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As is shown in the case, CCBCC begins with an intensive commitment to the initial collaborative planning phases of ensuring front end alignment with their distribution channel partners. Joint business plans ensure the company has the ability to effectively plan for spikes in demand more effectively than traditional, and less flexible means allow for. The collaborative planning phase of the CPFR Model is essential for ensuring a high degree of logistics coordination and collaboration has been achieved (Bonet, 2005). The collaborative forecasting process including sales forecasting, exception management and resolving expectations, all essential for making a strategic commitment to CPFR function correctly, are also evidence in the CCBCC implementation (Ireland, 2005). Finally the steps of creating and fine-tuning order forecasts, defining identifying exceptions and resolving exceptions to drive orders are also evidence in how CCBCC creates demand management workflows with the applications installed. It is very important to realize that all the benefits of CPFR, the perfect order or the development of entirely new business workflows is not entirely dependent on enterprise software' the software is the enabler, the CPFR workflow the catalyst of the majority of change.
CCBCC CPFR Results Achieved
Validating the performance of the CCBCC within the dimensions of the CPFR framework through the use of accuracy metrics has been achieved, which is further evidence of best practices in this example. Forecast accuracy improvement has improved by 20% and is now...
Finished Goods inventory has been cut in half, from 14 days to six at the distribution center level. All of these results further illustrate how effective the CPFR and demand management strategies are in the CCBCC warehouse network. These strategies have also been so effective the company close lower-performing warehouses.
References
Barratt, M., & Oliveira, a. (2001). Exploring the experiences of collaborative planning initiatives. International Journal of Physical Distribution & Logistics Management, 31(4), 266-289.
Bonet, D. (2005). A new approach for understanding hindrances to collaborative practices in the logistics channel.International Journal of Retail & Distribution Management, 33(8), 583-596.
Crampton-Thomas, P. (2006). Enabling profitable growth through demand driven supply networks. Supply Chain Europe, 15(2), 18-21. R
Ireland, R. (2005). Abc of collaborative planning forecasting and replenishment. The Journal of Business Forecasting,24(2), 3-4+.
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