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Współpraca producentów z sieciami handlowymi

Tubis A.

Systems : journal of transdisciplinary systems science

2005

Vol. 10, nr 1

168--180

Intensywnie rozwijające się sieci handlowe odgrywają coraz większe znaczenie w procesach dystrybucyjnych producentów. Dlatego też producenci poszukują możliwości nawiązania z nimi współpracy opartej na relacjach partnerskich. Możliwością takiej współpracy producentów z sieciami handlowymi jest współdziałanie w zakresie planowania, prognozowania i uzupełniania zapasów.

Since retailers are closest to end-consumer, they have the biggest share in creating demand for consumption goods - which is often the key success factor for a product. Additionally, the commerce is more and more often inspiring new needs and the desire to satisfy them in a broad, complementary set. Such activities of the commerce have direct influence on consumers' attitudes. Increasing number of individual clients is observed with higher consumption aspirations differing in preferences and lifestyle expectations. The change in consumer behaviour force permanent development of existing commerce companies and changes in entire retail commerce. One of the elements of the change is the ongoing process of concentration and integration in both national and international trade. As a result of the processes one observes dynamic development of supermarkets belonging to retail chains. Retail chains are becoming increasingly important in producers' distribution processes. Their role is reflected in special service conditions that producers offer to their network clients, and also in perceiving networks as a separate distribution channel with specific co-operation rules. Characteristics of networks (inter alia, a large number of potential clients visiting chain outlets, central information system, electronic sales points registering each transaction) make them a potential candidate for producers to establish long-term partnerships. At the same time the formula of supermarket chains enters the maturity phase. Retail chains therefore seek innovation that will allow them to gain advantage over their market competitors. A chance for such innovation is partnership with selected producers under hard-to-copy conditions. Three potential partnership areas may be identified for producers and retail chains: planning, forecasting and replenishment. First partnership elements in these areas may be observed already now, e.g.: joined promotion planning, joined trade mark management, implementation of VMT (Vendor - Managed Inventory) concept. Another step may be further development of such joined activities along the lines of partnership rules. In order to be able to fully use all the potential opportunities of such co-operation, an action strategy combining all the abovementioned aspects should be implemented. The CPFR (Collaborative Planning, Forecasting and Replenishment) concept is such a solution. Implementation of the concept involves nine consecutive steps that constitute three basic phases of planning, forecasting and replenishment. However, before the implementation both sides should evaluate current co-operation and determine all critical areas that need to be changed in order for activities within the CPFR to run smoothly. To identify all potential problems that may occur in course of implementation a pilot project should be organised before full implementation. The project will serve to pinpoint areas of necessary modifications after which both sides should be ready to implement the CPFR concept within the framework of their co-operation.