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					                   Demand Management                                               Enablers

               Demand Strategy and Capabilities                         Common Identification Standards


              Collaborative Shopper Value Creation                        Standard Electronic Messages


 Optimize                                    Optimize New Product
                   Optimize Promotions                                     Global Data Synchronization
Assortments                                      Introductions



                    Supply Management                                             Integrators

                Supply Strategy and Capabilities                      Collaborative Planning and Forecasting


Respponsive         Integrated Demand
                                             Operational Excellence     Cost/Profit and Value Measurement
  Supply               Driven Supply
KPI   KPI                    Unit of Purpose                    Measure         Definition                 Time               Example                                    Where to measure
#     Name                   Measure                                                                       frame                                       Manufacturer       Retailer        Joint
KPI01 Progress vs.           %       This is a "demand"         % of total    For each                     The entreprise     (my sales/total          Manufacturer       Retailer share Supplier's
      Commercial Share               side measure best          market        category/segment             defines the time   sales)/target define     share of total     of total market share of
      Target                         used internally or         versus target targeted, the $ value        frame.             the category (eg. pet    market vs          (Market         retailer's
                                     collaboratively with a                   of the enterprise's                             food) set a share        target share of    measurement category &
                                     trading partner. This                    sales in the category                           target (eg 18%)          total market       data)           retailer share
                                     KPI measures                             divided by the total                            execute the business     (Market                            of total market.
                                     progress vs. an                          sales of that                                   plan measure results     measurement                        (Market
                                     entreprise defined                       category/segment vs                             vs. that target          data)                              measurement
                                     category or segment                      the target within a                             (delivered a 17% vs.                                        data)
                                     share target. This KPI                   defined market.                                 an 18% target) KPI is
                                     does not lend itself                                                                     94.4% of target
                                     well to benchmarking.                                                                    (17/18)



KPI02 Service Level / Unit   %        To measure the            % of cases /    For all cases/trading      Use the data       A fill measure (eg. If   Manufacturer to Retailer              Retail
      Fill Rate                       extent to which the       trading units   units/volume ordered,      systems            50 cases of item "A"     retailer's        distribution        distribution
                                      units/items being         / volume        the % delivered as         available from     and 75 cases of item     distribution      centre to store     centre to
                                      ordered are being         delivered as    ordered (a case fill       the enterprise.    "B" were ordered but     centre(or to                          store(or
                                      delivered complete as     ordered         measure)                   Report the         50 cases of items "A"    retail store if                       supplier to
                                      measured by the                                                      average of         and 60 cases of item     operating direct-                     store if
                                      recipient. This is a                                                 these data         "B" were delivered,      to-store)                             operating
                                      case/trading                                                         points over the    the service level                                              direct-to-store)
                                      unit/volume measure.                                                 most recent 6-     would be 88%
                                      Over deliveries and                                                  month period.      (110/125))
                                      back orders should
                                      not be included in this
                                      measure.

KPI03 On-Time Delivery       %        To measure order          % of orders Number of orders               Use the data       1700 orders placed.      Manufacturer to Customer              Manufacturer
                                      processing and            delivered on delivered on time             systems            1560 delivered on        customer        distribution          to customer
                                      distribution              time         divided by the total          available from     time. KPI = 91.8%        distribution    centre to store       distribution
                                      performance                            number of orders.             the entreprise.                             centre.(For                           centre. (For
                                                                             "On time" is based on         Report the                                  direct-to-store                       direct-to-store
                                                                             the recipient's agreed        average of                                  delivery,                             delivery,
                                                                             delivery window.              these data                                  manufacturer to                       manufacturer
                                                                                                           points over the                             store)                                to store)
                                                                                                           most recent 6-
                                                                                                           month period.
KPI04 Raw Materials          Days     Measure inventory in      Days            The definition calls for   Use the data       Inventory =              Manufacturer's Not applicable Not applicable
      Inventory Cover                 the supply chain                          inventory to be            systems            $1,000,000 Average       raw materials
                                                                                expressed in days of       available from     daily purchase value     and packaging
                                                                                cover. Value of raw        the enterprise.    = $75,000 Inventory =    inventory
                                                                                materials inventory        Report the         13.3 days
                                                                                divided by the             average of         (1,000,000/75,000)
                                                                                average value of daily     these data
                                                                                usage (calculated          points over the
                                                                                based on past 6            most recent 6
                                                                                months history) of         month period.
                                                                                these items. Valuation
                                                                                of inventory and
                                                                                usage should be on a
                                                                                consistent basis.

KPI05 Manufacturer /         Days     Measure inventory in      Days            The definition calls for   Use the data       Inventory =              Manufacturer /      Not applicable Manufacturer /
      Supplier's Finished             the supply chain                          inventory to be            systems            $1,000,000 Average       Supplier's                         Supplier's
      Goods Inventory                                                           expressed in days of       available from     daily sales value =      finished goods                     finished goods
      Cover                                                                     cover. Value of            the enterprise.    $75,000 Inventory =      inventory                          inventory
                                                                                finished goods             Report the         13.3 days
                                                                                inventory divided by       average of         (1,000,000/75,000)
                                                                                the average value of       these data
                                                                                daily sales of these       points over the
                                                                                items, averaged over       most recent 6
                                                                                the last 6 months.         month period.
                                                                                Valuation of inventory
                                                                                and sales should be
                                                                                on a consistent basis.

KPI06 Retail Distribution    Days     Measure inventory in      Days            The definition calls for   Use the data       Inventory =              Average days        Average days      Average days
      Centre Inventory                the supply chain                          inventory to be            systems            $1,000,000 Average       of inventory of     of inventory in   of inventory of
      Cover                                                                     expressed in days of       available from     daily sales value =      the                 the retailer's    the
                                                                                cover. Value of            the enterprise.    $75,000 Inventory =      manufacturer's      distribution      manufacturer's
                                                                                finished goods             Report the         13.3 days                products in the     centre(s)         products in the
                                                                                inventory divided by       average of         (1,000,000/75,000)       retailer's                            retailer's
                                                                                the average value of       these data                                  distribution                          distribution
                                                                                daily sales of these       points over the                             centre(s)                             centre(s)
                                                                                items, averaged over       most recent 6
                                                                                the last 6 months.         month period.
                                                                                Valuation of inventory
                                                                                and sales should be
                                                                                on a consistent basis.

KPI07 Retail Store           Days     Measure inventory in      Days            The definition calls for   Use the data       Inventory =              Manufacturer/S      Average days      Average days
      Inventory Cover                 the supply chain                          inventory to be            available from     $1,000,000 Average       upplier's           of inventory in   of inventory of
                                                                                measured in days of        the enterprise.    daily purchase value     estimate of the     the retailer's    the supplier's
                                                                                cover. Value of            Report the         = $75,000 Inventory =    average level       distribution      products held
                                                                                inventory held in the      average of         13.3 days                of inventory of     centre(s)         in the retailer's
                                                                                retailer's distribution    these data         (1,000,000/75,000)       the supplier's                        distribution
                                                                                centre divided by the      points over the                             products held                         centre(s)
                                                                                average value of daily     most recent 6                               in retail
                                                                                deliveries of these        month period.                               distribution
                                                                                items to stores,                                                       centres
                                                                                averaged over the
                                                                                last 6
                                                                                months.Valuation of
                                                                                inventory and
                                                                                deliveries to stores
                                                                                should be on a
                                                                                consistent basis.


                                                                                                    Key Performance Indicators
KPI   KPI                    Unit of Purpose                 Measure             Definition              Time              Example                                  Where to measure
#     Name                   Measure                                                                     frame                                      Manufacturer     Retailer       Joint
KPI08 On-Shelf / Point-of-   %       Measure the extent to % of items            Average number of       Average over      OOS should be            On-shelf or      On-shelf or    On-shelf or
      Sale Out-of-Stocks             which the product is    out of stock        items not available     most recent 6-    measured as              point-of-sale.   point-of-sale point-of-sale
                                     available when the                          divided by the total    month period.     frequently as            This KPI should as measured as measured
                                     consumer wants to                           number of items                           capabilities allow       be reported by by the retailer. by the retailer.
                                     buy it. We will                                                                       (eg.audits, preferably   Manufacturers/
                                     measure this KPI at                                                                   at peak times, market    Suppliers
                                     the point-of-sale only,                                                               measurement data,        based on their
                                     as an out-of-stock                                                                    statistical analysis).   knowledge of
                                     measure                                                                               The target should be     their products'
                                                                                                                           to establish a           in-stock
                                                                                                                           systematic approach      position.
                                                                                                                           to daily measurement.
                                                                                                                           However, the key is to
                                                                                                                           measure OOS based
                                                                                                                           on whatever capability
                                                                                                                           exists (daily, weekly,
                                                                                                                           monthly). 6 items
                                                                                                                           missing vs 100 items
                                                                                                                           expected = 6%




KPI09 Lead Time              Hours     Measure supply chain Hours                The number of hours Average over          Orders sent at noon.     Manufacturer     Retailer        Manufacturer
                                       responsiveness. The                       it takes from order most recent 6-        Picked and shipped at    distribution     distribution    distribution
                                       scope of this measure                     generation to order month period.         17.00 the next day       centre to        centre to       centre to
                                       is from order                             receipt                                   plus 5 hour transit      customer         Store           customer
                                       generation to delivery.                                                             time. Cycle time = 34
                                       This KPI should be a                                                                hours.
                                       market average or
                                       "normal" lead time
                                       measure

KPI10 Distribution Costs (% %          Measure supply chain % of sales           The total cost for      Average over    Distribution costs =       Distribution    Retailer      Manufacturer /
      of sales value)                  cost. The scope of     value              distribution of         the most recent $75,000 Sales =            costs =         distribution  Supplier
                                       this KPI is the supply                    products (finished      6-month period $1,000,000                  $75,000 Sales centre to store through to
                                       chain costs with order                    goods, warehousing,                     Distribution costs =       = $1,000,000                  retail store
                                       processing                                people and                              7.5% of sales              Distribution
                                       (manufacturers/suppli                     equipment, transport                                               costs = 7.5% of
                                       ers only),                                from distribution                                                  sales
                                       warehousing and                           centre to receiving
                                       trasportation cost.                       dock, unloading)
                                                                                 divided by the value
                                                                                 of total sales of these



KPI11 Distribution Costs     cost /    Measure supply chain      The total       The total cost for    Average over    Distribution costs =         Manufacturer/S Retailer         Manufacturer/
      (local currency unit   case      cost. The scope of        cost for        distribution of       the most recent $75,000 Sales =              upplier to      distribution    Supplier
      per case)                        this KPI is the supply    distribution    products (finished    6-month period 31,250 physical cases         customer        centre to store through to
                                       chain costs with order    of products     goods, warehousing,                   Distribution costs =         distribution                    retail store
                                       processing                (finished       people and                            $2.40 per case (enter        centre. (For
                                       (manufacturers/suppli     goods,          equipment, transport                  KPI as 2.4)                  direct-to-store
                                       ers only),                warehousing     from DC to receiving                                               delivery,
                                       warehousing and           , people and    dock, unloading)                                                   manufacturer to
                                       trasportation cost.       equipment,      divided by the number                                              store)
                                       This KPI can only be      transport       of physical cases
                                       used for internal         from DC to
                                       benchmarking where        receiving
                                       consistent currencies     dock,
                                       are used. It cannot be    unloading)
                                       used for external         divided by
                                       benchmarking where        the number
                                       different currencies      of physical
                                       may be used. local        cases
                                       currency unit per case    delivered




KPI12 Invoice Accuracy -     %         Measure the               % of            The number of          Average over       Number of invoices = Manufacturer to Supplier to          Supplier to
      Master Data                      alignment of neutral      invoices with   invoices with all      most recent 6-     20 Number with errors customer       retailer             customer
                                       master data between       neutral /       quantities and GTINs month period.        in master data = 16
                                       trading partners. % of    master data     correct divided by the                    KPI = 16/20 = 80%
                                       invoices with             correct         number of invoices.
                                       neutral/master data
                                       correct

KPI13 Invoice Accuracy       %         Measure the               % of            The number of            Average over     Number of invoices = Manufacturer to Supplier to          Supplier to
                                       alignment of all data     invoices        invoices totally correct most recent 6-   20 Number of           customer      retailer             customer
                                       included on the           correct         divided by the total     month period.    invoices with errors =
                                       invoices between                          number of invoices.                       10 KPI = 10/20 = 50%
                                       trading partners.
KPI14 Perfect Order Rate     %         This is an optional KPI   %               The number of orders Average over         Number of invoices = Manufacturer /       Supplier to     Manufactuer /
                                       that measures the                         with no error, filled most recent 6-      100 Number filled    supplier to          retailer        Supplier to
                                       combination of orders                     correctly for every   month period.       perfectly = 62 KPI = customer                             customer
                                       that are touchless,                       line, on time and                         62%
                                       complete, on time,                        invoiced correctly
                                       invoiced correctly and                    divided by the total
                                       damage free.                              number of orders




                                                                                                    Key Performance Indicators
IM     IM                                 Unit of Purpose                         Measure                                  Definition                                 Time
#      Name                               Measure                                                                                                                     frame
IM01   % of consumer units allocated      %       To measure implementation level % of all consumer items                  What % of consumer units sold /            At present
       GTIN                                       of GTIN at consumer unit level                                           received are allocated a Global Trade
                                                                                                                           Identification Number (GTIN)?
IM02   % of checkouts that can scan a     %        To measure the degree to which        % of checkouts                    % of checkouts that can scan a 13 digit    At present
       13 digit barcode                            check outs can scan 13 digit                                            barcode
                                                   barcodes
IM03   % of checkouts that can scan       %        To measure the extent to which        % of checkouts that can scan                                                 At present
       Reduced Space Symbology                     checkouts can scan Reduced            Reduced Space Symbology
       (RSS)                                       Space Symbology                       (RSS)
IM04   % of cases / cartons / inners      %        To measure the extent to which        % of cases / cartons / inners     What % of cases/cartons/inners sold /      At present
       allocated a GTIN                            cases/cartons/inners have been                                          received are allocated a Global Trade
                                                   allocated a GTIN so that it may                                         Identification Number (GTIN)?
                                                   be used to identify the iemt in the
                                                   supply chain

IM05   % of pallets/unit loads labeled    %        To measure the extent to which      % of pallets / unit loads           What % of pallets/unit loads               At present
       with SSCC                                   pallets/unit loads are lablled with                                     sold/received are labeled with a Serial
                                                   Serial Shipment Containier Codes                                        Shipping Container Code (SSCC)?
                                                   so that they can be uniquely
                                                   identified throughout the supply
                                                   chain
IM06   % of item exceptions to GTIN       %        To measure the extent to which      % of item exceptions                 What % of items sold / recieved have      During the last
       allocation guidelines                       items are failing to comply with                                         exceptions to the Global Trade            month
                                                   the GTIN allocation guidelines                                           Identification Number (GTIN) allocation
                                                                                                                            guidelines?
IM07   % of shipping or receiving         %        To measure the extent to which        % of shipping / receiving lcations What % of your shipping/receiving         At present
       locations that have been                    GLNs have been allocated to                                              locations have been allocated a Global
       allocated a GLN                             shipping/receiving locations                                             Location Number (GLN)?

