Collaborative Planning, Forecasting and Replenishment
Abstract
The present research paper investigates the IT application of collaborative planning, forecasting and replenishment (CPFR). The first part of the paper sets a theoretical framework which initially defines the software use and implementation, and then recognizes the key advantages of this particular software. Moreover, to be fairly critical some major pitfalls identified by academics and practitioners are also presented. At the end it is up to the individual organization to make their pros and cons analysis, acknowledging the business and its industry to come to a final conclusion. Additionally, it is of utmost importance the whole organization, regardless of the hierarchy rank, to be determined to fully implement the new technology and the outcomes will not take long.
Table of contents
Introduction and problem statement 4
Literature review 4
Conclusion 8
Reference 9
Word Count 1268w
Introduction and problem statement
Nowadays it is rather hard for companies to choose upon the IT applications to implement in their supply chains because of the broad variety of choices on one hand and their complexity in actual implementation and relevancy to the business venture on the other. No matter that software may seem universal for all businesses in fact it has different effect on the particular firm – some thrive, another do not change, third even fail. Therefore, before purchasing and installing a specific IT package companies need to be aware of the benefits it brings and also the pitfalls it carries along.
Information technology changed significantly the way business is conducted and to illustrate that a particular application called collaborative planning, forecasting and replenishment (CPFR) is further explored, analyzed and reviewed initially from an academic and then from practitioner point of view. The main goal is to present CPFR with the possible (competitive) advantages
The present research paper investigates the IT application of collaborative planning, forecasting and replenishment (CPFR). The first part of the paper sets a theoretical framework which initially defines the software use and implementation, and then recognizes the key advantages of this particular software. Moreover, to be fairly critical some major pitfalls identified by academics and practitioners are also presented. At the end it is up to the individual organization to make their pros and cons analysis, acknowledging the business and its industry to come to a final conclusion. Additionally, it is of utmost importance the whole organization, regardless of the hierarchy rank, to be determined to fully implement the new technology and the outcomes will not take long.
Table of contents
Introduction and problem statement 4
Literature review 4
Conclusion 8
Reference 9
Word Count 1268w
Introduction and problem statement
Nowadays it is rather hard for companies to choose upon the IT applications to implement in their supply chains because of the broad variety of choices on one hand and their complexity in actual implementation and relevancy to the business venture on the other. No matter that software may seem universal for all businesses in fact it has different effect on the particular firm – some thrive, another do not change, third even fail. Therefore, before purchasing and installing a specific IT package companies need to be aware of the benefits it brings and also the pitfalls it carries along.
Information technology changed significantly the way business is conducted and to illustrate that a particular application called collaborative planning, forecasting and replenishment (CPFR) is further explored, analyzed and reviewed initially from an academic and then from practitioner point of view. The main goal is to present CPFR with the possible (competitive) advantages
References: Andrews, J. (2008) CPFR: Considering the Options, Advantages and Pitfalls. Supply and Demand Chain Executives. 9 (3), p. 8-12. Baumann, F. and Andraski, J. (2010) Collaborate, Externally And Internally. Industrial Engineer. 42(6), p. 37-40. Caridi, M., Cigolini, R. and De Marco, D. (2005) Improving supply-chain collaboration by linking intelligent agents to CPFR. International Journal of Production Research. 43 (20), p. 4191-4218. Danese, P. (2006) Collaboration forms, information and communication technologies, and coordination mechanisms in CPFR. International Journal of Production Research. 44 (16), p. 3207-3226. Esper, T.L. and Williams, L.R. (2003) The Value of Collaborative Transportation Management (CTM): Its Relationship to CPFR and Information Technology. Transportation Journal. 42(4), p. 55-65. Fugate, B.S., Mentzer, J.T. and Stank, T.P. (2010) Logistics Performance: Efficiency, Effectiveness, And Differentiation. Journal of Business Logistics. 31(1), p. 43-62. Rodrigues, A.M., Stank, T.P. and Lynch, D. F. (2004) Linking Strategy, Structure, Process, And Performance In Integrated Logistics. Journal of Business Logistics. 25 (2), p. 65-94. Seifert, D. (2003) Collaborative Planning, Forecasting and Replenishment: How to Create a Supply Chain Advantage. AMACOM, New York. Sparks, L. and Wagner, B.A. (2003) Retail exchanges: a research agenda. International Journal of Supply Chain Management. 8 (2), p. 17–25. VICS website (2011) VICS Committee. [Online]. Available from: http://www.vics.org/committees/cpfr/ [Accessed 10th March 2011] Vlčková, V