective promotion of sales.
3. Applicable industries are different
QR is suitable for industries with high unit value, strong seasonality, poor substitutability, and low purchase frequency; ECR is suitable for products with low unit value and low inventory. An industry with high turnover rate, low gross profit, strong substitutability and high purchase frequency.
4. The focus of the reform is different
The focus of the QR reform is the speed of replenishment and ordering. The purpose is to eliminate out-of-stocks to the greatest extent and only purchase goods when they are in demand. . The focus of ECR ??reform is efficiency and cost.
(2) ***The same characteristics
Performed by transcending the boundaries between enterprises and pursuing logistics efficiency through cooperation. This is specifically reflected in the following three aspects:
1. Sharing of business information among trading partners.
2. Commodity suppliers further get involved in the retail industry and provide high-quality logistics services.
3. All ordering and shipping operations between enterprises are conducted through EDI, realizing paperless transmission of ordering data or shipping data. ;