IM08   % of orders transacted via EDI or %         To measure the extend to which % of orders                              What % of your orders are transacted     During the last
       XML                                         orders are sent or received using                                       via EDI (Electronic Data Interchange) or month
                                                   standard electronic messages                                            XML (Extensible Markup Language) ?

IM09   % of invoices transacted via EDI %          To measure the extent to which        % of invoices                     What % of your invoices are transacted
       or XML                                      invoices are sent or received                                           via EDI (Electronic Data Interchange) or
                                                   using standard electronic                                               XML (Extensible Markup Language)?
                                                   messages
IM10   % of sales with synchronized     %          To measure the extent to which        % of sales value                  What % of your sales (measured in      During the last
       master data between trading                 master data is being                                                    revenue) has neutral master data       month
       partners via standards compliant            synchronized via standards                                              synchronized via a standards compliant
       data pools                                  compliant data pools                                                    data?

IM11   % of GTINs that are catalogued     %        To measure the extent to which        % of GTINs                        The % of your company's products        At present
       consistently with Global Product            the Global Product Classification                                       (registered as GTINs) which have been
       Classification Standards                    Standards have been adopted                                             classified and catalogued using the
                                                                                                                           Global Product Classification Standards



                                                                                 Implementation Measures
                                  全球ECR評量表--能力評量工具


頁數 主要範圍                                                      概念                                              概念


Page Focus Area                                              Concept


     D. 需求面管理Demand Management
                                                             Strategic Direction -
     D1.            Demand Strategy & Capabilities                                                           策略方向-消費者價值取向的商業模式
                                                             Consumer Value Business Models
                    需求策略與能力                                  Strategic Direction - Category Management       策略方向-品類管理
                                                             People & Organization                           人與組織

                                                             Information Technology Infrastructure           資訊技術基礎環境

     D2.            Collaborative Shopper Value Creation     Collaborative Information Management            協同資訊管理
                    合作創造消費者價值                                Shopper Targeting                               目標消費者
                                                             Differentiated Solutions                        差異化解決方案
     D3.            Optimize Assortments                     Assortment Planning                             商品組合計畫
                    商品組合最佳化                                  Assortment Execution                            商品組合執行
                                                             Assortment Evaluation                           商品組合評量
     D4.            Optimize Promotions                      Promotion Planning                              促銷計畫
                    促銷最佳化                                    Promotion Execution                             促銷執行
                                                             Promotion Evaluation                            促銷評量
     D5.            Optimize New Product Introductions       NPI Planning                                    新商品導入計畫
                    新商品導入最佳化                                 NPI Execution                                   新商品導入執行
                                                             NPI Evaluation                                  新商品導入評量




     S. 供給面管理Supply Management
                    Supply Strategy & Capabilities
     S1.                                                     Strategic Direction                             策略方向

                    供應面策略與能力                                 People & Organization                           人與組織
                                                             Information Management                          資訊管理
     S2.            Responsive Supply                        Automated Store Ordering                        自動訂貨
                    有效供貨                                     Continuous Replenishment                        持續補貨
                                                             Product Flow Techniques                         商品流動技術
                                                             Transport Optimization                          運輸最佳化
                                                             Efficient Unit Loads                            單位有效負載
     S3.            Integrated Demand Driven Supply          Synchronized Production                         同步生產
                    整合需求取向的供給                                Integrated Suppliers                            供應商整合
     S4.            Operational Excellence                   Reliable Store Operations                       店舖營運的可靠度
                    操作最佳化                                    Reliable Distribution                           配銷的可靠度
                                                             Reliable Production                             生產的可靠度
                                                             Reliable Stock Loss Management                  缺貨損失管理的可靠度
                                                             Reliable On-Shelf Availability Management       貨架使用率管理的可靠度



     E. Enablers
     E. 標準驅動工具
     E1.         Common Identification Standards             GTIN at Consumer Unit Level                     使用GTIN在消费品单项上
                 共同識別標準                                      GTIN at Trade (Case, Carton) Unit Level         使用GTIN在交易单项上(盒、箱)
                                                             Serial Shipment Container Code (SSCC)           運送容器序號(SSCC)
                                                             Global Location Number (GLN)                    全球廠商識別號碼(GLN)
                                                             Electronic Product Code (EPC)                   主要資料整合
                                                             Product Classification Standards                電子資料交換(EDI)

     E2.            Use of Electronic Message Standards      Electronic Messages for Supply                  供給方面的電子訊息

                                                             Electronic Messages for Planning, Forecasting
                    採用電子訊息標準                                                                                 計畫、預測、補貨的電子訊息
                                                             and Replenishment
                                                             Electronic messages for Master Data             資料主檔的電子訊息

     E3.            Global Data Synchronization              Global Data Synchronization                     全球資料同步的規劃和執行
                    全球資料同步化




     I. INTEGRATORS 整合推動
     I1.            Collaborative Planning and Forecasting   Collaborative Planning                          協同規劃
                    協同規劃與預測                                  Collaborative Forecasting                       協同預測
     I2.            Cost/Profit and Value Measurement        Activity Based Costing (ABC)                    活動成本分析法(ABC)
                    成本利潤價值的衡量                                Consumer Value Measurement                      消費者價值評量
                               GLOBAL ECR SCORECARD -- Weighting factors全球評量表--加權指數
要項        Concept                                                                     加權指數
                                                                                              **)聯合供應商 / 零售
                                                                             零售商      供應商
                                                                                                    商

D. Demand Management                         D. 需求面管理                        550      550          550
D1. Demand Strategy & Capabilities           需求策略與能力                         130      130          130

          Strategic Direction - Consumer                 策略方向-
                                                                              40       40          40
          Value Business Models                          消費者價值取向的商業模式

          Strategic Direction - Category
                                                         策略方向-品類管理            30       30          30
          Management
          People & Organization                          人與組織                 30       30          30
          Information Technology
                                                         資訊技術基礎環境             30       30          30
          Infrastructure

D2. Collaborative Shopper Value Creation     合作創造消費者價值                       120      120          120

         Collaborative Information
                                                         協同資訊管理               40       40          40
         Management
         Shopper Targeting                               目標消費者               40       40           40
         Differentiated Solutions                        差異化解決方案             40       40           40
D3. Optimize Assortments                     商品組合最佳化                         100      100          100
         Assortment Planning                             商品組合計畫              40       40           40
         Assortment Execution                            商品組合執行              30       30           30
         Assortment Evaluation                           商品組合評量              30       30           30
D4. Optimize Promotions                      促銷最佳化                           100      100          100
         Promotion Planning                              促銷計畫                40       40           40
         Promotion Execution                             促銷執行                30       30           30
         Promotion Evaluation                            促銷評量                30       30           30
D5. Optimize New Product Introductions       新商品導入最佳化                        100      100          100
         NPI Planning                                    新商品導入計畫             40       40           40
         NPI Execution                                   新商品導入執行             30       30           30
         NPI Evaluation                                  新商品導入評量             30       30           30

S. Supply Management                         S. 供給面管理                        550      550          550
S1. Supply Strategy & Capabilities           供應面策略與能力                        150      150          120
          Strategic Direction                            策略方向                50       50           40
          People & Organization                          人與組織                50       50           40
          Information Management                         資訊管理                50       50           40
S2. Responsive Replenishment                 有效供貨                            200      160          200
          Automated Store Ordering                       自動訂貨                40       NA           40
          Continuous Replenishment                       持續補貨                40       40           40
          Product Flow Techniques                        商品流動技術              40       40           40
          Transport Optimization                         運輸最佳化               40       40           40
          Efficient Unit Loads                           單位有效負載              40       40           40
S3. Integrated Demand Driven Supply          整合化需求取向供給                       NA       100          30
          Synchronized Production                        同步生產                NA       50           30
          Integrated Suppliers                           供應商整合               NA       50           NA
S4. Operational Excellence                   操作最佳化                           200      140          200
          Reliable Store Operations                      店舖營運的可靠度            50       NA           40
          Reliable Distribution                          配銷的可靠度              50       40           40
          Reliable Production                            生產的可靠度              NA       40           40
          Reliable Stock Loss Management                 缺貨損失管理的可靠度           50       30          40
          Reliable On-Shelf Availability
                                                         貨架使用率管理的可靠度          50       30          40
          Management
E. Enablers                                 E. 標準驅動工具                        300      300          300
E1. Common Identification Standards         共同識別標準                           100      100          100
          GTIN at Consumer Unit Level                    使用GTIN在消费品单项上       20       20           20
          GTIN at Trade (Case, Carton) Unit              使用GTIN在交易单项上(盒、箱)   20       20           20
          Level Shipment Container Code
          Serial                                         運送容器序號(SSCC)        15       15           15
          (SSCC)
          Global Location Number (GLN)                   全球廠商識別號碼(GLN)       15       15           15
          Electronic Product Code                        主要資料整合              15       15           15
          Product Classification Standards               電子資料交換(EDI)          15       15          15
E2. Use of Electronic Message Standards      採用電子訊息標準                        150      150          150
          Electronic Messages for Supply                 供給方面的電子訊息            50       50          50

         Electronic Messages for Planning,
                                                         計畫、預測、補貨的電子訊息        50       50          50
         Forecasting and Replenishment
         Electronic Messages for Master
                                                         資料主檔的電子訊息            50       50          50
         Data
E3. Global Data Synchronization            全球資料同步化                            50       50          50
         Global Data Synchronization                     全球資料同步的規劃和執行         50       50          50

I. Integrators                               I.整合推動                          200      200          200
I1. Collaborative Planning & Forecasting     協同規劃與預測                         100      100          100
            Collaborative Planning                       協同規劃                50       50           50
            Collaborative Frecasting                     協同預測                50       50           50
I2. Cost/Profit and Value Measurement        成本利潤價值的衡量                       100      100          100
            Activity Based Costing                       活動成本分析法(ABC)        50       50           50
            Consumer Value measurement                   消費者價值評量             50       50           50

                                                                             1,600    1,600       1,600
                                    全球ECR評量表--能力評估工具(細
                                        概念 D1. 需求策略和能力
                          執行需求管理的承諾-整合企業的策略計畫,人與組織和

               評估準則
               策略方向
               -消費者價值取向的商業模式
               企業計畫和策略的準則需以創造消費
               者價值為取向,並執行相關商業決策
計分    基本意義     和行動。



               目前的商業模式未能解決或衡量企業
               如何創造消費者價值
0     還未計畫


             基本承認傳統的商業模式不足以提供
     計畫已獲得共識
             價值給客戶。挑戰傳統商業模式的初
1    ,但還沒開始執
             期計劃已開始
        行

               開始測試能創造消費者價值的方法且
               與傳統的商業模式並行。
2    正進行先導測試


            基於先導案例的測試成果﹐確認創造
            消費者價值新方案的可行性﹐且驗證
3    開始執行推廣 於顯著增加的成長率上。


               整套商業模式建置完成,使得組織的
               運作能超過消費者的預望,並且能傳
               遞效益給其商業夥伴們,達到供給與
               需求策略完美的配合。
4     全面執行
        全球ECR評量表--能力評估工具(細節解析)
             概念 D1. 需求策略和能力
行需求管理的承諾-整合企業的策略計畫,人與組織和資訊系統各方面以達成目標。



     策略方向             人與組織
     -品類管理
     企業品類管理策略需依消費者導向研 評估企業組織的結構、知識、人力資源計
     擬產品分類的方向來發展      畫、以及文化等方面程度,包含人際處理
                      能力和報酬制度等,皆需變革來支持以消
                      費者為導向的需求管理政策。

     高階管理階層不太瞭解目前品類管理 還是傳統的組織結構設計﹐
     實際的商業流程是否符合消費者期望 例如:非用品類為主來劃分
     。

     高階管理階層已擬定品類管理的執行 不同部門開始計畫去作改變。買方認知到
     計畫,但是計畫還未執行。     傳統存在的障礙,轉向注重品類管理﹐賣
                      方整合多通路行銷為願景。

