Coors Brewing Company
The Coors Case
Balanced Scorecard
Hugh Grove, School of Accountancy
Daniels College of Business, University of Denver
Tom Cook, Department of Finance
Daniels College of Business, University of Denver
Ken Richter, Product Quality Control Manager
Coors Brewing Company
By the end of 1997, Coors had finished the implementation of a three-year computer-integrated logistics (CIL) project to improve its supply chain management. Coors defined its supply chain as every activity involved in moving production from the supplier’s supplier to the customer’s customer. (Since by federal law, Coors cannot sell directly to consumers, Coors customers are its distributors whose customers are retailers whose customers are consumers.) Coors’s supply chain included the following processes: purchasing, research and development, engineering, brewing, conditioning, fermenting, packaging, warehouse, logistics, and transportation.
This CIL project was a cross-functional initiative to reengineer the business processes by which
Coors’s logistics or supply chain was managed. This reengineering project improved supply chain processes and applied information technology to provide timely and accurate information to those involved in …show more content…
Distributor service: we will significantly enhance distributor service as measured by improved freshness, less damage, increased on-time arrivals, and accurate order fill at a lower cost to Coors.
5. Productivity gains: we will continuously lower total company costs per barrel so Coors can balance improved profitability, investments to grow volume, market share and revenues, and funding for the resources needed to drive long-term productivity and success.
6. People: we will continuously improve our business performance through engaging and developing our people.
The operations and technology (O&T) department of Coors was in charge of the supply chain management and had developed its own vision to elaborate the overall Coors vision statement as
Balanced Scorecard
Hugh Grove, School of Accountancy
Daniels College of Business, University of Denver
Tom Cook, Department of Finance
Daniels College of Business, University of Denver
Ken Richter, Product Quality Control Manager
Coors Brewing Company
By the end of 1997, Coors had finished the implementation of a three-year computer-integrated logistics (CIL) project to improve its supply chain management. Coors defined its supply chain as every activity involved in moving production from the supplier’s supplier to the customer’s customer. (Since by federal law, Coors cannot sell directly to consumers, Coors customers are its distributors whose customers are retailers whose customers are consumers.) Coors’s supply chain included the following processes: purchasing, research and development, engineering, brewing, conditioning, fermenting, packaging, warehouse, logistics, and transportation.
This CIL project was a cross-functional initiative to reengineer the business processes by which
Coors’s logistics or supply chain was managed. This reengineering project improved supply chain processes and applied information technology to provide timely and accurate information to those involved in …show more content…
Distributor service: we will significantly enhance distributor service as measured by improved freshness, less damage, increased on-time arrivals, and accurate order fill at a lower cost to Coors.
5. Productivity gains: we will continuously lower total company costs per barrel so Coors can balance improved profitability, investments to grow volume, market share and revenues, and funding for the resources needed to drive long-term productivity and success.
6. People: we will continuously improve our business performance through engaging and developing our people.
The operations and technology (O&T) department of Coors was in charge of the supply chain management and had developed its own vision to elaborate the overall Coors vision statement as