A framework for Collaborative Planning, Forecasting and Replenishment (CPFR)

Panahifar, Farhad; Heavey, Cathal; Byrne, Peter; Fazlollahtabar, Hamed

doi:10.1108/jeim-09-2014-0092

Cited by 45 publications

(55 citation statements)

References 109 publications

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“…If a customer is dependent on a given supplier for a bulk of its purchases, then the customer will be more willing to invest in relationshipspecific assets and supplier development through information sharing (Krause et al, 1998). For example, collaborative planning, forecasting, and replenishment (CPFR) is a technique for coordinating the supply chain (Panahifar et al, 2015). These benefits to the customer are likely to be the greater, the more dependent a customer is on a given supplier.…”

Section: Dependence On Suppliersmentioning

confidence: 99%

Supply chain relational capital and the bullwhip effect

Rong¹,

Mashruwala²,

Pandit³

et al. 2019

IJOPM

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Purpose The purpose of this paper is to conduct a large-sample empirical investigation of how relational capital impacts bullwhip at the supplier. Design/methodology/approach The study uses mandatory disclosures in regulatory filings of US firms to identify a supplier’s major customers and constructs empirical proxies of supply chain relational capital, i.e., length of the relationship between suppliers and customers and partner interdependence. Multivariate regression analyses are performed to examine the effects of relational capital on bullwhip at the supplier. Findings The findings show that bullwhip at the supplier is greater when customers are more dependent on their suppliers, but is reduced when suppliers share longer relationships with their customers. The results also provide additional insights on several firm characteristics that impact supplier bullwhip, including shocks in order backlog, selling intensity and variations in profit margins. Furthermore, the authors document that the effect of supply chain relationships on bullwhip tends to vary across industries and over time. Originality/value The study employs a novel data set that is constructed using firms’ financial disclosures. This large panel data set consisting of 13,993 observations over 36 years enables thorough and robust analyses to characterize supply chain relationships and gain a deeper understanding of their impact on bullwhip.

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Section: Dependence On Suppliersmentioning

confidence: 99%

Supply chain relational capital and the bullwhip effect

Rong¹,

Mashruwala²,

Pandit³

et al. 2019

IJOPM

View full text Add to dashboard Cite

show abstract

“…CPFR) have been proposed as a possible method for addressing this issue (Washida 2005;Yuan et al 2010). In recognition of the value of CPFR in this domain, Panahifar et al (2015c) found that of the presented literature on the topic, the high tech industry was most frequently represented. Based on the relevance and importance of CPFR in this field this study focuses its analytical lens on the high tech industry and the role of retailer selection factors in CPFR implementation.…”

Section: Methodsmentioning

confidence: 99%

“…The key words 'CPFR', 'collaboration' and 'partner selection' in article titles were used to search the scholarly databases of ISI Web of Science®, Taylor & Francis, Google Scholar TM and Emerald from the year 1998 (when CPFR was first academically documented) up to 2014. This search resulted in the collection of 95 scholarly articles (Panahifar et al 2015c). These 95 articles were then critically evaluated to identify relevant partner selection factors for collaboration in general and particularly with respect to CPFR implementation.…”

Section: Retailer Selection Factor Identification and Refinementmentioning

confidence: 99%

Developing retailer selection factors for collaborative planning, forecasting and replenishment

Panaihfar

Heavey

Byrne

2015

Industrial Management &Amp; Data Systems

Self Cite

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Purpose-Selecting an appropriate partner is a vital and strategic decision-making process in any supply chain collaboration initiative. The purpose of this study is to introduce and explore the key factors considered by manufacturers in the selection of an appropriate retailer(s) for Collaboration and Collaborative Planning, Forecasting and Replenishment (CPFR) implementation and the relationships between these factors. Design/methodology/approach-A comprehensive literature review and experts' views are applied to identify the main retailer selection and evaluation factors for CPFR implementation. A Fuzzy DEMATEL approach is then used to rank and analysis the interaction among identified factors. The findings are finally evaluated using a case study from a high-tech industry. Findings-The most important partner selection factors comprising of five dimensions and 24 factors are introduced. Of the identified criteria, three factors: manufacturer's familiarity with the retailer, workforce skills and training and customer service orientation and capability have been identified as critical when selecting retailers for CPFR implementation. The technological capabilities dimensions are identified as the only net cause dimension which affects all other dimensions and its importance and role in simplifying and enhancing the speed and flexibility of CPFR implementation. Practical implications-The study identifies practical retailer selection factors for CPFR implementation and the causal relationships between factors. Developed retailer selection dimensions and criteria will assist manufacturers and retailers in understanding the role these factors play in CPFR implementation. This will also assist in appropriate retailer(s) selection by manufacturers. Originality/value-This study contributes to the literature on CPFR and tackles the important issue of selecting appropriate partners by developing retailer selection dimensions and criteria in CPFR implementation.

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“…In 1995, SAP started supporting a joint project of Wal-Mart and Warner-Lambert called Collaborative Planning, Forecasting and Replenishment (CPFR), which aimed at drastic reductions of inventories (Panahifar et al 2015). The organization, the Efficient Consumer Response Movement ("ECR"), later defines CPFR as "a cross-industry initiative designed to improve a supply chain through co-managed planning processes and shared information", emphasizing inter-company efforts (Skjoett-Larsen et al 2003).…”

Section: Introductionmentioning

confidence: 99%

“…-"challenges related to human interactions and biases, -challenges due to traditional behaviors, and challenges in communication and defining accountability" (Panahifar et al 2015).…”

Section: Introductionmentioning

confidence: 99%

System dynamics to design an educational game for improving interpersonal skills to manage conflict

Takahashi

Nakano

2019

JAMDSM

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This research discusses how system dynamics is used to develop an educational game, called CANDY OG, to learn how to improve supply chain performance under conflict of key performance indicators (KPIs). Its objective is to explore applicability of system dynamics to design a business game for fostering interpersonal skills. A causal loop diagram is used to confirm the game design so that the participants can learn by playing about importance of understanding other stakeholder's mental model to improve supply chain performance. The game was played for experiments to evaluate effectiveness of the game design by surveys and other qualitative methods such as samples' memos during the game, follow-up interviews and participatory observations. Our experimental results suggest a possibility that the game provides experiential learning to develop interpersonal skills at managing conflicts of KPIs, and thus indicate that the use of system dynamics helps to ensure appropriate designing of the game. The originality is a use of system dynamics for designing an educational game, leveraging its capability to analyze mental models of stakeholders in a system.

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A framework for Collaborative Planning, Forecasting and Replenishment (CPFR)

Cited by 45 publications

References 109 publications

Supply chain relational capital and the bullwhip effect

Supply chain relational capital and the bullwhip effect

Developing retailer selection factors for collaborative planning, forecasting and replenishment

System dynamics to design an educational game for improving interpersonal skills to manage conflict

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