     明確定義公司整體與品類的角色定位 品類及行銷通路經理/團隊負責品類和通路
     ,及先導案例上的利潤共享目標也獲 計畫。組織改革計畫確立,且與外部商業
     充分支持             伙伴的關係開始萌芽。

     在完成品類管理架構,整體和品類的 品類及行銷通路經理/團隊負責品類和通路
     角色定義,以及一些新系統與新衡量 計劃的整體系統。組織改革已經完成。對
     標準測試等計畫後,品類管理的示範 外關係建立在信任和知識的分享上。
     案例將擴展至日常營運商業活動中。

     品類管理的流程已部署完畢。良好品    品類及行銷通路經理/團隊負責品類和通路
     類規劃(消費者,顧客和市場)是所有   計劃的整體系統。整體組織結構﹐人力資
     重大商務決策和報酬績效的基礎,進    源計劃﹐企業文化和報酬制度的改變已完
     而達成利潤與共享目標。         成。以整體需求管理策略為企業決策基礎
                         ,執行經營伙伴關係的商業模式。員工也
                         積極地與商業夥伴協同工作且經常彼此交
                         流。
資訊技術基礎架構

使用資訊科技(IT)來收集與分析消費者資
訊,供品類/通路計畫作參考,且執行能
創造消費者的價值的品類管理流程。



目前的資訊系統未能提供資料收集的技術
,如收集消費者和品類等資訊;此外,IT
發展規劃也未涵蓋此方面。

有限度的收集到消費者和品類執行資料。
目前方式是例行性的從交易夥伴與第三方
獲取資料並作分析。

正在同合作伙伴和第三方測試一套整體結
合的資料收集體系來提供和分析市場資料
及消費者需求和購物行為

完整的系統測試,與交易伙伴合作去收集
消費者行為和市場需求的資料,並提供分
析工具與方法。



由關鍵交易伙伴與部門例行性地運用
資料收集、儲存、挖掘等能力去整合消費
者和市場需求的資料,以建立消費者價值
的解決方案和商業成果
Global Scorecard -- A Capability Assessment Tool, Detailed descriptors 全球 ECR 評量表 -- 能力評估工具 ( 細節解析 )
Concept D1. Demand Strategy & Capabilities 概念 D1. 需求策略和能力

Commitment to the implementation of Demand Management -- with strategic plans; people & organization; and, information systems fully aligned to this commitment.


                                 Considerations
                                 Strategic Direction -
                                                                           Strategic Direction -
                                 Consumer Value                                                                     People & Organization             Information Technology Infrastructure
                                                                           Category Management
                                 Business Models
                                                                                                                    The degree to which the
                           All plans and strategies derive from            Strategy aligned with the category       structure, knowledge, HR
                           the principle that creating consumer            management principle that business       planning and culture of the       Use of information technology to collect and analyze consumer data and to provide category/channel
Score      General Meaning
                           value must be the primary driver for            direction should be based on consumer-   organization, as well as          performance data in support of the Shopper Value and Category Management processes.
                           business decisions and actions.                 based product categories.                people skills and
                                 The current Functionally driven                                                    remuneration policies have
                                                                           Top management unaware of or not         Traditional organizational
                                 business model does not address or                                                                                   Current information systems do not include dedicated consumer and category performance data collection
0          Nothing planned                                                 committed to a category management       structures - (e.g. not category
                                 measure how the business is creating                                                                                 tools -- and IT development plans do not include these capabilities.
                                                                           business process.                        focused).
                                 value to the consumer.
           Plans agreed but      General acceptance that the traditional                                            Separate departments with
                                                                           Top management has developed a
           have not yet          Functionally driven business model                                                 plans to change. Traditional      Limited consumer and category performance data is available. A plan is in place to routinely collect these
1                                                                          category management action plan but
           started               may not be sufficient to deliver                                                   barriers understood with          data from trading partners and 3rd-parties and to provide tools to analyze them.
                                                                           plans not implemented yet.
           implementation        consumer value. Early plans to                                                     buyers moving to category
                                 challenge the model are in place.                                                  focus and sellers
                                                                                                                    Category/Channel
                                 Parallel to the Functionally driven
                                                                           Full commitment with corporate and       managers/teams assume
           Pilot tests being     traditional model, news ways of                                                                                      An integrated data collection system is being pilot tested with some trading partners and 3rd parties to
2                                                                          category roles defined and profit and    responsibility for
           conducted             providing consumer value are being                                                                                   collect data on consumer needs & shopping behavior and to provide analysis tools.
                                                                           share targets identified in pilots.      category/channel planning.
                                 tested.
                                                                                                                    Plans in place to restructure
                                 Based on pilot-testing, alternative       Category management structures in        organization. External
                                                                                                                    Category/Channel
                                 ways of providing consumer value          place, corporate and category roles      managers/teams assume
           Roll-out of                                                                                              responsibility for total system
                                 have been identified and are evident      defined, some new systems in place                                         Integrated consumer and market data collection, warehousing and mining capabilities are routinely made
3          implementation                                                                                           for their categories/channels.
                                 by a significant increase in growth       and new measures being tested.                                             available to key trading partners and some business units.
           started                                                                                                  Structural changes being
                                 rates. Supply and Demand strategies       Category management pilots being
                                 are beginning to be integrated.           expanded into day-to-day business.       made. External relationships
                                                                                                                    based on trust and

                                                                                                                  Category/Channel managers
                                                                                                                  / teams assume
                                                                                                                  responsibility for total system
                                                                                                                  for their categories/channels.
                                                                                                                  Changes to structure, HR
                             A portfolio of business models ensure                                                planning, culture and
                                                                       Category management process
                             that the organization exceeds                                                        remuneration policies are
                                                                       deployed. Balanced category measures                                       Integrated consumer and market data collection, warehousing and mining capabilities are routinely made
                             consumer expectations on value and                                                   completed. Decisions made
4          Fully implemented                                           (consumer, customer, market) are basis                                     available to most trading partners and all business units, contributing to superior consumer value solutions
                             delivers superior returns for the trading                                            in context of overall demand
                                                                       for all significant decisions and rewards.                                 and business results.
                             partners. Supply and Demand                                                          management strategy.
                                                                       Profit and share targets are being met.
                             strategies are fully integrated                                                      Preferred partnerships are
                                                                                                                  considered the way of doing
                                                                                                                  business. Employees work
                                                                                                                  actively with trading partners
                                                                                                                  and are often swapped on
                                                                                                                  project teams.




        PricewaterhouseCoopers                                                                                                  Page 10                                                                                                        Printed -- 7/7/2010
                      全球ECR評量表 -- 能力評量工具,詳細內容
                         概念- D2. 合作創造消費者價值

                  創造消費者價值是企業未來經營與的發展新通路主要驅動力量


                                       評估準則
                  協同資訊管理         目標消費者鎖定
               捕捉、分享和加強消費者    藉由策略與資訊的分享作出消
計分      基本意義   知識,建立與消費者的關    費者區隔並開發出差異化消費
               係,提昇產品與服務品質    者方案的協同商業合作計畫
               。
               消費者資料無法取得或沒    未作市場區隔,未利用消費者
               有計畫去收集此類資料。    資訊,且未計畫去收集或購買
0       還未計畫                  。


                確認消費者資訊與市場需   確認供應鏈上各伙伴的角色
     計畫已獲得共識,但還 求,目前資料來源需要分   並開始設法從各資訊系統收集
1
        沒開始執行   析,並且同意具體的行動   客戶及市場需求資料。
                去消弭差距。
                持續蒐集與儲存消費者資   交易伙伴分析他們個別的資料
                料,供示範案例的商業夥   去判定消費者區隔的優先順序
2     正進行先導測試
                伴及消費者之分析需求和   。
                潛在價值評估的用途。
                開始定期地收集、儲存、   供需各方分享及調整消費者及
                分享、分析消費者資料,   市場需求資訊
3      開始執行推廣   用以評估購買行為及偏好   進一步訂定出針對消費者區隔
                的改變,以供將來管理決   的聯合策略。
                策制定的參考。
                消費者與市場資料分析的   具有明確針對消費者區隔的聯
                結果,可作為公司管理階   合策略,並作為銷售決策的基
4       全面執行    層制定商業決策,及與目   礎,並持續修正消費者區隔的
                標消費者互動的依據。    認知,企業內系統架構與組織
                              需適時地追蹤與監督此項工作
                              。
量工具,詳細內容
消費者價值

的發展新通路主要驅動力量


   評估準則
               提供消費者差異化解決方案
           與交易伙伴協同合作去建立符合目標消費者需
           求的解決方案,使在消費者、商店、與品牌之
           間串起良好的聯繫。
           仍是傳統商品與價格的規劃方式,並未針對消
           費者作區隔。




           認知到區隔化的需求,開始與交易伙伴共同分
           析目標客戶在哪裡?


           針對某些品類開始作先導測試,針對目標客戶
           採用個別解決方案,並透由執行共同商業計畫
           創造顧客價值。

           計畫的範疇擴大鎖定在目標消費者需求的品類
           ,客戶可感受到獨特商品的價值。




           零售商與供應商聯合制訂商業決策,與目標市
           場的消費者彼此連結互動,滿足消費者的需求
           ,提高顧客的忠誠度。
                         Global Scorecard -- A Capability Assessment Tool, Detailed descriptors

                         Concept D2. Collaborative Shopper Value Creation
                         Using creation of value for consumers and shoppers as the primary driver for managing the current business and developing new solutions and channels for the future.




                                                          Considerations
                                                          Collaborative Information Management                             Shopper Targeting         Differentiated Solutions




                         Score        General             Capturing, sharing and leveraging knowledge to build             Identifying clear joint   Trading partners collaborate to create unique solutions
                                      Meaning             relationships with shoppers and to enhance the                   shopper segments          to meet targeted shopper needs, creating a bond
                                                          proposition in both product and service                          by sharing strategies     between the shopper, the store and the brand.
                                                                                                                           and information with
                                                                                                                           the purpose of
                                                                                                                           developing
                                                                                                                           differentiated
                                                                                                                           solutions within the
                                                                                                                           context of Joint
                                                                                                                           Business Plans.
                                  0   Nothing planned Market, Consumer and Shopper data not available or                   No segmentation in        Nothing done, focus still on traditional item / price
                                                      used -- and no plans to collect this data.                           place. Consumer           merchandising. No shopper recognizable
                                                                                                                           and shopper data          differentiation.
                                                                                                                           not available or used
                                  1 Plans agreed but      Market, Consumer and Shopper data requirements                   and no plans to
                                                                                                                           Each party has            Recognize the need to differentiate beyond traditional
                                    have not yet          have been defined, current sources identified and                identified and            item / price merchandising. Analysis has started to
                                    started               actions have been agreed to fill gaps.                           gathered market,          identify target shopper / shopper segments with
                                    implementation                                                                         shopper and               trading partners.
                                  2 Pilot tests being     Market, Consumer and Shopper data is being                       consumer data from
                                                                                                                           Each party analyses       Pilot work has started. Unique solutions identified for
                                    conducted             collected and stored for pilot testing of analysis               their proprietary data    target shoppers. Joint business plans are being
                                                          requirements and assessment of potential value to                to identify and           implemented to initiate a unique value proposition for
                                                          both business partners as well as shoppers.                      prioritise shopper        defined shopper segments. Scope generally limited to
                                  3   Roll-out of         Market, Consumer and Shopper data is routinely                   and consumer
                                                                                                                           Retailer and supplier     a few categories. work has evolved to as many
                                                                                                                                                     The scope of the
                                      implementation      collected, stored, shared and analyzed to assess                 share and align           categories as needed to influence the behavior of the
                                      started             purchasing behavior and shifts in consumer and                   market, shopper and       target shopper segment in the marketplace. The
                                                          shopper preferences. Management is starting to use               consumer data to          shopper recognizes the unique attribute provided by
                                                          the results routinely for decision making.                       identify and prioritise   the retailer's solution.
                                                                                                                           joint
                                                                                                                           shopper/consumer
                                  4   Fully               Results from analysis of market, consumer and                    segments
                                                                                                                           Clearly defined joint     The retailers and manufacturer work jointly defined
                                      implemented         shopper data are routinely used by management in                 shopper segments          business plans to interact in a unique way with a set of
                                                          setting business direction and for interactive                   agreed and used as        shopper segments to make them prefer the retailer as
                                                          communication with target shoppers.                              the basis for making      a provider for well defined shopper needs or
                                                                                                                           decisions. Process        occasions. The results is a measurably more loyal
                                                                                                                           in place to improve       shopper.
                                                                                                                           continuously
                                                                                                                           shopper segment
                                                                                                                           knowledge. System
                                                                                                                           infrastructure and
                                                                                                                           organisation in place
                                                                                                                           to track and monitor
                                                                                                                           this work.




