When it comes to cooperation, many companies think that this is a good thing, but only a few actually be implemented. Despite the benefits of supply chain collaboration by all enterprises in the supply chain to share, but most companies are still faced with enough support, sometimes even open the supply chain against other companies.
In most cases, this is corporate cultural issues. In order to profit from the partner you have to consider the issue of perspective. But most people do not think like that, they are only from the perspective of their company to consider the issue without considering the supply chain partners. Therefore, most experts believe that if the company can really hope to trade with supply chain partners, then, the company's culture must be changed. Also cultural change will inevitably lead to changes in performance appraisal system. If the company does not correct evaluation criteria and incentives, then the company's work will not be any change, true cooperation is an empty promise.
Everything is difficult at the beginning:
In the United States of America 10 years ago when the company first proposed the concept of supply chain management, the experts praised the value of supply chain collaboration. If a supply chain companies in close cooperation with each other, they will reduce all of 总 up in warehousing, Bingjunenggou Zuodao Dang customer shopping O'clock always Nengzhao Dao goods they want. A result, the accurate prediction of the resulting, lower distribution costs and sales growth will benefit all parties. At that time many American companies responded. In late 1998, the United States Association of spontaneous inter-industry business standards (VICS) to vigorously promote that we are talking about CPFR Collaborative Planning, Forecasting and Availability. Many retail giants taking the initiative to their main suppliers to provide their own business plan and achieved good results. For example: ACE hardware vendors working through CPFR way that prediction accuracy increased from 80% to 90%, while transportation costs from 7% to 2.5%.
Although the supply chain upstream and downstream effects of large enterprises cooperation, but in fact it has been slow. According to the U.S., a market research firm's survey on the CPFR only a few companies committed to genuine co-operation. In some cases, technology is the bottleneck. But for most companies, the greatest obstacle from their path, the biggest obstacle to cooperation is not a technical problem but institutional issues within the organization. Unfortunately, the formula is still used today, most complex "cellar" management model. Insulated house with each other, "cellar" organization. Sales department as a "cellar", the production department in a "cellar" in the logistics sector is another "cellar" in the. In a typical "cellar" organization, each department's personnel are based on their contribution to the objectives of the sector number and receive compensation. For example: a logistics manager could reduce transport costs for winning, and not because of the improved overall efficiency across the enterprise contribution.
This can reduce the supply chain for the total cost but would increase the cost of things in this sector, managers have no power to do. In fact, if a company increased delivery frequency, will bring the total supply chain inventory reduction, and retailers to reduce out of stock, but they will increase their costs. Therefore, the establishment of supply chain risks to some companies did not get reasonable compensation.