Coordinating replenishment mechanisms in supply chain: From the collaborative supplier and store-level retailer perspective

Lyu, JrJung; Ding, Jyh Hong; Chen, Ping Shun

doi:10.1016/j.ijpe.2009.07.017

Cited by 38 publications

(32 citation statements)

References 37 publications

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“…Other benefits have been reported in various industries in addition to those mentioned above (Voudouris et al, 2008, Wang, 2011, Lyu et al, 2010. For instance, many cases in the retailing and grocery section reported that CPFR could improve operational efficiency, reduce inventory variance, improve forecasting accuracy, enhance responsiveness, reduce running costs, and develop new partnerships with customers or suppliers.…”

Section: A Categorization Of Cpfr Implementation Results Is Presented Inmentioning

confidence: 96%

“…The benefits reported by researchers include improved customer service levels, increased order accuracy and decreased inventory. As discussed by Lyu et al (2010) in a study of the textile industry, it is important that the collaborative replenishment plan is examined collectively by the supplier and the retailer. Prior to the advent of CPFR, Vender-Managed Inventory (VMI), quick response (QR) and Continuous Replenishment (CR) were the techniques used for collaborative replenishment.…”

Section: Collaborative Replenishmentmentioning

confidence: 99%

“…The results aim to help company managers to identify possible opportunities and threats within an expanding collaborative supply chain replenishment system. In a separate study also using simulation, Lyu et al (2010) using a case study of a grocery company demonstrated how different replenishment scenarios can affect the supply chain performance. Johnson (1999) believes that collaborative data modelling is a critical phase in the implementation stage of CPFR.…”

Section: Collaborative Replenishmentmentioning

confidence: 99%

“…Telecommunication section Cassivi(2006) Retailing section Collaborative Forecasting Fast-moving consumer goods Boone and Goneshan(2000); McCarthy and Golicic(2002); Småros(2003) Paper industry Chang and Wang(2008) Retail section Wang(2011);Chang et al (2007) Automotive manufacturing Jiang and Liu(2012) Semiconductor manufacturing Terwiesch et al(2005) Apparel manufacturing McCarthy and Golicic(2002) Chemicals industry McCarthy and Golicic(2002) Collaborative Replenishment PC assembling Fu et al(2000) Retailing section Stank et al(1999) Textile industry Lyu et al(2010) Implementation of CPFR IT section Chung and Leung(2005) Chemical and metallurgy industry Branska and Lostavoka (2011) Electronic industry Cederlund et al(2007); Chen and Chen (2009) Discs producer Lin et al(2003) Shoes industry Luh et al(2004) Forest and Wood carving industry Lin et al(2004), Lehoux et al(2013) Automotive Danese et al(2004) Agricultural industry Fast-moving consumer goods Kim and Mahoney(2010) Mobile phone manufacturing Yao et al(2013) Fu et al(2010); Büyüközkan and Vardaloğlu (2012) Amalgamation capability of technology Fu et al(2010) Information accuracy Whipple et al(2002) System function integrity Fliedner(2003) Information technology service Fliedner(2003) Non-technological Willingness to collaborate Seifert(2003) Information readiness Zhu et al(2003) Senior management support and commitment…”

mentioning

confidence: 99%

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

Panahifar

Heavey

Byrne

et al. 2015

Journal of Enterprise Information Management

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Purpose-Although many papers purport the significant value attributable to supply chain performance from the use of Collaborative Planning, Forecasting and Replenishment (CPFR), the question of 'what are the main constructs and efficient framework for successful implementation of CPFR?' remains largely unanswered. This question will be addressed by identifying and analysing the main constructs for successful implementation of CPFR. This paper attempts first to seek answers to this question. Second, to review the scope and value of CPFR using a devised state-ofthe-art taxonomy for the classification of selected bibliographical references and third, to develop a conceptual framework by identifying areas which need more research.Design/methodology/approach-The method underlying this paper followed the steps of a systematic literature review process outlined by Soni and Kodali (2011). The review is based on a total of 93 papers published from 1998 to 2013 on CPFR. Findings-Four main constructs for successful implementation of CPFR have been identified:CPFR enablers, CPFR barriers, trading partner selection and incentive alignment. The findings indicate that there is a need for better understanding of the amount and level of information sharing as an important function of CPFR implementation. The paper also illustrates a number of shortcomings in the current literature and provides suggestions to guide future research on implementing CPFR in different industries.Practical implications-This paper is of interest to both academicians and practitioners as it helps to better understand the concept and role of CPFR in supply chain integration and its implementation results, enablers and inhibitors. The proposed framework in this paper can be used to give insight for future research and practice.

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Section: A Categorization Of Cpfr Implementation Results Is Presented Inmentioning

confidence: 96%

Section: Collaborative Replenishmentmentioning

confidence: 99%

Section: Collaborative Replenishmentmentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

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

Panahifar

Heavey

Byrne

et al. 2015

Journal of Enterprise Information Management

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“…Thus, studies aimed at evaluating the benefits of integrated policies are extremely valuable. In the literature, a number of contributions appeared on the analysis of the benefits achieved by introducing collaborative initiatives and, in particular, vendor‐managed inventory (VMI) in supply chain management (see Kanda and Deshmukh, ; Sari, ; Lyu et al., ; Marquès et al., ; Wadhwa et al., ; Danese, ; and the references therein). These papers present empirical studies or the results of simulations and substantially differ from this paper where an analytical evaluation of the savings achieved with an integrated policy is proposed.…”

Section: Introductionmentioning

confidence: 99%

The inventory routing problem: the value of integration

Archetti

Speranza

2015

Int Trans Operational Res

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We consider an inventory routing problem in which a supplier delivers goods to customers over a given planning period. Before the advent of the supply chain management concept, customers usually applied a (s, S) policy for the inventory management. The supplier then, on the basis of the distribution schedule determined by the customers, organized the distribution routes. In an integrated approach, the supplier has access to the inventory levels at the customers and knowledge of their demand process. On the basis of this information the supplier organizes a complete distribution plan, determining the days of visit, quantities to deliver, and distribution routes. This integrated policy is called vendor-managed inventory policy. We solve the optimization problems arising in the traditional and integrated management, and analyze the two approaches, comparing the costs and characteristics of the different solutions.

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