PricewaterhouseCoopers                                                                                                Page 13                                                                                   Printed -- 7/7/2010
                            全球ECR評量表--能力評估工具(細節解析)
                                概念 D3 最佳化商品組合

     針對每一品類之需求與商業目標制定商品组合策略, 然後根據擬定策略, 選擇和刪除特定商品, 且包括執行和


                                                評估準則

                   商品組合計畫           商品組合執行
                 商品組合的最佳化過 轉換產品組合計畫為有效率具效果的
                 程來滿足目標消費者 執行流程
計分       基本意義    的需求

                企業目前對於品類角 沒有一致性的流程存在。測量方法尚
                色是否符合目標或針 未被定義或被收集去做評估。
0       還未計畫    對單一產品在品類中
                的定位沒有清楚的瞭
                解與認知。
                明白品類的角色但仍 正在發展一系列的系統和流程﹐來規
      計畫已獲得共識,但 對個別商品的定位缺 範商品組合的執行過程﹐並投入一些
1               乏清楚認知。接納有 努力去衡量和協調商品組合的執行。
       還沒開始執行
                價值合作夥伴的意見
                但還未納入商品組合 一些努力的結果使得執行有效的商品
                一些消費者和市場的
                 資料已被應用在市場   組合流程是可行的-
2      正進行先導測試   區隔的策略上。推動   但成果有限。如貨架執行或製造商的
                 品類的角色、品牌和   調整範圍仍緩慢,存貨率高。
                 商品的認知,但交易
                 已清楚瞭解商品是符 商品組合的執行流程已完成建置且上
                 合品類目標。一些商 軌道,存貨率已改善。
3       開始執行推廣   業夥伴已參與計劃且
                 中廣泛地使用及交流
                 顧客、市場和商業夥 日常營運中已採用高效率的產品組合
                 清楚瞭解品類、品類
                 之間及整體目標對產 流程。從產品組合決策到執行完畢只
4        全面執行    品組合的影響。商業 需極短時間,且接近零庫存的狀況。
                 夥伴已例行地參與計
                 畫且使用共同的資訊
(細節解析)
合

和刪除特定商品, 且包括執行和評估此套商品組合策略。


    評估準則

                 商品組合評估
         產品組合與共同目標比較的評估程度




         針對產品組合決策在顧客滿意度、庫存、成本和缺
         貨率的影響評估動作沒有任何投入



         認知到對商品組合效果衡量的需求於是開始進行一
         些基本的分析。



         商品組合的評估基礎為傳統的成本和數量,並開始
         與商業夥伴間作審視。



         廣義的成果和流程績效是依品類目標作評估(例如品
         類成長率、顧客滿意度、市場佔有率或品類壽命),
         和商業夥伴間合作檢閱也涉及顧客資料。

         完成依據品類及其整體目標,與商業夥伴共同評估
         商品組合的模式,並成為例行性工作。
             Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
             Concept D3. Optimize Assortments
             Alignment of assortment strategies with the needs and business goals of each category -- then selection or elimination of specific products. Including execution and evaluation of
             this assortment strategy.

                                              Considerations
                                              Assortment Planning           Assortment Execution                                 Assortment Evaluation

             Score         General           The process of optimizing      The process to translate the assortment plan into    The degree to which assortments are evaluated jointly against a
                           Meaning           the assortment mix to          efficient/effective implementation.                  common set of objectives.
                                             fulfill the needs of target
                                             consumers.
                         0 Nothing planned No clear understanding of        No consistent process exists. Measures are not       No efforts to evaluate the impact of assortment decisions on
                                             the role of the category in    defined or collected to assess.                      consumer satisfaction, inventory, cost and out-of-stock.
                                             meeting corporate
                                             objectives or the role of
                                             individual products within
                                             the category.
                         1 Plans agreed but The category role is            Systems & processes are being developed to           An understanding exists of the need to measure assortment
                           have not yet      understood but little          formalize the assortment execution process and       effectiveness. Some basic analysis is routinely conducted.
                           started           understanding of the role      some efforts to measure & coordinate assortment
                           implementation of products. Recognition          execution are being developed.
                         2 Pilot tests being Some consumer and              Some efforts to implement an effective assortment    Assortments are evaluated based on a traditional costs and volume
                           conducted         market data used to make       execution process exist - limited success. Shelf     basis. Some reviews with trading partners are conducted.
                                             segment decisions.             implementation or manufacturer range adjustments
                                             Developing an                  are slow, remnant inventories are high.
                                             understanding of the role
                                             of categories, brands and
                                             products. Involvement of
                                             trading partners is limited.

                         3 Roll-out of        Clear understanding of        An assortment execution process has been             A broader set of results and process measures are evaluated related
                           implementation     products in meeting           implemented and is usually followed.                 to category objectives (like category growth, consumer satisfaction,
                           started            category objectives. Some     Improvements in compliance and inventories are       market basket or closure rate). Joint reviews with trading partners
                                              trading partners are          being realized.                                      include consumer data.
                                              involved and a wide range
                                              of consumer, market and
                                              trading partner
                                              information is used.

                         4 Fully              Clear understanding of the    A highly effective assortment process is routinely An agreed set of measures are evaluated jointly by trading partners
                           implemented        impact of assortment on       used. It is a short cycle from assortment decision to and related to the category and corporate objectives. These targets
                                              the category, other           complete implementation. Remnant inventory is         are routinely being met.
                                              categories & corporate        almost eliminated.
                                              objectives. Routine
                                              involvement of trading
                                              partners using joint
                                              information.



PricewaterhouseCoopers                                                                                      Page 16                                                                                     Printed -- 7/7/2010
                全球ECR評量表 -- 能力評量工具,詳細內容
                    概念- D4. 最佳化商品促銷

針對每一品類之需求與商業目標訂定促銷策略, 然後根據所擬定的策略, 選擇特定產品進行促銷、促銷計畫與執行結果評估



                                   評估準則

                促銷活動計畫    促銷活動執行

              以品類/公司整
                      轉換產品促銷計畫
              體目標為前提,
計分    基本意義            成為兼具效率與效
              與交易夥伴發展
                      果的流程
              策略性促銷活動
                      流程常變動不一致
              並未有任何計畫
0     還未計畫            ,尚未考量前置時
              或特別的準備。
                      間。
             開始規劃與交易
     計畫已獲得共識           開始投入資源,按
             夥伴共同進行的
1    ,但還沒開始執           部就班地執行促銷
             促銷計畫,
         行             計畫。
             促銷活動依據過
             與交易夥伴協商
             ,針對某些品類
                       促銷計畫流程的先
2    正進行先導測試 商品進行新促銷
                       導測試。
             活動測試,但未
             形成常規。
                       正式執行新促銷計
             按品類目標與交 畫並監控流程,初
             易夥伴定期舉行 步成果可發現存貨
3     開始執行推廣
             會議討論促銷計 減少,銷售預測正
             畫。        確度改善,進而成
                       本降低,並提升消
             促銷活動已擴及 定期實施高度效率
             跨品類的商品組 的促銷計畫,銷售
4      全面執行
             合,通常於9到12 預測幾乎是準確的
             月之前先制訂好 ,存貨控管良好,
             整體促銷計畫。 透過一連串創新性
量工具,詳細內容
化商品促銷

定的策略, 選擇特定產品進行促銷、促銷計畫與執行結果評估



    評估準則

              促銷活動評估



        衡量促銷計畫對企業目標達成的效果
        評估



        對促銷成果或成本未作投入評估



        瞭解評估促銷活動與成本的必要性,
        一些基本的分析已定期地執行。


        促銷活動的評估依照傳統的成本數值
        資料為基礎,並與商業夥伴間先進行
        部分審視工作。



        廣泛地進行與交易伙伴共同合作審視
        消費者資料之評量作業。根據品類目
        標衡量促銷計畫執行之成效,


        與商業夥伴共同制訂出績效衡量的模
        式,衡量指標主要是符合品類及整體
        目標為原則,定期目標成效顯現。
                                        Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                            Concept D4. Optimize Promotions
                         Alignment of promotion strategies with the needs and business goals of each category -- then selection of
                         specific products to be promoted, promotion planning, and event execution & measurement in accordance
                                                                     with this strategy.
                                                                                      Considerations
                                                     Promotion           Promotion Execution                 Promotion Evaluation
                                                      Planning
                                                The development
                                                of joint trading       The process to translate
                                                                                                      The degree to which promotions are
                                   General      partner strategic      the promotional plan into
                         Score                                                                        evaluated jointly against a common
                                   Meaning      (Demand                efficient/effective
                                                                                                      set of objectives.
                                                Generation)            implementation.
                                                promotional
                                                No structured          No consistent process
                                   Nothing      program, ad hoc        exists, with frequent          No efforts to evaluate promotion
                           0
                                   planned      deal based             changes and little             results or the promotion costs.
                                                arrangements and       consideration of lead times.
                                     Plans      no joint efforts. to
                                                Plans underway         An implementation process      An understanding exists of the need
                                  agreed but    develop a              is being developed to          to measure promotions and their
                           1
                                 have not yet   comprehensive          formalize the promotion        costs. Some basic analysis is
                                    started     joint promotional      execution program and          routinely conducted.
                                 implementat    program.
                                                Promotions             some efforts to coordinate
                                                                       Some efforts to implement      Promotions are evaluated based on a
                                  Pilot tests
                                                planned further in     an effective promotion         traditional costs and volume basis.
                           2         being
                                                advance with           process are undertaken         Some reviews with trading partners
                                  conducted
                                                some Category          and pilot tested.              are conducted.
                                                considerations
                                                Regular joint          A promotion process has
                                                promotional            been implemented and is
                                                planning meetings      usually followed.              A broader set of results and process
                                  Roll-out of   are held to            Inventories have               measures are evaluated related to
                           3     implementat    establish              decreased. Forecasting         category objectives. Joint reviews
                                  ion started   promotional plans      accuracy has improved.         with trading partners include
                                                consistent with        Costs are reduced and          consumer data.
                                                category               consumer value starting to
                                                objectives.            improve.

                                                                       A highly effective
                                            Cross-category             promotion process is
                                            considerations are         routinely used. Forecasts
                                                                                                      An agreed set of measures are
                                            incorporated into          are accurate. Inventories
                                    Fully                                                             evaluated jointly by trading partners
                                            promotional                and costs are well
                           4     implemente                                                           and related to the category and
                                            program. Plans             managed. Consumer value
                                      d                                                               corporate objectives. These targets
                                            are developed 9-           and business results
                                                                                                      are routinely being met.
                                            12 months in               significantly improved
                                            advance.                   through new and innovative
                                                                       promotions.

PricewaterhouseCoopers                                                           Page 25                                                      Printed -- 7/7/2010
                    全球 ECR 評量表 -- 能力評量工具,詳細內容
                      概念- D5. 最佳化新商品導入

    針對每一品類之需求與商業目標訂定新產品策略, 然後根據擬定策略, 選擇特定產品介紹, 新產品計畫, 與執行結果評



                                   評估準則

          新商品導入計畫     新商品導入執行
         有效新商品導入
      基本 計畫在公司整體    整體的新商品導入流程,
計分
      意義 與品類之目標下    涵刮需求與供給面的考慮
         其所扮演策略性
         角色的重要程度
         以短期考量來看    未有結構化程序確保消費
      還未 ,新商品計畫並    者在上市當日即可買到新
0
      計畫 未有策略性商機    商品,過時商品的處理也
         出現。        未做良好溝通。
      計畫 慢慢開始建立新    已有計畫去執行新商品導
      已獲 商品導入策略,    入流程,並有改善成果出
1        及考量內外新商
      得共            現,同時與交易夥伴共同
      識, 品如何導入的流    來修正問題。
      正進 程!
         擬出新商品導入    新商品導入流程先被應用
      行先 計畫概要,但著    於重點性的新商品,大部
2
      導測 重在短期,且大    份新商品符合目標,可以
       試 部分新品項決策    取代舊商品,配合計畫的
         ,是依據市場競
         新商品導入策略    整體執行過程。。
                    新商品導入流程定期運作
      開始
         與公司及品類目    ,整體系統的部分流程成
3     執行 標相連結,跨組    果呈現最佳化。對達到快
      推廣 織的清楚宣示。    速上架、汰換存貨,新商
         新商品導入計畫
         在確認符合公司    品上市支援等目標還有進
                    整體供應鏈有效率的新商
      全面 與品類目標下,    品導入流程。對達到快速
4
      執行 完全投入新商品    上架、汰換存貨,新商品
         導入策略,且與    上市支援等目標是例行性
         交易夥伴合作,    的事務。。
表 -- 能力評量工具,詳細內容
. 最佳化新商品導入

 然後根據擬定策略, 選擇特定產品介紹, 新產品計畫, 與執行結果評估



       評估準則

                   新商品導入評量



       衡量新商品導入計畫對企業目標達成的效果評估。



       對新商品導入成果或成本未作投入評估



       瞭解評估新商品導入活動與成本的必要性,一些
       基本的分析已定期地執行。


       新商品導入活動的評估依照傳統的衡量方式為基
       礎(如利潤、銷售額與佔有率),並與商業夥伴間
       先進行部分審視工作。

       廣泛地進行與交易伙伴共同合作審視消費者資料
       之評量作業。根據品類目標衡量新商品導入計畫
       執行之成效,

       與商業夥伴共同制訂出績效衡量的模式,衡量指
       標主要是符合品類及整體目標為原則,定期目標
       成效顯現。
                                          Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                               Concept D5. Optimize New Product Introductions (NPI)
                         Alignment of new product strategies with the needs and business goals of each category -- then selection of

                                                        Considerations
                                                        NPI Planning     NPI Execution         NPI Evaluation


                                                        The degree
                                                        to which a
                                                        successful
                                                        new product
                                                                         The overall New
                                                        introduction
                                                                         Product Launch
                                                        program                          The degree to which new product
                                      General                            process
                         Score                          plays a                          introductions are evaluated jointly
                                      Meaning                            covering both
                                                        strategic role                   against a common set of objectives.
                                                                         demand and
                                                        in supporting
                                                                         supply aspects.
                                                        overall
                                                        corporate
                                                        and category
                                                        objectives.



