132: Collaboration is Key: Introducing CPFR 2.0 in an Omni-Channel World

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1 132: Collaboration is Key: Introducing CPFR 2.0 in an Omni-Channel World Inez Blackburn, Market Techniques and Innovations Bob Downey, Robert Downey Consulting Dave Rush, GS1 US Apparel and General Merchandise ELC Member June 11,

2 AGENDA 1 New World Order Collaboration 2 CPFR The Business Case for Change 3 Panel Discussion and Insights 2 2

3 New World Order of Collaboration 3 3

4 THE ACCEPTANCE AND USE OF TECHNOLOGY IS CHANGING THE WAY CONSUMERS INTERACT, OBTAIN INFORMATION AND PURCHASE ITEMS 28.7% of the world is online 1.96 billion people are online today and this number is estimated to reach 2.4 billion by billion mobile subscriptions WW 940 million subscriptions to 3G services U.S. mobile commerce reaches $1.2 billion Global mobile commerce sales expected to reach $163 billion by % research via social networking 83% of holiday shoppers influenced by reviews 500 million active, 175 million daily users 47% of the time they are Consumer reviews are 15x more influenced by what is read trusted than descriptions from mfg Will Stores Survive: Bricks and Mortar in the Age of Mobility and e-commerce A Facebook Like from a friend carries the same weight as 100 positive reviews from strangers 4 4 4

5 THE FUTURE IS NOW! 1. AWARENESS 2. RESEARCH 3. PURCHASE 4. RETRIEVAL / DELIVERY 5. SERVICE / SUPPORT Customers have the freedom to achieve their goals throughout the shopping process Signage Advertising Social media Retailer sites Kiosks Checkouts Employees SMS/MMS Catalogs Direct mail Texting Call centers using whichever channels and touch points they prefer. Will Stores Survive: Bricks and Mortar in the Age of Mobility and e-commerce 5 5 5

6 MICHAEL DELL DID NOT INVENT TRANSISTORS, COMPUTERS, BUT HE REVOLUTIONIZED THE PC INDUSTRY HOW? HP: Build To Forecast Dell: Build To Order Manufacture Demand Demand Manufacture This business model innovation is not thinkable without collaboration and cooperation across the supply chain 6 6

7 CPFR Business Case for Change 7 7

8 CPFR 9 STEP GUIDELINES Exception Criteria Develop Front-End 1 Agreement Distributor Business Create Joint Business Manufacturer Business Development Activities 2 Plan Development Activities Create Sales Forecast 3 Distributor Manufacturer Identify Exceptions for Exception Triggers Exception Triggers 4 Sales Forecast Distributor Decision Support Data POS Data Distributor Exception Triggers Distributor Decision Support Data Consumer Long Term Retail Store Business Model - Scenario A Exception Items Resolve / Collaborate On 5 Exception Items Create Order Forecast 6 Order Forecast Frozen Forecast Identify Exceptions for 7 Order Forecast Exception Items Resolve / Collaborate On 8 Exception Items Updated Data for Exception Items Short Term Order Generation 9 Feedback Product Distributor Receiving Delivery Execution Order filling feedback Key : Distributor Either / Joint Activities Activities Manufacturer Decision Support Data Constraints Manufacturer Materials & Production Planning Constraints Manufacturer Exception Triggers Manufacturer Decision Support Data Produce Order / PO Product Order Filling / Shipment Execution Manufacturer Activities Planning Forecasting Replenishment Exception Criteria Step 1 Front-End agreement Agree to confidentiality and dispute resolutions Develop scorecard to track supply chain metrics Establish incentives Step 2 Joint Business Plan Project team develops plans for promotions, inventory policy changes, new product introductions, store openings and closings Steps 3 5 Sales forecast collaboration Trading partners share demand forecasts and identify exceptions. Resolutions are collaborated on causal factors to a single forecast number. Steps 6-8 Order forecast collaboration Trading partners share replenishment plans, identifying and resolving exceptions. Step 9 Order generation/delivery execution Results data is shared and forecast accuracy problems is reviewed. Performance metrics are accessed. 8 8

