Why VMI does not work for CPG companies
Thank you for your article on vendor-managed inventory (VMI) ("Time to reconsider VMI?," Quarter 4/2011). In the opening description of the snack-food company, we are provided with a wonderful description of a smart system. The retailer provides daily stock-balance information, and the snack-food manufacturer uses this valuable data to plan restocking deliveries, production capacity, and marketing campaigns (to speed up slower-than-anticipated demand). So why has this idea not been as successful with consumer packaged goods (CPG) manufacturers?
You report feedback that suggests that the VMI model is too expensive when compared with the benefits. You say that part of the problem is that VMI depends on accurate forecasts, and that these are proving to be elusive. You also state that point-of-sale (POS) systems provide clearer information to drive replenishment of inventory on hand. And you state that automatic replenishment is something that never happened with VMI.
But I do not see the difference in the two systems that would require one to rely on an accurate forecast and the other not to need this data. I also do not see why POS data provide clearer information in regard to inventory on hand. POS requires a calculation to determine stock balance. VMI requires a stock balance.
I suspect that the issue is more related to how the retailer is burdened by each method. POS is relatively easy to set up. Since goods are scanned to bill the customer, no extra work is required to capture additional data. In the case of VMI, where the retailer is required to provide a daily stock balance, there is the additional burden of needing to have a system to calculate the balance on hand and to send one extra transaction (inventory balance) per stock-keeping unit (SKU) to the manufacturer. It is a small burden, but a burden nevertheless.
I can see VMI working where inventory-balance data is integral to the retailer's process, for example with bulk retailers, which worry about this more so than CPG retailers. But for VMI to replace POS in CPG, a paradigm shift in the methods for collecting data is required.
Alan J. Bishop
Principal, Scoord
Franklin, Tennessee, USA
No substitute for face-to-face communication
I couldn't agree more with your suggestion that manufacturers and retailers sit down and have some face-to-face conversations. E-mails and phone calls make it easy for us to feel as though we have communicated and have alignment with partners. Unfortunately, using these methods to communicate also seems to make it easy to not stay committed to those things we may have discussed or agreed to with our supply chain partners. Meeting face-to-face makes commitments much more personal and difficult to not follow through when you know you'll be meeting face-to-face again at some future time.
I feel so strongly about the need for face-to-face conversations with partners that, when I was managing a supply chain for a manufacturer of health and beauty-care products, we had an ongoing practice that each third-party logistics company (3PL) we used would be visited by someone from our supply chain group (transportation, distribution operations, customer service, etc.) at least once per quarter. During each visit, our supply chain staff would conduct a brief audit of the operations using an audit tool that included items we and our 3PL partner had previously agreed were important. They would review the results prior to leaving the facility, and all parties would agree to any corrective actions needed. In addition, we had a standard question that was asked at every face-to-face meeting: What can we (the manufacturer) do to enable you to perform at a higher level of accuracy or efficiency?
Thank you again for reminding us all of the importance and value of face-to-face communications with our supply chain partners.
Mark Richards
Vice President, Associated Warehouses Inc.
Orange, California, USA
Editor's Note: Mr. Richards is responding to a March 2012 commentary in "Supply Chain Executive Insight," a monthly electronic newsletter developed by CSCMP's Supply Chain Quarterly. Sign up for this FREE newsletter.
Communication is key to lean success
"Guerrilla Lean: Leading a Lean initiative from below" (Quarter 1/2011) is a very good article on lean manufacturing. As the author correctly stated, need, vision, and ability to change are three parameters one should consider while bringing about a manufacturing transformation.
Leaders need to take their team with them if they want to achieve operational improvements. Motivating employees to adopt lean principles is a major challenge. One must be a powerful communicator (both written and oral) in order to influence others. It also requires management support and leadership. Determining why change is needed and what should be changed, and then creating the ability to change requires leadership and vision.
In order to adopt successful lean manufacturing in an organization, it is necessary to have thought leadership and emotional intelligence.
Sanjay Kumar Nanda
Consultant, Accenture India Pvt Ltd.
Hyderabad, India
Total cost approach crucial to all supply decisions
I just thought I'd share my opinions about the "Time to come home" article (Quarter 4/2011).
I think it was very well-written in that it was very precise, to the point, and also quite brief for an article that contained so many hard facts.
The sample total cost of ownership template was very helpful as to what to consider when quantifying the real cost of a product to be purchased. The template can be used not only for decisions about whether to offshore or reshore but also for all decisions related to picking sources of supply, even among local suppliers, since most of the criteria in the total cost approach can, at times, vary locally.
Also, in our industry, we have become used to quantifying almost every idea in order to make the transition from concept to practice. Without some number crunching, it is not likely that we will go too far. Therefore, I think, the article also stands out in that respect.
Mustafa Bayülgen
Team Manager Material Supply, Mercedes-Benz Türk A.Ş
Istanbul, Turkey
We want to hear from you!
We invite you to share your thoughts and opinions about the articles that appear in CSCMP's Supply Chain Quarterly by sending an e-mail to Editor James A. Cooke, or writing to:
James A. Cooke, Editor CSCMP's Supply Chain Quarterly
500 East Washington Street
North Attleboro, MA 02760
USA
We will publish selected readers' comments in future issues of the magazine. Correspondence may be edited for length or clarity.
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
Businesses were preparing to deal with the effects of the latest major storm of the 2024 hurricane season as Francine barreled toward the Gulf Coast Wednesday.
Louisiana was experiencing heavy rain and wind gusts at midday as the storm moved northeast through the Gulf and was expected to pick up speed. The state will bear the brunt of Francine’s wind, rain, and storm damage, according to forecasters at weather service provider AccuWeather.
“AccuWeather meteorologists are projecting a storm surge of 6-10 feet along much of the Louisiana coast with a pocket of 10-15 feet on some of the inland bays in south-central Louisiana,” the company reported in an afternoon update Wednesday.
Businesses and supply chains were prepping for delays and disruptions from the storm earlier this week. Supply chain mapping and monitoring firm Resilinc said the storm will have a “significant impact” on a wide range of industries along the Gulf Coast, including aerospace, life sciences, manufacturing, oil and gas, and high-tech, among others. In a statement, Resilinc said energy companies had evacuated personnel and suspended operations on oil platforms as of Tuesday. In addition, the firm said its proprietary data showed the storm could affect nearly 11,000 manufacturing, warehousing, distribution, fabrication, and testing sites across the region, putting at risk more than 57,000 parts used in everyday items and the manufacture of more than 4,000 products.
Francine, which was expected to make landfall as a category 2 hurricane, according to AccuWeather, follows the devastating effects of two storms earlier this summer: Hurricane Beryl, which hit the Texas coast in July, and Hurricane Debby, which caused $28 billion in damage and economic loss after hitting the Southeast on August 5.