                                                        New product
                                                        introductions    No structured
                                                        are not          process to
                                                        viewed as a      ensure products
                                                        strategic        are available to
                                                                                          No efforts to evaluate new product
                                                        opportunity      the consumer at
                            0      Nothing planned                                        introduction results or the new product
                                                        and              launch date.
                                                                                          introduction costs.
                                                        decisions are    Phase out of
                                                        based on         remnant
                                                        short term       products is not
                                                        consideration    coordinated.
                                                        s.



                                                        Plans in
                                                        place to         Plans exist to
                                                        establish the    implement a NPI
                                                        strategic role   launch process,
                                   Plans agreed but
                                                        for NPI and      some                  An understanding exists of the need to
                                     have not yet       to implement     improvements          measure new product introductions
                            1
                                        started         a structured     have been             and their costs. Some basic analysis is
                                    implementation
                                                        process for      made, and joint       routinely conducted.
                                                        internal and     resources are
                                                        joint new        used to correct
                                                        product          problems.
                                                        Introductions


                                                        Guidelines
                                                        provided for
                                                        NPI, but
                                                        focused          A NPI process is
                                                        primarily on     being used on
                                                        short term.      selected high
                                                                                               New product introductions are
                                                        Most new         profile NPIs.
                                                                                               evaluated based on traditional
                                    Pilot tests being   item             Most new items
                            2
                                       conducted
                                                                                               measures (e.g. profit, sales and share).
                                                        decisions are    meet objectives
                                                                                               Some reviews with trading partners are
                                                        based on         for old stock sell-
                                                                                               conducted.
                                                        meeting          through and full
                                                        competition,     implementation
                                                        not on           of support plans.
                                                        meeting
                                                        consumer
                                                        needs.


                                                        NPIs linked
                                                                         A NPI process is
                                                        to corporate
                                                                         routinely used,
                                                        and category
                                                                         parts of the total
                                                        objectives.
                                                                         system are
                                                        Clear
                                                                         optimized to
                                                        guidance                               A broader set of results and process
                                                                         achieve results.
                                      Roll-out of       provided                               measures are evaluated related to
                                                                         Objectives on
                            3       implementation      throughout                             category objectives. Joint reviews with
                                        started                          speed-to-shelf,
                                                        the                                    trading partners include consumer
                                                                         remnant
                                                        organization.                          data.
                                                                         inventory and
                                                        Short-term
                                                                         introductory
                                                        consideration
                                                                         support are set
                                                        s still
                                                                         but not routinely
                                                        influences
                                                                         met.
                                                        NPI plans




                                                        NPI strategic
                                                        efforts are
                                                        aligned to       A highly efficient
                                                        corporate        NPI process
                                                        and category     exists
                                                        objectives,      throughout the
                                                        including        trading partners      An agreed set of measures are
                                                        linkage to       supply chain.         evaluated jointly by trading partners
                                         Fully
                            4
                                     implemented
                                                        trading          Objectives on         and related to the category and
                                                        partner's NPI    speed-to-shelf,       corporate objectives. These targets are
                                                        programs.        remnant               routinely being met.
                                                        Joint            inventories and
                                                        systems and      introductory
                                                        decision         support are
                                                        support          routinely met.
                                                        models are
                                                        in place.




PricewaterhouseCoopers                                                               Page 31                                              Printed -- 7/7/2010
                                  全球ECR評量表 -- 能力評量工具,詳細內容
                                    概念 S1. 供應面策略與能力

                         建置供給管理的承諾--如策略規畫、人員與組織及資訊系統等,都將



                                                  評估準則
                  策略方向


             供給管理策略原則為極大化銷售點
             商品可見度,同時搭配需求面策略
計分    基本意義
             達成整體供應鏈能力、成本與存貨
             水準之平衡。


             傳統的推式思考,幾乎未考慮其對
0     還未計畫   供應鏈的效果,也不積極思考目前
             供應能力。

     計畫已獲得共 表明意願與交易夥伴共同改善供應
1    識,但還沒開 鏈能力,並運用需求拉式策略來降
       始執行  低成本。

            與交易夥伴共同合作進行先導專案
            ,以改善供應鏈功能,並使用實際
     正進行先導測 需求以降低成本。對於供應鏈關係
2
        試   上形成的鏈結,及服務與成本的關
            係具有清晰的了解。供應策略從推
            式概念改變為拉式概念。

            由主要的交易夥伴所提供的真實資
3    開始執行推廣 訊來經營整條供應鏈環節,供應鏈
            的效率正持續改善中。

             整體供應鏈上交易伙伴皆根據實際
4     全面執行   消費者需求,共同傳遞優越的服務
             ,並盡量降低經營成本。
         全球ECR評量表 -- 能力評量工具,詳細內容
           概念 S1. 供應面策略與能力

建置供給管理的承諾--如策略規畫、人員與組織及資訊系統等,都將與承諾完全整合



                         評估準則
                 人與組織

     評估企業組織的結構、知識、人力資源計畫、以及
     文化等方面程度,包含人際處理能力和報酬制度等
     ,皆需變革來支持供給管理政策。企業基於整體服
     務水準並同時考量成本與存貨的情形下,制訂決策
     與獎酬制度。



     傳統式組織結構(例如:一條鞭式功能管理)



     供應鏈組織結構依計畫作變革。認知到傳統形式的
     障礙,組織結構設計朝供應鏈整合的方向努力。




     供應鏈管理團隊被賦予物流計畫的責任,計畫已開
     始做組織重組,與交易夥伴的物流組織關係開始浮
     現




     整體供應鏈團隊進行物流規劃,並因應計畫來作組
     織重整,發展結合交易伙伴之運籌組織架構。

     協同合作的供應鏈團隊是以全體利益為依歸。一起
     完成組織架構、人力資源配置、企業文化及薪酬制
     度的變革。企業決策是以整體為考量,員工與交易
     夥伴間積極互動往來。
,詳細內容
與能力

訊系統等,都將與承諾完全整合



評估準則
                    資訊管理




         公司資訊系統支援供給面管理的程度。




         傳統資訊管理系統並不支援跨組織功能的合作營運。



         計畫建置供應鏈整合系統以利交易夥伴間資訊交換。




         一些供應鏈的資料已與一些交易夥伴藉由人工方式傳遞溝通
         。




         已和重要交易夥伴間分享銷售點交易資料,供應鏈資料已和
         重要交易夥伴藉電子化方式傳遞溝通。


         透由整合性的支援系統分享供應鏈資訊,至所有相關的交易
         夥伴。
                                                  Global ECR Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                              Concept S1. Supply Strategy & Capabilities

         Commitment to the implementation of Supply Management -- with strategic plans; people & organization; and, information systems fully aligned to this commitment.



                                                                                                 Considerations

                                              Strategic Direction                            People & Organization                              Information Management


                                                                           The degree to which the structure,
                              Strategy aligned with the supply
                                                                      knowledge, HR planning and culture of the
                        management principle to maximize points of                                                                      The degree to which the information
                                                                        organization, as well as people skills and
                         sale product availability and balance total                                                                      systems have changed to provide
Score   General Meaning                                                  remuneration policies have changed to
                        supply chain capabilities, cost and inventory                                                                 information that is structured to support
                                                                      support supply management. Decisions and
                            levels, as well as taking into account                                                                              supply management.
                                                                       rewards based on overall services levels,
                                   demand side strategies.
                                                                           balanced with cost and inventory.

                                 Traditional push-mentality with little        Traditional organizational structures - (e.g. Traditional information management that
  0        Nothing planned       regard for the effects on the supply chain.   silo management at each stage of supply       does not support cross-functional co-
                                 Current capabilities not actively challenged. chain).                                       operation.
                                 Early indications of willingness to work with   Silo Management of the supply chain but
        Plans agreed but have                                                                                                       Plans to implement integrated supply chain
                                 trading partners to improve supply chain        with plans to change. Traditional barriers
  1         not yet started                                                                                                         exchange of information with trading
           implementation        capabilities and reduce cost using pull         understood and organization moving
                                                                                                                                    partners.
                                 demand signals.                                 towards an integrated supply chain focus.

                                 Pilot projects started for working with
                                 trading partners to improve supply chain        Total Supply Chain teams assume
                                 capabilities and reduce cost using actual       responsibility for logistics planning. Plans in
           Pilot tests being                                                                                                     Some supply chain data communicated
  2           conducted          demand signals. Good understanding of the       place to restructure organization.
                                                                                                                                 manually with some trading partners.
                                 linkages in the supply chain and the            Relationships with trading partner's
                                 relativity between service and cost. Change     logistics organization starting to emerge.
                                 of supply orientation from push to pull.


                                 The supply chain is managed using actual        Total Supply Chain teams assume                    Sharing of point-of-sale transaction data
             Roll-out of         information for major trading partners,         responsibility for total logistics system.         between key trading partners. Supply chain
  3     implementation started   linkages being build along the supply chain.    Building direct links with counter-part            data communicated electronically with key
                                 Results improving in the supply chain.          teams in key trading partners.                     trading partners.



                                                                                 Joint Total Supply Chain teams assume
                                                                                 responsibility for total supply chain for
                                                                                 items of common interest. Changes to
                                 Supply chain managed according to actual        structure, HR planning, culture and
                                                                                                                                    Integrated support systems are used to
                                 consumer demand information, strong             remuneration policies are completed.
                                                                                                                                    share supply chain information with all
  4       Fully implemented      linkages built along the entire chain of        Decisions made in context of overall supply
                                                                                                                                    relevant trading partners on a continuous
                                 trading partners, delivering superior           management strategy. Preferred
                                                                                                                                    basis.
                                 service and lowest possible cost.               partnerships are considered the way of
                                                                                 doing business. Employees work actively
                                                                                 with trading partners and are often
                                                                                 swapped on project teams.
                           全球 ECR 評量表 -- 能力評量工具,詳細內容
                                概念 S2. 有效補貨 (1)

        應用配銷模式整合從產品線到消費者的商品流程﹐其中依據消費者實際需求來帶動有效補貨﹐提高服務水準﹐同時



                                              評估準則
                   自動訂貨


              銷售點的掃瞄與永續存貨系統
計分    基本意義    取代了進貨前人工盤點,進而
              調整且應用到訂貨計算方面。




              完全以人工方式追蹤存貨與產
0     還未計畫
              品下單。



             開始計畫利用手持設備定期紀
     計畫已獲得共識
             錄貨架上的存貨需求,採用人
1    ,但還沒開始執
             工盤點作為訂貨依據。所有修
        行
             正作業依然是人工方式進行。
             運用手持設備紀錄貨架上的存
             貨需求,採用人工盤點作為訂
2    正進行先導測試
             貨水準。有些修正作業是預期
             中的。

              運用掃描及永續存貨系統代替
              人工盤點與訂貨,由於存貨紀
3    開始執行推廣
              錄準確性及相容性問題,結果
              並非相當理想。

              利用掃描及永續存貨系統代替
              人工訂貨,達成維持存貨紀錄
4     全面執行    準確性與合適貨架陳列。流程
              ,下訂單流程是依照目錄需求
              作調整基礎。
  全球 ECR 評量表 -- 能力評量工具,詳細內容
       概念 S2. 有效補貨 (1)

商品流程﹐其中依據消費者實際需求來帶動有效補貨﹐提高服務水準﹐同時平衡管理的成本與庫存量。



                     評估準則
                持續補貨                    商品流動技術



      銷售點反映消費需求,帶動供應鏈過程中       商品流考量到消費者服務品質與整體供應
      各階段補貨需求的流程及範圍。           鏈成本最佳化的程度。




      補貨的動機來自交易量與價格,而非消費
                               目前商品流未有其他考量。
      者需求。績效難以衡量。



      交易伙伴間已經同意開發一個系統去因應
                               研發合適商品流技術的策略性計畫,但利
      消費者需求做出快速存貨補充,也建立一
                               潤回收僅限於概念層次。
      些績效衡量方式。

      開始先導測試,以實際市場需求作補貨動
                               與部分的貿易伙伴與品類進行不同商品物
      作,並採用電子資料交換標準技術。發展
                               流技術的先導測試。對效益的了解仍停留
      共同績效測度方式,以持續追蹤成效。
                               在概念層次上。


                               認知到各式不同商品流動技術,並廣泛的
      需求驅動補貨系統正推廣建置中,且達成       應用建置中。何時/如何選擇不同商品流動
      某些存貨與績效改進的成果。            技術的準則已建立。並採用作業成本制度(
                               ABC)來量化效益。

                               個別商品流動的效益已顯現並反映在配送
      運用產業標準的電子商務技術,全面執行       過程中,此外,物流中心的佈置也支援此
      消費者需求導向的補貨系統,整體供應鏈       變化。作業成本制度(ABC)能完全測度出效
      可達到高服務水準與較低成本。並同時考       益高低。
      量協同預測作銷售管理。
           運輸規劃最佳化

在不降低服務水準的情況下運輸規劃達到最佳化,載具滿載、空車及
有效時間都被達到最佳化。現有運輸容量的使用受到監控,並期望透
過一些技術的運用如出廠價格、集中託運、回程取貨來達到改善。




當要執行新或修正供應鏈管理概念時,運輸容量的使用無法衡量,也
無法針對現存情況作監控。




現存的運輸容量可以有系統化地監控。管理方面可基於內含運輸容量
項目的整體成本分析針對未來供應鏈作決策。



執行先導案例來評估達到服務水準之後(亦即成本及載具的減少)運
輸利用率的效益。




監控整條供應鏈運輸能量配置的成本,嚴格檢驗目前的供應鏈。檢驗
結果被用來改進現行的供應體系




整體供應鏈成本與運輸容量利用率,已是有系統且計畫性地執行。且
在維持一定服務水準的前提下改善供應鏈的效率。
裝載效率化



藉由促進運輸與庫存的整體順暢度﹐可以提昇供應鏈的效率及
效能。




就供應鏈管理而言,欠缺單位裝載的協調和整合




有計畫調整第二層級包裝(外箱)與第三層級包裝(棧版)來
改善裝載效率化


已經與一些貿易夥伴進行先導案例測試﹐採用調整後的第二層
級包裝(外箱)與第三層級包裝(棧版)來評估成本和利益,
且分析供應鏈來減少手動步驟。



在供應鏈上擴大使用調整過的包裝方式,減少無效率的組裝及
拆卸作業。




二層級和三層級包裝方式的設計和單元裝載符合品類管理上架
及供應鏈流程的需求:空間利用最佳化及減少對全部產品和配
銷通路的處理時間。
               Global ECR Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                        Concept S2. Responsive Supply
    Applying distribution methods that integrate the product flow from production lines to the consumer using

                                  Considerations
                                  Automated Store Ordering            Continuous                Product Flow             Transport Optimisation                    Efficient Unit Loads (EUL)
                                                                      Replenishment             Techniques
                                  POS-Scanning and perpetual          The extent to which       The degree that          Transport utilization is optimised        Improve efficiency & effectiveness of
                                  inventory systems replace           the process used to       optimised product        without compromising an agreed            supply chains by promoting harmonisation
                                  manual counting for store re-       replenish stock in all    flow techniques          service level. Vehicle fill, empty        and integration of transport and storage
                                  stocking. Adjustments are           stages in the supply      have been                running and productive time are           items.
                                  anticipated and applied to order    chain is driven by true   implemented              optimised. Existing use of transport
Score     General Meaning         calculation.                        consumer demand.          considering              capacity is monitored. This may be
                                                                                                consumer service         achieved through deployment of a
                                                                                                level and total          range of techniques such as
                                                                                                supply chain costs.      backhauling, consolidation and factory
                                                                                                                         gate pricing.