9 ORIGINAL CPFR MODEL Exception Criteria POS Data Consumer Distributor Business Development Activities Retail Store Distributor Exception Triggers Distributor Receiving Key : Distributor Exception Triggers Distributor Decision Support Data Distributor Activities Business Model - Scenario A Distributor Decision Support Data Long Term Product Short Term 1 Create Joint Business 2 Plan Create Sales Forecast 3 Identify Exceptions for 4 Sales Forecast Exception Items Resolve / Collaborate On 5 Exception Items Create Order Forecast 6 Identify Exceptions for 7 Order Forecast Resolve / Collaborate On 8 Exception Items Updated Data for Exception Items 9 Develop Front-End Agreement Order Generation Feedback Exception Items Delivery Execution Order filling feedback Either / Joint Activities Order Forecast Frozen Forecast Manufacturer Business Development Activities Manufacturer Materials & Production Planning Constraints M anufacturer Exception Triggers Order / PO M anufacturer Exception Triggers M anufacturer Decision Support Data M anufacturer Decision Support Data Constraints Produce Product Order Filling / Shipment Execution Manufacturer Activities Planning Forecasting Replenishment Exception Criteria 9 9

10 ORIGINAL CPFR MODEL CPFR Challenges Complexity Scalability Business case and realizing desired results Emerging Technologies and Apps 10 10

11 11

12 RETAILER AND MANUFACTURER TASKS Retailer Tasks Collaboration Tasks Manufacturer Tasks Planning Vendor Management Collaboration Arrangement Account Planning Category Management Joint Business Plan Market Planning Forecasting POS Forecasting Sales Forecasting Market Data Analysis Replenishment Planning Order Forecasting Demand Planning Replenishment Buying/Re-buying Order Generation Production & Supply Planning Logistics/Distribution Order Fulfillment Logistics/Distribution Analysis Store Execution Exception Management Execution Monitoring Supplier Scorecard Performance Assessment Customer Scorecard 12 12

13 13 13

14 NEW BUSINESS MODELS ALL TAKING ADVANTAGE OF EMERGING TECHNOLOGY EXISTING PRODUCTS/TECHNOLOGY EXISTING MARKET NEEDS Business Model Innovation Finding new ways to interact with consumers and learn Finding new ways to develop products & solutions Finding new ways to match supply to demand Finding new ways to distribute products and services Finding new ways to capture value By improving and changing information flow and thus reducing risk or allocate it more efficiently 14 14

15 WHY RE-INVENT AND RE-DEPLOY CPFR 1 Rules of engagement for collaboration have evolved Building solutions leveraging existing technology and investing in future technology 2 We must go beyond the confines of the forecast and a silo approach towards multiple touch points across the supply chain Forecast accuracy and collaboration must be linked to the customer experience. 3 Collaboration is the catalyst for profitable growth Incentives Rewards and Behaviors must be aligned with a strong business case for collaboration

16 16 16

17 CPFR 2.0 Opportunity 17 17

18 LCBO Overview Government owned +630 Stores in Ontario $4.7 billion in sales CDN Largest Purchaser of beverage alcohol in the world Winner of numerous Canadian and International retail awards - Excellence in CPFR Implementation 18 18

19 The Situation Despite dramatically improved quality and selection of Ontario Wine, sales growth lagged the growth of Imported Wine Category despite CPFR and Category Initiatives 19 19

20 Collaboration Strategies 1. Internal Collaboration - Hard-wiring consumer-centric insights into our decision-making process 2. Leveraging Demand Signals - Grow the category by taking a broader view of the product, aisle, category and store and leveraging all stakeholders. 3. Customer/Shopper Centric - Solving our customers problems by selling solutions, not just products

21 Shopper Insight Customers were ready and willing to try Ontario wine and support our local industry. They just didn t know where to start

22 Shopper Insight Our customers told us 22 22

23 Shopper Insight they found the product selection overwhelming! 23 23

24 Internet New Media In-Store Special Events Advertising Media 24 24

25 25 25

26 26 26

27 Ontario Wine 27 27

28 Promotional Implementation 28 28

29 29 29

30 SUMMARY - CPFR 2.0 Recognizes and leverages : Current and Emerging Technology New Consumer Models Retail Realities Big Data Integrated Business Planning Addresses CPFR shortcomings: Process scalability Perception of complexity Resource requirements Migration path from existing processes Iterative improvements to critical results 30 30

31 Q & A 31 31

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