撰写者 下午5:22 市场驱动 •11条评论

深入浅出:我们真的可以合作吗?

定义:铜钉是一种别针或钉子。有时会惯于使用(或者说)粗俗的短语来考虑情况的基本事实。来源维基百科

在1990年代,供应商拥有渠道力量。成功的秘诀似乎万无一失。推出了新产品,广告在国家电视台和 “poof” 创建了一个新品牌。随着国家媒体的去中介化,这一切都改变了。

在接下来的十年中,权力转移到了零售商。消费者越来越忠于零售品牌,零售商增加了以自有品牌生产和销售的产品的数量。这种趋势催生了像Trader Joe这样的连锁店’,沃尔玛,全食市场等。

如今,随着手机和数字媒体的接受,力量已经转移到购物者身上。消费者想在任何地方购物,并以他们想购买的方式购买。数字消费者通常希望在线购物,在商店提货并方便地管理退货。电子商务客户希望方便地送货到家。

With the shifts in power, the 关系s in the value chain are morphing. Each year I go to the Consumer Goods and Technology (CGT) conference where speaker after speaker talks about 零售/supplier collaboration. I usually sit in the back of the room and watch the event with a wry smile on my face. Why? I am a disbeliever. Collaboration is evasive. Today it is more talk than action. In this post I want to share what I think really needs to happen to spawn 真正 collaboration.

什么是协作?

I define collaboration as a lasting win/win value proposition for both parties. Today we have 合作的 数据共享, and 合作 processes, but we seldom have what I term 真正 collaboration.  Instead, we have had situations where one party wins at the expense of the other. In the 1990s the supplier won at the expense of the 零售er. In the last decade the 零售er won at the expense of the supplier. It is for this reason that I sit on the back row at most conferences watching, listening, and smiling.

为什么现在更重要?

由于实体零售商正受到电子商务纯企业(北美的亚马逊,中国的阿里巴巴和印度的Flipkart)的攻击,因此商店中的商品种类和趣味性对于吸引顾客至关重要。他们需要更多的供应商来激发商店的热情。尽管许多零售商正在将商店的角色更改为包括服务:PetSmart中的宠物美容,CVS中的诊所,Williams-Sonoma中的烹饪班等,但这还不够。零售商比以往任何时候都更需要供应商的帮助。出于这个原因,我在下面给零售首席运营官写了一封信。

我给零售商的信

尊敬的零售首席运营官,

I have watched the evolution of consumer value chains for many years. I have studied the building of 合作的 processes, and written about the shifts, and highlighted where we are gaining value. I know we have talked about collaboration for many years, but all I see is pilots: good intentions defined by fits and starts. In my research, I do not see that any 零售er has really redefined value chains through collaboration. Based on what is happening in the industry and the need to drive excitement in assortment in the store, I would like to share three things I would do if I were you to build a 合作的 framework to enable 真正 collaboration between you and your suppliers.

图1.数据共享机制

1. 通过专用网络自由开放地共享数据。 如今,如图1所示,大多数零售数据是通过门户共享的。共享数据的最有效方法是通过专用网络。门户无法实现有效的数据共享和协作实践的支持。通过门户共享数据时,缺少持久层。随着事情的变化,没有记录系统。如今,只有3%的零售商正在使用专用网络进行数据共享。我知道这需要投资,但从长远来看值得。考虑沃尔玛的影响’沃尔玛的零售链接。

图2.永续盘存的当前状态

2.善于数据共享。 有效的永续库存信号推动了补货。它锚定优化引擎进行补货。供应链需要它。没有永久的库存信号,您将永远无法管理缺货和促销 ions. Today, as shown in Figure 2, 57% of 零售ers have a perpetual 库存 signal in the warehouse, and 47% have a perpetual 库存 signal in the store. Collaborative 关系s need a good signal for 库存. It needs to be an accurate signal reflecting real-time changes as orders are shipped throughout the day. So, to be a 合作的 trading partner, build a good perpetual 库存 signal …在卓越的供应链中,没有任何替代精确的PI信号。

此外,要善于预测。测量您的预测的平均绝对百分比误差(MAPE),并专注于推动改进。如今,只有两家零售商预测的准确性足以将贸易伙伴的价值推向下游。有所作为。拥有您的数据。

3.从供应商手中伸出援助之手’s Pocket. For many, deductions and penalties for performance have become a budget line item (often a profit center). And 84% of 零售ers charge for deductions with 1/3 of 零售ers having a budget for deductions with many taking them into income. As a result, it has become a systemic way of making money for the retailer which is a lose/lose. In this 关系 no one wins. Suppliers cannot get to the root cause to solve problems, and revenue recognition is delayed. Instead, it becomes waste, or Muda, in the 供应链 to track and manually audit. Instead, focus on clean transactions. Carrots drive better performance than sticks.

我的建议。拥有自己的网络。专注于创造价值和共赢。 Isn’这就是协作的全部意义所在?如果您认真的话,我想在我正在写的新书中写你的故事。 

你怎么看?我希望收到您的来信。这个月,在我们 通讯 on October 21st, we’将分享我们的研究结果’一直致力于 下游数据共享。我们希望您能在我们结束调查时提供您宝贵的意见。