                                  Wholly manual system to track       Replenishment driven Product Flow                  Use of transport capacities is not       No harmonisation and integration of unit
                                  inventory and re-order product.     by deals/price, rather alternatives are not        measured when implementing new or loads along the supply chain.
                                                                      than consumer          considered.                 modified supply chain management
                                                                      demand.                                            concepts. Also there is no monitoring
0         Nothing planned
                                                                      Performance                                        of existing use of transport capacities.
                                                                      measures are not
                                                                      identified.

                                Plan to use handheld devices          A plan between            Strategic plans are      Present use of transport capacities is    EUL are being taken into consideration.
                                routinely to record shelf             trading partners has      being developed to       systematically monitored.                 Plans approved to harmonize secondary
                                inventory needs, combined with        been agreed to            implement                Management has decided to define          (like outer cases) & tertiary items (like
                                manual inventory to calculate         develop a system to       alternative product      future supply chains based on             pallets).
                                stock re-order. Adjustments are       drive replenishment       flow techniques          integrating the use of transport
          Plans agreed but have made on a manual basis.               based on consumer         when appropriate.        capacities within a total supply chain
1         not yet started                                             demand. Some              Benefits                 cost analysis.
          implementation                                              performance               understood at
                                                                      measures have been        conceptual level.
                                                                      identified.


                                  Handheld devices are used to        Piloting some form of     Pilots of different      Pilots are performed to assess            Pilots with some trading partners to use
                                  record shelf inventory needs,       demand driven             product flow             benefits in transport utilization after   harmonized tertiary and secondary items /
                                  combined with manual inventory      replenishment ( RMI       alternatives have        agreed service levels have been met       modular spaces to assess costs and
                                  to calculate stock re-order.        or VMI - CRP) utilizing   been completed           (i.e. cost and transport (vehicle)        benefits; analysis of supply chain to reduce
                                  Adjustments are anticipated.        EDI standards. An         with a few trading       reductions).                              handling steps.
          Pilot tests being                                           agreed to set of          partners in a few
2
          conducted                                                   performance               categories (e.g.
                                                                      measures is being         fresh). Benefits still
                                                                      tracked.                  only understood at
                                                                                                conceptual level.

                                  Scanning and perpetual              The demand driven         Full implications of     Total supply chain costs with             Expanded use of harmonized items along
                                  inventory systems replace           replenishment system      alternative product      integrated transport capacity utilization the supply chain eliminates unproductive
                                  manual counting for store re-       is being rolled out       flow techniques are      monitoring is used to critically examine assembly and disassembly operations.
                                  stocking. Results are not optimal   where appropriate,        understood and           all present supply chains. Resulting
                                  due to issues with inventory        with some                 broader usage is         outcomes are integrated to change the
                                  record accuracy and compliance      improvements in           being implemented.       existing supply network.
                                  to plan-o-gram.                     inventories and           Criteria on
                                                                      performance               when/how to use
          Roll-out of                                                 measures.                 the different
3         implementation                                                                        product flows
          started                                                                               techniques have
                                                                                                been established.
                                                                                                Benefits are
                                                                                                quantified and
                                                                                                supported by ABC.




                                  Scanning and perpetual              Fully implemented         Benefits of flow         Both total supply chain cost and          Design of secondary & tertiary items and
                                  inventory systems are used and      demand driven             alternatives are         transport capacity utilization measures   unit loads suits category requirements to
                                  supported by robust inventory       replenishment system      understood and           are jointly and systematically used for   the shelf and supply chain flow: optimal
                                  record accuracy and plan-o-         using industry            reflected in             go/no go decisions about new or           utilization of available space and minimal
                                  gram compliance. Processes,         standard electronic       distribution             modified supply chain management          handling for all products and all distribution
                                  eg. re-order cycles, can be         commerce, resulting       methodologies. DC        concepts without compromising             channels.
                                  adjusted based on category          in high service levels    layout supports          agreed service levels.
                                  requirements.                       and minimal Supply        implementation.
4         Fully implemented                                           Chain Costs. Takes        Benefit calculation
                                                                      into account joint        is fully supported by
                                                                      collaborative             ABC.
                                                                      forecasts for events
                                                                      management.
                        概念 S3. 整合性需求導向的供給
     藉由調整原物料、包裝、配料和產品供應的頻率及數量,制訂出供應鏈上實際供給各零售點的需
              以達到最佳庫存量、服務品質、與快速回應,同時也有良好的成本控制

                                      評估準則
                      同步生產
              在計畫或生產過程中回應消費者及零售商需求變
              化的能力。
計分    基本意義


              實際的消費者或顧客需求未被預先認知,也未因
              應顧客需求計畫同步生產的過程。
0     還未計畫


             開始依據過去歷史經驗作生產與銷售計畫
     計畫已獲得共識 行銷銷售預測被視為參考值來預測市場需求。
1    ,但還沒開始執
        行

             供應鏈流程中,開始運用顧客需求預測。測試單
             一項目預測傳遞到供應鏈計畫流程的效果,並具
2    正進行先導測試 產生週生產計畫能力。


              顧客需求預測已擴及大部分品類的供應鏈計畫,
              有能力依產品項目、需求區域,以週為單位來預
3    開始執行推廣
              測生產和物料需求。

              市場需求的傳遞過程完全反應需求變化。規劃與
              生產流程完整連結,具彈性計畫能力-時間、存
              貨、成本合理化。
4     全面執行
性需求導向的供給
,制訂出供應鏈上實際供給各零售點的需求與控制計畫,
快速回應,同時也有良好的成本控制

     評估準則
               供應商整合
     負責配料、原物料和包裝的各製造商和供應商共同合作
     ,確保交易伙伴在成本、運送時間以及生產流程的最佳
     化,以期達到滿足消費者需求的協同商務。

     製造商與供貨商的關係依然是建立在訂單與價格的談判,
     供貨商未介入製造者的需求管理或存貨管理。


     整合產品變更、需求傳達、供應商存貨管理、生產規劃、
     供給計畫與發票作業等領域所獲得的效益以得到大部分供
     貨商與製造商的認同。已開始逐步整合計畫,但尚未付諸
     實際行動。

     製造商開始先與重點供應商討論未來市場需求,供應商控
     管製造端的原物料存貨水準,供應商的績效與可靠度是受
     到監督的。


     關鍵供應商涉入製造商產品變動的流程與結合需求管理作
     業。供貨商運用補貨管控製造商的原物料存貨水準,帳單
     與發票自動化處理。交易夥伴間的績效衡量供未來改善。

     所有主要供貨商的流程作業結合製造商產品變動管理與需
     求管理流程,並使用有效率的補貨和協同技術。系統化地
     監督生產與供給的績效與可靠度
     且,達到所需的標準。關於發票作業由自動帳務系統完成
     。
                                        Global ECR Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                  Concept S3. Integrated Demand Driven Supply
Planning & control methods that align raw material, packaging, ingredient and product supply frequency & volume with the actual demand of the supply chain
       feeding the stores, leading to optimised inventory levels, sevice levels and responsiveness, balanced against well managed supply chain cost.


                                    Considerations
                                    Synchronized Production                                   Integrated Suppliers


                                                                                 Manufacturers and suppliers of ingredients, raw
                           The ability to integrate consumer and/or retailer and
                                                                                 materials and packaging working together to enable
                           intermediary demand signals into the planning and
Score      General Meaning                                                       all parties to optimise costs, quantities and timing of
                           production process, and to then repsond to those
                                                                                 deliveries and production in order to move to real
                           changes as they occur.
                                                                                 collaboration in the fulfillment of consumer demand.



                                                                                              Relationship between manufacturer and supplier
                                    No forward recognition of actual consumer or
                                                                                              based on order and price negotiations. Supplier not
   0          Nothing planned       customer demand. No recognition of need to
                                                                                              involved in the manufacturer's demand
                                    synchronize production with this demand signal.
                                                                                              management or management of inventory level.


                                                                                              Acceptance by both manufacturer and supplier that
                                    Production and material plans based on past               benefits can be achieved by integration in the areas
           Plans agreed but have
                                    history. Marketing and sales forecasts are used as        of product change management, demand
   1           not yet started
              implementation        input to adjust production and material                   communication, supplier managed inventory,
                                    requirements.                                             production, supply and invoicing. Plans developed
                                                                                              to start integration but no action yet.
                                    Supply chain planning processes have started to     Manufacturer communicates future demand to
              Pilot tests being     use customer demand forecasts. Single item          preferred suppliers. Suppliers manage the inventory
   2             conducted          forecast communicated to supply chain planning      levels of materials at the manufacturer's side.
                                    processes. Capable of weekly production planning.   Performance and reliability of suppliers is
                                                                                        monitored.
                                                                                        Key suppliers are involved in the product change
                                                                                        process and into the manufacturer’s demand
                                    Customer demand forecasts are used for supply
                                                                                        management process. Suppliers manage the
                Roll-out of         chain planning for most categories. Capable of
   3       implementation started                                                       inventory levels at the manufacturer's side by
                                    forecasting production and material requirements in
                                                                                        replenishment. Self billing operational as way of
                                    weekly time brackets by item, by location.
                                                                                        invoicing. Performance between partners is
                                                                                        measured for further improvement.

                                                                                              All the key suppliers are fully integrated into the
                                                                                              manufacturer's product change and demand
                                    Demand communication processes fully working to
                                                                                              management process and use efficient
                                    take into account planned variances in demand.
                                                                                              replenishment and other collaborative techniques.
   4         Fully implemented      Planning and production processes completely
                                                                                              Performance and reliability of production and
                                    integrated. Capable of flexible planning, optimising
                                                                                              supply is systematically controlled and consistently
                                    run lengths, stock and costs.
                                                                                              achieving required standards. Invoicing is done by
                                                                                              self billing.
                      全球 ECR 評量表 -- 能力評量工具,詳細內容
                               概念 S4. 操作最佳化
             應用管理方法增加營運的可靠度,例如減少缺貨、瑕疪品、延遲送貨及管理錯誤的情況發生

                                         評估準則
                店舖營運的可靠度              配銷的可靠度

              程序、方法及工具能監督
                          程序、方法及工具能去監督及評估
              及評估問題的來源,並對
計分    基本意義                問題的來源,並對配送效率與效果
              銷售點的產品可見度、配
                          進行分析。
              置及促銷活動進行分析。



              無針對貨架產品利用率及
0     還未計畫                沒有評量存在
              其他零售效果作評量。



            計畫評估零售點的效果(
     計畫已獲得共             已認知要作衡量計畫及目標設定,
            如上架速度及缺貨率)與
1    識,但還沒開             並報告目前結果;但尚無有具體計
            效率(如銷售量/人工小
       始執行              畫去改善現況。
            時,店內庫存品比例)

            開始進行零售點效率與效
            果的衡量
            開發基礎系統規劃商品配
                          標準化及系統化地對交貨及發票作
     正進行先導測 置plan-o-
2                         業的績效進行監控;用例外處理的
        試   gram和維持店內存貨,並
                          模式,與交易夥伴共同處理問題。
            與關鍵交易伙伴
            共同進行分析。




            運用評估Store
            Operations效果/效率的
                               交易夥伴間緊密地合作去了解出交
            分析結果來改善工作流程
                               貨及發票問題的根本;改進計畫已
3    開始執行推廣 ;零售點評估模式已見改
                               在實施中,但仍處有限的追蹤與功
            善,但仍未符合標準;同
                               能別的成效記錄。
            時定期監控與分享商品上
            架率。
           整合貨物到商店架位流程
           是順暢且具彈性的人工排
           程,進而改善交易夥伴間
           協同作業的效率,達到完
                         交易夥伴間協同合作已達交貨標準
           美的配合。此外
                         ;產品能正確地安全準時交貨及無
4   全面執行   店鋪營運的效能與效率的
                         誤地開立發票,及時完成整個配銷
           績效也符合標準,同時定
                         作業。
           期監控與分享商品上架率
           為基礎來提昇對消費者的
           需求回應。
內容

