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Integrate and Optimize Your Supply Chain By Using CPFR

Nội dung chính

• Integrate and Optimize Your Supply Chain By Using CPFR
• Stakeholder Buy In
• Continuous Activity
• Collaboration
• Process Driven
• Collaborative Planning Forecasting and Replenishment (CPFR)
• What is the main advantage of collaborative forecasting planning and replenishment?
• What is collaborative planning write its forecasting and replenishment?
• What is collaborative forecasting and why is it so important in demand management?
• What is collaborative planning forecasting and replenishment function in the planning and process between supply chain partners for demand fulfillment activities?

••• Getty Images

Published on February 23, 2022

Collaborative Planning, Forecasting and Replenishment or CPFR is a process in which your company not only collaborates and integrates planning, forecasting and other data points from within your own company—but also uses data points provided by your suppliers and your customers.

The stakeholders in CPFR are therefore:

• Suppliers
• Your Company
• Your Customers

For CPFR to work effectively, each of those stakeholders are required to buy into the concept of CPFR.  Having that kind of stakeholder buy in is the only way CPFR can enhance your supply chain.

Stakeholder Buy In

Okay, yes, you get every one of the key players in your supply chain in a conference room or on a conference call or logged in to a Webex. And each one of those stakeholders—your suppliers' reps, you and your internal team and your customers' reps—agrees:

"Yes, indeed, we want to enhance this supply chain."

Your customer knows that means that they'll get on-time deliveries, quality products, fewer headaches and maybe even a cost down or two.

Your supplier knows that means less expediting, more transparency into customer demand, reduced costs and maybe even the opportunity to make an extra buck or two.

And you and your company realized—being the center of that supply chain—that means all of those benefits:

• On Time Deliveries
• Improved Quality
• Less Expediting
• Lower Costs
• Improved Transparency

But other than nodding their collective heads—what does actual stakeholder buy in mean?

Stakeholder buy in—i.e. a commitment not only agreeing to CPFR, but to executing it—means resources will be made ready and prepared for:

• Analysis
• Strategy and Planning
• Demand and Supply Management
• Execution

Continuous Activity

CPFR isn't a one-time activity. You're not going to go through the bullets points above and when you get through with "execution", sit back and relax.

The CPFR activity is as continuous as it is collaborative. 

Upon completion of "execution"—it's time to begin "analysis." 

Based on the results of your analysis, you can set or reset your "strategy and planning."

Your "demand and supply management" will depend upon the strategy that you've just set (or reset).

Then it's back to "execution."

And so on.

Sounds good, you say. But it also sounds very theoretical. How can CPFR actually enhance your supply chain?

Collaboration

In order to collaborate with your suppliers and customers, you're going to need to share information. Your customers are going to have to provide forecasts. Your suppliers are going to need to share production schedules.  

You'll also need to align on metrics. How do each of you measure on time delivery? Is it on time if you put on you loading dock on the ship date, but it arrives late your customer? Is it late if you placed an order with your supplier for a shipment on December 1 but then you contact the supplier a week later and ask for it shipped on November 15? 

If your customer expects you to deliver all of their orders on time (i.e. 100 percent on time delivery) and your goal is 97 percent on time delivery—you and your customer are not aligned. 

Forecasts and on time delivery are just examples of collaboration on data exchange. You, your suppliers and customers are also going to have to agree on some measure of information sharing on costs, quality and production lead times. 

This can sometimes be sensitive. Along with that stakeholder buy in, there needs to be an upfront agreement on what collaboration entails.

Process Driven

CPFR doesn't work if it's only done "as needed." Effective CPFR will only succeed in enhancing your supply chain if it's systematically implemented. 

An optimized supply chain is one that helps you deliver your customer orders accurately and when your customers want them—and accomplish that by spending as little money as possible. 

By collaborating with your suppliers and customers—especially in planning, forecasting and replenishment—you use CPFR to drive:

• Replenishment accuracy
• Stock out reductions
• Overstock reductions
• Alignment of production planning to meet customer needs

If enhancing your supply chain through process driven collaboration sounds appealing to you, then work to get the right stakeholder buy in and implement CPFR.

Collaborative Planning Forecasting and Replenishment (CPFR)

CPFR refers to a business model for cooperative planning, forecasting and management of goods flows and stock between retailers and consumer products manufacturers. The purpose is to jointly forecast the sales of goods to consumers and to plan promotion measures (for example, promotions by vendors, retail promotions and product price reductions). Having more information available reduces the markup risk for everyone involved in the supply chain. The vendor benefits by making optimum use of production capacity, whereas the retailer benefits from increased availability of merchandise and reduced risk of overstocking or understocking.

Forecasting and Replenishment (F&R) offers the following kinds of forecasts:

• Operational forecast: This provides a sales forecast for stores and/or goods issue forecast for distribution centers, and is intended for internal use only.