送貨及管理錯誤的情況發生

則
           生產的可靠度

      程序、方法及工具能監督及評估
      問題的來源,並對生產效率進行
      分析



      從未評量生產的可靠度,亦未有
      計畫去發展監控能力。



      欲建立評估生產可靠度的計畫,
      工作已做好權責劃分,但尚未實
      際行動。




      只針對部分產品進行生產可靠度
      之非定期監控及評估報告,同時
      進行批號追蹤與零缺點專案規劃
      。




      定期評估所有生產產品可靠度與
      實施停工分析,
      同時針對主生產排程的績效作衡
      量與有限度地執行批號追蹤作業
      。
每日評估所有產品生產的可靠度
;採用零缺點計畫
維護計畫也全面展開
生產單位被完全授權改善信賴度
。嚴格與生產排程同步
並可做到完全批號追蹤
每日評估所有生產產品的可靠度
;已建置施行計畫性維修;生產
團隊獲充分授權改善生產的可靠
度
          庫存耗損管理
運用程序、方法及工具來監督庫存損失,找出根本原因與問
題優先順序,執行協同解決方案並評估成效。




未有衡量庫存損失的方法因而問題發現有限
未有計畫去改變庫存損失管理的過程
並去分享資訊或採取個別或聯合主動措施去減少庫存損失。



已經認知到庫存損失是重要的問題,並且需要以企業角度發
展技術去衡量問題的本質與規模,已有積極計畫解決方案
但是仍未見個別或聯合的商務行動。



實施先導計畫先著重在暢銷商品,收集過去資訊作參考。計
畫需要受到審核且範圍擴及內部協同作業。




整體公司內部都充分支持此項計畫。運用資料庫收集資訊與
作分析來改進計畫且開始與外部組織與交易伙伴合作達成共
識。
庫存損失控管已變成公司政策,組織內有專責單位負責處理
這方面的業務,定期分析與衡量問題。有系統化方式去處理
無論是個別的,或是聯合的缺損,並作評估。透由減價及供
貨缺失控管來達到消費者滿意度最佳化。
          供貨管理
指達到貨架利用率水準的過程。其目標為平衡在成本、
服務品質、消費者期望與利潤多寡之間的最佳化




本身缺貨率並不清楚
交易伙伴沒有計畫去解決缺貨的問題
也未視其為重要問題



交易伙伴們感受到缺貨是個值得注意的議題
開始協商進行相關解決OSA專案計畫




與交易伙伴們共同開始進行OSA計畫先導測試
依照實際盤點或POS系統銷售資料來估計缺貨率
並判斷出問題根源在何處?




開始建立電子化銷售點管理系統(EPOS)去測量每日店內
庫存量。
OSA成為整體的商業流程
藉由蒐集銷售資料作連續地自動預測
作定期問題根源診斷 不斷地擬定創造客戶價值的策略。
Reliable On-Shelf Availability (OSA) Management

Process required to deliver agreed on shelf availability levels. The on-
shelf availability target is optimised on a balance of cost, service,
consumer expectation and lost revenue.




Out-of-stock rate not known. Trading partners have no plans to tackle
on-shelf availability, because it is not seen as an issue.




The out-of-stock topic has been identified as an issue by both trading
partners based on first indicators. Project plan agreed to start an OSA
project. Management attention focused on the issue.

Joint OSA pilot started. Out-of-stock rate estimated based on physical
counts or POS sales data exchange. Root cause identified, main
focus agreed and actions taken in partnership.




Started to build integrated EPOS measurement in order to measure in-
store availability on a continuous basis.
OSA is an integrated business process. Continuous measurement
with automatic and alert based data capture, regular root cause
analysis and continuous actions based on consumer value creation
strategies in undertaken.
                                                               Global ECR Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                                             Concept S4. Operational Excellence (1)


                                                                                  Concept S4. Operational Excellence (1)




                                                                                                           Considerations
                                                                                                                                                                                                             Reliable Stock Loss / Shrinkage
                        Reliable Store Operations                                  Reliable Distribution                                       Reliable Production                                                                                       Reliable On-Shelf Availability (OSA) Management
                                                                                                                                                                                                             Management
                                                                                                                                                                                                     The process, methods and tools
                      The process, methods and tools available to monitor,
                                                                                 The process, methods and tools available to monitor,      The process, methods and tools available to monitor,      available to monitor stock loss, identify           Process required to deliver agreed on shelf availability levels. The on-
            General   assess sources of problems, if any, and track
Score                                                                            assess sources of problems, if any, and track resolutions assess sources of problems, if any, and track resolutions its causes, prioritise and implement                shelf availability target is optimised on a balance of cost, service,
           Meaning    resolutions concerning point of sale product availability,
                                                                                 concerning delivery efficiencies and effectiveness.       concerning production effectiveness.                      collaborative solutions and to evaluate             consumer expectation and lost revenue.
                      lay-out and promotional activities.
                                                                                                                                                                                                     performance.
                                                                                                                                                                                                     Stock loss is not measured and there is
                                                                                                                                                                                                     limited awareness of the problem.
                                                                                                                                                                                                     There are no plans to alter stock loss
            Nothing   On-shelf availability and other retail effectiveness                                                                 Production reliability is not measured and there are no                                                       Out-of-stock rate not known. Trading partners have no plans to tackle
  0                                                                              No measures in place.                                                                                               measurement processes, to share
           planned    measures not measured and no plans to measure it.                                                                    plans to develop monitoring capabilities.                                                                     on-shelf availability, because it is not seen as an issue.
                                                                                                                                                                                                     information or to take individual or joint
                                                                                                                                                                                                     proactive measures to reduce stock
                                                                                                                                                                                                     loss.
                                                                                                                                                                                                     Stock loss is identified as a concern
         Plans agreed                                                                                                                                                                                and tools are put in place to measure
         but have not Plans developed to measure retail effectiveness (e.g.                                                                Plans to measure production reliability have been         the scale and nature of the problem                 The out-of-stock topic has been identified as an issue by both trading
                                                                                 Measures identified, targets are set and results are
  1       yet started speed to shelf, out-of-stocks) and efficiency (e.g. sales/                                                           established. Responsibilities are assigned but no action company wide. Local proactive                        partners based on first indicators. Project plan agreed to start an
                                                                                 reported, but no plans are in place to improve results.
        implementatio labor hour, backroom inventory as % sales).                                                                          taken yet.                                                solutions are identified, but no action is          OSA project. Management attention focused on the issue.
               n                                                                                                                                                                                     taken either individually or
                                                                                                                                                                                                     collaboratively.
                      Retail effectiveness and efficiency measures are in        Regular, systemic monitoring of delivery and invoicing    Production reliability is monitored and reported, but not Isolated, but detailed, programmes that             Joint OSA pilot started. Out-of-stock rate estimated based on physical
                      place. Basic systems in place to set plan-o-grams and      performance. On an exception basis, problems are          routinely and not for all products. Planning for lot      forcus on 'hot' products are                        counts or POS sales data exchange. Root cause identified, main
          Pilot tests maintain in store inventories. Analysis is conducted       worked between trading partners.                          traceability and zero defect programmes.                  implemented, based upon information                 focus agreed and actions taken in partnership.
  2          being    collaboratively with key trading partners.                                                                                                                                     and data gathered. Programmes are
          conducted                                                                                                                                                                                  reviewed and areas for internal
                                                                                                                                                                                                     collaborative working are identified.

                        Analysis of effectiveness/efficiency measures have         Close co-operation between trading partners to              Production reliability measured routinely for all products.   Programmes are implemented               Started to build integrated EPOS measurement in order to measure in-
                        resulted in specific plans and changes to work             understand the root causes of delivery & invoicing          Downtime analysis performed on a routine basis.               company wide with internal               store availability on a continuous basis.
                        processes. Improvements are being seen in Retail           problems. Plans are in place to fix issues, results are     Production performance to master schedule measured.           collaboration and strategic support from
                        measures but they are still below target. Shelf product    improving. Limited track and trace functionality.           Limited lot traceability available.                           all departments. Databases to collect
          Roll-out of   availability monitored and shared on a regular basis.                                                                                                                                information are in place company wide
  3     implementatio                                                                                                                                                                                        and analysis is used to update
           n started                                                                                                                                                                                         programmes. Identification of need and
                                                                                                                                                                                                             agreement to work collaboratively with
                                                                                                                                                                                                             external organisations and companies.


                        Integrated store processes designed to seamlessly flow     Full collaboration to achieve delivery standards that are   Production reliability measured daily for all products,       Stock loss is tackled as a part of          OSA is an integrated business process. Continuous measurement
                        the product to the shelf with flexible labor scheduling    among the top results between trading partners. Product     underpinned by a zero defects approach. Planned               corporate policy, in a proactive manner.    with automatic and alert based data capture, regular root cause
                        and improved collaboration between trading partners        is delivered on time, in full, damage free and invoiced     maintenance programs fully implemented. Production            Within the organisation there is a          analysis and continuous actions based on consumer value creation
                        resulting in full compliance and high standards. Store     correctly. Full lot traceability in real time.              teams fully empowered to improve reliability. Full            dedicated department for handling           strategies in undertaken.
                        effectiveness and efficiency measures are being met.                                                                   adherence to, and synchronisation with, the production        stock loss. The problem is measured
                        Shelf product availability continuously monitored and                                                                  schedule. Full lot traceability exists.                       and analysed on a regular basis. A
                        shared on a regular basis and used to improve shopper                                                                                                                                systematic plan to tackle shrinkage,
           Fully        availability.                                                                                                                                                                        both individually and collaboratively, is
  4
        implemented                                                                                                                                                                                          in place, which is acted upon and
                                                                                                                                                                                                             regularly reviewed. Optimisation of
                                                                                                                                                                                                             shopper satisfaction achieved through
                                                                                                                                                                                                             integrating markdown and loss
                                                                                                                                                                                                             management with product availability.
全球ECR評量表 -- 能力評量工具,詳細內容
概念 E1. 共同識別標準

供應鏈的交易伙伴間能達到有效及效率地達到商品、補貨、交易資料的溝通 是頇依賴EAN*UCC標準的執行。


                評估準則

                零售包裝上使用GTIN                                在交易包裝上(盒、箱)使用GTIN           運送容器序號(SSCC)         全球位址碼 (GLN)          電子產品碼 Electronic Product Code (EPC)   全球產品分類Standard Product Classification




                將EAN/UCC系統(全球交易識別號碼GTIN                                                                                                                                EAN.UCC GPC
                14碼)運用在產品資料庫中消费品項單位上的過程包含:                                                                                                                             全球產品分類標準是一種把商品分門別類的
                (1)有能力在企業與交易伙伴往來的介面上來儲存與處理14碼的能力           將EAN/UCC系統14碼全球識别號碼(GTIN)使用                     全球位址識別碼是一個簡易的數字碼,在                                          原則,運用於企業內部外部作商品預測、計
                                                                                       將運送容器序號運用在棧板與貨櫃箱上,及                       運用電子產品碼作為RFID標籤唯一識別的工具。合理
                。                                          在商品交易單元層級上(如:盒、紙箱),以及                           商業運作中,用以識別物件於供應鏈發生                                          畫
 計分    基本意義                                                                            利用公司前置碼視為全球唯一識別基準。此                       地運用於各種運輸單元在不同市場區隔。(棧板、容
                (2) 公司建置銷售點情報系統的能力,其可掃瞄EAN*UCC-13碼, UPC-   應用在商品條碼掃瞄及/或無線傳輸應用(RFID)                        各項活動、交易、或訊息傳遞時任何實體                                          、搜尋、採購、目錄管理以及全球資要同步
                                                                                       外,運輸標籤上採用128碼來補充資訊。                       器、交易單位、或消費者單元)
                12碼 and EAN*UCC-8碼等商品條碼標準來做管理。             的自動資料記錄(ADC)上。                                  或邏輯概念的位址。                                                   化的領域中。
                (3)採取自動資料攫取的應用進行商品條碼掃瞄與RFID作業。




  0     還未計畫  尚未採用或無計劃                                     尚未採用或無計劃                    尚未採用或無計劃             尚未採用或無計劃             尚未採用或無計劃                              尚未採用或無轉換計劃
              已同意提高資料库达到EAN/UCC系統14位数字GTIN的识别水平,以          已計畫升級資料庫採用EAN/UCC
      計畫已獲得共識                                                                          已有獲准計畫去使用EAN*UCC標準SSCC以
              及将自動資料記錄(ADC)应用在消费品单项上的计划                    14碼GTIN的條碼識別標準及ADC技術於商品交                                              公司開始探索電子產品碼的使用在計畫中發展企業範               已計畫轉換EAN.UCC GPC
  1   ,但還沒開始執                                                                          及ADC技術在棧板及貨櫃箱上,但還沒開始 已同意使用GLN的计劃,但還沒開始實施。
              (仅限于零售商:已明白掃瞄EAN*UCC-13, UPC-12 和EAN*UCC-    易單元層級上(如:盒、紙箱)。但未實際執行                                                 例。                                    全球產品分類標準到目前內部系統中。
          行                                                                            實施。
              8所需要的改进,但還沒開始實施)                             。