• Tactical forecast: A tactical forecast is used for CPFR purposes and is calculated in exactly the same way as an operational forecast (same parameters, same forecast basis). The only differences between them are the forecast horizons and the fact that the tactical forecast is always based on a specified number of weeks (typically 13 weeks, but can be up to 52 weeks). Like the operational forecast, the tactical forecast is a unified forecast. This means that it already contains the effects of the DIF. For stores, a tactical forecast is a sales forecast and for distribution centers it is a goods issue forecast. This forecast is provided in SAP F&R and the related data transfer takes place by calling a standard function module to export the information, such as consumption, tactical forecast, DIF effects, to external applications and allows the vendor to have input into and react to the retailer’s stock requirements.

• Tactical order forecast: This provides detailed data for future or projected orders where an outside vendor delivers products directly to the stores.

Integration

You can flag the specific products for which information (tactical forecast, DIF effects, consumption, operational forecast) can be exchanged with the vendor. These can be maintained on the vendor/product level and are included in the CPFR product list. The products and the vendors must exist in the SAP F&R master data as well as the transportation lanes.

You cannot import vendor forecasts from an external source to SAP F&R for collaborative forecasting.

Activities

To maintain the CPFR parameters:

On the SAP Easy Access Screen, choose  Forecasting and Replenishment Collaborative Planning Maintain CPFR Parameters .

Enter the vendor in the Source Location field, along with the desired selection criteria (for example, products having a particular vendor as a possible source of supply, merchandise categories or subranges for which you want to share a tactical forecast, cumulated DIF effects with this vendor).

Choose Perform Selection.

When the system updates the screen, it displays a grid with the vendor products corresponding to your selection.

For each line in the list, enter the following:

• Tactical Horizon: Enter the number weeks of tactical forecast to be shared. This setting triggers the creation of the tactical forecast and defines the number of weeks relevant for the length of the tactical forecast.

• Detail Level: Choose either cumulative (totals for tactical forecast, cumulated tactical DIF effects for all directly supplied locations combined, broken out by product and week), detailed (tactical forecast, tactical DIF effects broken out by individual directly supplied location, product, and week), or both.

• SN Det. Date: Enter the date for the first/next determination of the directly supplied locations.

• SN Det. Frequency: Enter the frequency (in days) with which the system is to determine the directly supplied locations; that is, how often the report is run.

• Operational Forecast: Select this checkbox if you want to share operational forecast data with this vendor.

• POS Period: If you want to share POS information with this vendor, enter the number of weeks of consumption data you want to provide.

• Listing Check: Choose whether or not you want the system to take into account the listing status of a location product when providing a tactical forecast, operational forecast, DIF effects and consumption data. The listing status check influences the values of the data provided, depending on the option chosen. See the field help (F1) for more details.

Choose Save.

After maintaining the CPFR parameters, you must do the following:

• If you have defined a tactical forecast to be provided, you must determine the directly supplied locations. To do this, you must run program /FRE/CPFR_DETERMINE_LOCPRD or else schedule it in SAP F&R (transaction SE38) before any tactical forecasts can be created. Afterwards, tactical forecasts will be created during the FRP run in SAP F&R.

• To provide the tactical forecast, use the standard SAP F&R RFC function /FRE/CPFR_PROVIDE_DATA,which can be called from an external system.

 Note

To simulate the provision of the CPFR data (tactical forecast, DIF effects, operational forecast, consumption), choose the following on the SAP Easy Access Screen:  Forecasting and Replenishment Collaborative Planning CPFR Output Simulation .

The resulting report shows the information that would have been generated if this had been a real provision of CPFR data. This report is only for testing purposes and has no effect on the actual data.

End of the note.

What is the main advantage of collaborative forecasting planning and replenishment?

Concept of CPFR The benefits resulting from a successful application of CPFR include reduction in stock-outs, improved inventory management, shorter cycle times, increase in sales revenues, stronger relationships between trading partners, better overall system visibility, customer service and improved cost structures.

What is collaborative planning write its forecasting and replenishment?

Collaborative Planning, Forecasting and Replenishment (CPFR) is an approach which aims to enhance supply chain integration by supporting and assisting joint practices. CPFR seeks cooperative management of inventory through joint visibility and replenishment of products throughout the supply chain.

What is collaborative forecasting and why is it so important in demand management?

Collaborative forecasting or forecast collaboration makes use of available information and latest technology to force a shift from independent, forecasted demand to dependent, predictable demand. This essentially implies real-time information sharing about demand among supply chain partners.

What is collaborative planning forecasting and replenishment function in the planning and process between supply chain partners for demand fulfillment activities?

CPFR is the acronym for collaborative planning, forecasting and replenishment, a practice developed to reduce supply chain costs through collaboration among what may be many partners in a single supply chain. Tải thêm tài liệu liên quan đến nội dung bài viết What is a collaborative planning forecasting and replenishment system and how might it benefit those who choose to use it? Reply 1 0 Chia sẻ

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