              開始於消費品單元層級開發儲存與處理EAN/UCC                     初步整合EAN/UCC
                                                                                                                                                                       部分的內部系統在EAN.UCC GPC
              14碼GTIN的識別標準以及ADC的能力。                        14碼GTIN的識別標準以及ADC技術於交易單元 已進行測試使用EAN*UCC標準SSCC在棧板
                                                                                                            初步GLN已運用在重要地點(企業總公司所                                       全球產品分類標準的編碼原則下進行重組,
  2   正進行先導測試 【對零售商而言,需要改變的部份為在POS系統內採行EAN*UCC-            層級的辨識,無論是用14碼的條碼符號,還是 及貨櫃箱的層級上,以及搭配ADC技術來追                            內部開始進行運用EPC先導案例測試。
                                                                                                            在地)。已有獲准系統化地實施計畫。                                          並與交易伙伴測試利用
              13, UPC-12 and EAN*UCC-                      透由內部系統連結到品項的13碼上。        蹤棧板在供應鏈的流動情形。
                                                                                                                                                                       GPC的準則來交換商品資訊、
              8的條碼掃碼的標準,但此階段限於概念理解仍為實際執行。】

                                                           實際運用14碼GTIN識別
                 已初步整合EAN/UCC
                                                           ,14碼EAN*UCC條碼符號以及ADC技術在交易 棧板及貨櫃箱的層級上正擴大運用EAN*UC
                14碼GTIN的識別標準及ADC於消費品單元層級中。                                                                 所有位址運用GLN。早期執行模式,與關鍵 與交易伙伴之間進行EPC先導案例測試,分別在不同的 在遵照GPC的準則下,正式使用1個類別與至
  3   開始執行推廣                                               品項的識別與運送過程。實施維護系統保證條 C標準SSCC與ADC技術來追蹤棧板在供應鏈
                【對零售商而言,利用POS系統內進行相關商品條碼掃描標準的測                                                             交易伙伴進行地址細節的交換。       層級中實施,如棧板、貨櫃 交易單元、 消費者單元。 少一個交易伙伴做交易。
                                                           碼品質以及運送高可靠度,並與關鍵交易伙伴 的流動情形。
                試(EAN*UCC-13, UPC-12 and EAN*UCC-8)】。
                                                           協同合作。
                所有消費品單元層級確定使用EAN/UCC
                14碼GTIN的識別標準及ADC技術。                        所有交易單元都正式採用14碼GTIN識別        全面在棧板及貨櫃箱的層級上運用EAN*UC
                【對零售商而言,POS系統能正常掃瞄採用EAN*UCC-13, UPC-12     ,14碼EAN*UCC條碼符號以及ADC技術,正規   C標準SSCC與ADC技術來追蹤棧板在供應鏈 位址全面運用GLN,與所有交易伙伴進行完                                     與交易伙伴間所有產品分類的溝通皆基於GP
  4    全面執行                                                                                                                        目標設定全面執行完成。
                and EAN*UCC-8編碼標準的商品條碼】。                   的維護程序可使供應鏈上產品配置資訊有高度        的流動情形。正規維護系統啟動達到供應鏈 整資訊的交換。                                                     C的準則
                正式維護程序已經啟動,可使供應鏈上產品配置資訊有高度透明度              透明度。                        上產品配置資訊有高度透明度。
                。
                                                                                                                                                                                              Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                                                                                                                                                                          Concept E1. Common Identification Standards
                                                                                                                                                    Implementation of the EAN*UCC Standards needed to permit efficient and effective communication of product, replenishment and business data between trading partners

                                 Considerations

                                                                                             Global Trade
                                 Global Trade Identification Number (GTIN) at                Identification Number
                                                                                                                           Serial Shipping Container Code (SSCC)                                 Global Location Identification Number (GLN)                                          Electronic Product Code (EPC)                                              Standard Product Classification
                                 Consumer Unit Level                                         (GTIN) at Trade (Case,
                                                                                             Carton) Unit Level


                                 Use of EAN/UCC 14 digit Global Trade Identification         Use of EAN/UCC system
                                 Number (GTIN) at the consumer item level including          (14 digit Global Trade
                                 (1) the ability to store and process 14 digit numbers       Identification Number
                                                                                                                           Use of Serial Shipping Container Code, at the pallet /
                                 in your interface with your trading partners, (2) the       (GTIN) at the Trade Unit                                                                            Use of EAN/UCC Global Location Identification Number (GLN) to identify either        Use of the Electronic Product Code as a unique identification using RFID Use of the EAN.UCC GPC (Global Product Classification) standards to classify and categorise products in the
                                                                                                                           container level using the EAN*UCC Company prefix as it’s
Score   General Meaning          ability of all point-of-sale systems in your company if     level (case, carton) and                                                                            physical or logical locations where Supply Chain events, transactions or hand-offs   tags the appropriate level (pallet, container, traded unit or consumer unit) areas of forecasting, planning, searching, procurement, category management and global data synchronisation
                                                                                                                           base for unique identification on a global basis. Uses the
                                 you have them to scan EAN*UCC-13, UPC-12 and                application of automatic                                                                            occur.                                                                               for the industry segment.                                                    in the communication both internally within the organisations and between trading partners.
                                                                                                                           EAN*UCC 128 bar code plus the Transport Label.
                                 EAN*UCC-8 barcode symbols and (3) application of            data capture (ADC) for
                                 automatic data capture (ADC) for bar-coding                 bar-coding scanning
                                 scanning and/or RFID.                                       and/or RFID.


0       Nothing planned          Not used or planned                                         Not used or planned           Not used or planned                                                   Not used or planned                                                                  Not used or planned                                                        No plans to migrate the EAN.UCC GPC
                                                                                             Plans approved to
                                  Plans approved to develop capability to store and
                                                                                             upgrade database to
                                  process EAN/UCC 14 digit GTIN identification
        Plans agreed but have not                                                            EAN/UCC 14 digit GTIN
                                  standards and ADC at the consumer unit level.                                         Plans approved to use the EAN*UCC Standard SSCC at the                                                                                                        The company has started to explore the use of Electronic Product Codes
1       yet started                                                                          identification/ bar-coding                                                                          Plans approved to use the GLN, but not yet implemented.                                                                                                     Plans to migrate the EAN.UCC GPC to current internal product classification
                                  [Retailers only: changes required to scan EAN*UCC-                                    pallet / container level and ADC but not yet implemented.                                                                                                     and is developing the business case for their deployment.
        implementation                                                                       standards and ADC at
                                  13, UPC-12 and EAN*UCC-8 at point of sale are
                                                                                             the trade unit level, but
                                  understood but not yet implemented.]
                                                                                             not yet implemented.


                                                                                             14 digit GTIN
                                                                                             identification/bar-coding
                                                                                             standards and ADC are
                                 14 digit GTIN identification standards and ADC are
                                                                                             being incorporated for
                                 being incorporated for consumer unit. [Retailers only:                                Pilots being conducted using the EAN*UCC Standard SSCC                                                                                                                                                                                    Restructuring of at least one part of the internal classification system based on the EAN.UCC GPC schema
        Pilot tests being                                                                    Trade Unit identification                                                                           GLN used in some key locations (eg. Head office) but not all. Plans developed to     Pilot tests on the use of Electronic Product Codes are being conducted
2                                point-of-sale systems are being implemented to scan                                   at the pallet / container level and ADC to track pallet                                                                                                                                                                                   and identifying trading partners utilising the EAN.UCC GPC to communicate product information based on the
        conducted                                                                            either as a 14 digit                                                                                move to a structured implementation.                                                 internally.
                                 and use EAN*UCC-13, UPC-12 and EAN*UCC-8 at                                           movement through the supply chain.                                                                                                                                                                                                        EAN.UCC GPC schema
                                                                                             EAN*UCC barcode
                                 the point of sale.]
                                                                                             symbol or via internal
                                                                                             systems linkage to a 13
                                                                                             digit symbol on the item.


                                                                                      14 digit GTIN
                                                                                      identification, 14 digit
                                                                                      EAN*UCC bar-coding
                                                                                      symbol and ADC are
                                                                                      beginning to be
                                 14 digit GTIN identification standards and ADC being
                                                                                      implemented and used
                                 used for consumer unit identification and for
                                                                                      for trade unit
                                 monitoring goods movements. [Retailers only: all                                                                                                                                                                                                     Pilot tests on the use of Electronic Product Codes are being conducted
                                                                                      identification and for               Pallets / Containers are being coded with the EAN*UCC
        Roll-out of              point-of-sales systems can scan EAN*UCC-13, UPC-                                                                                                                GLN used in all locations. Early implementation, exchanging location details with    with trading partner(s) and a roll-out plan for implementation is being
3                                                                                     monitoring goods                     Standard SSCC. ADC is being used to track movement                                                                                                                                                                                    Using the EAN.UCC GPC schema with at least 1 category, between at least 1 trading partner.
        implementation started   12 and EAN*UCC-8.] Maintenance system, including                                                                                                                trading partners underway                                                            developed, differentiated by pallet, container, traded unit and consumer
                                                                                      movements.                           through the Supply Chain.
                                 bar-coding quality assurance, is in place delivering                                                                                                                                                                                                 unit.
                                                                                      Maintenance system,
                                 high reliability. Being rolled out with key trading
                                                                                      including bar-coding
                                 partners.
                                                                                      quality assurance, is in
                                                                                      place delivering high
                                                                                      reliability. Being rolled
                                                                                      out with key trading
                                                                                      partners.

                                                                                             14 digit GTIN
                                                                                             identification, 14 digit
                                                                                             EAN*UCC bar code
                                 14 digit GTIN identification standards, and ADC used
                                                                                             symbol and ADC used           Pallets / Containers are being coded with the EAN*UCC
                                 on all consumer units. [Retailers only: all point-of-sale
                                                                                             on all trade units (cases).   Standard SSCC. ADC is being used to track movement
                                 systems can scan EAN*UCC-13, UPC-12 and
4       Fully implemented                                                                    Formal maintenance            through the Supply Chain. Formal maintenance procedure in             All locations using GLN. Full exchange of information with trading partners.         Targeted implementation is completed.                                      All product classification communicated with the trading partners is based on the EAN.UCC GPC.
                                 EAN*UCC-8.] Formal maintenance procedure in
                                                                                             procedure in place            place resulting in superior visibility of product allocation in the
                                 place resulting in superior visibility of product
                                                                                             resulting in superior         supply chain.
                                 allocation in the supply chain.
                                                                                             visibility of product
                                                                                             allocation in the supply
                                                                                             chain.
                             全球ECR評量表 -- 能力評量工具,詳細內容
                                   概念 E1. 標準電子訊息

              採用EAN*UCC標準交換訊息,使交易伙伴間有效率及效果地達到產品、補貨及商業資料的溝通。




                  電子訊息應用於供給面             電子訊息應用於預測、規劃、補貨           電子訊息應用於商品主檔資料
              在交易伙伴之間使用標準電子訊息去支        在交易伙伴之間使用標準電子訊息去支援協同     利用電子標準訊息與交易伙伴交換商品
              援產品供貨流程,運用範疇包括下訂單        規劃、預測                    品項與交易個體的資訊。商品品項資料
              、出貨通知(運送通知)、收貨通知及        補貨流程。運用範疇包括銷售歷史資料、存貨     通常有GTINs
              發票收付等。訊息是藉由EDI           數量、及預測值。訊息是藉由EDI         加上必要屬性。交易個體的資料通常有
計分    基本意義    技術透過EANCOM, web-EDI or   技術透過EANCOM, web-EDI or   GLNs加上必要屬性GLNs
              XML等標準格式來傳遞。             XML等標準格式來傳遞。             訊息是藉由EDI 技術透過EANCOM, web-
                                                                EDI or XML等標準格式來傳遞。


              尚未採用或無計畫                 尚未採用或無計畫                 尚未採用或無計畫

0     還未計畫


             已開始計畫在交易伙伴之間使用標準電 規劃電子標準訊息來交換銷售歷史資料、存貨 開始計畫利用電子標準訊息與交易伙伴
             子訊息去支援產品供貨流程。訊息是藉 數量、及預測值等資訊。          交換商品品項主檔資料與交易個體的資
     計畫已獲得共識
             由EDI 技術透過EANCOM, web-EDI or            訊。
1    ,但還沒開始執
             XML等標準格式來傳遞。
        行


             已開始計畫在多個交易伙伴之間使用標 進行一些商品初步先導測試與至少一位以上交 採用幾個商品和區域進行先導測試計畫
             準電子訊息去支援產品供貨流程,以及 易伙伴作電子標準訊息交換來分享銷售歷史資 ,利用電子標準訊息與交易伙伴交換商
             測試幾個先導案例。訊息是藉由EDI      料、存貨數量、及預測值等資訊。 品品項主檔資料與交易個體的資訊。
2    正進行先導測試
             技術透過EANCOM, web-EDI or
             XML等標準格式來傳遞。

              選擇重點項目的交易商品,多個交易伙 擴及更多商品類別與眾多交易伙伴作電子標準 擴及更多商品與區域,利用電子標準訊
              伴之間使用標準電子訊息去支援產品供 訊息交換來分享銷售歷史資料、存貨數量、及 息與交易伙伴交換商品品項主檔資料與
              貨流程,以及測試幾個先導案例。訊息 預測值等資訊。              交易個體的資訊。
3    開始執行推廣   是藉由EDI 技術透過EANCOM, web-EDI
              or XML等標準格式來傳遞。


              所有商品類別皆可利用標準電子訊息去 所有商品類別與合適交易伙伴作電子標準訊息 所有商品類別與合適交易伙伴交換商品
              與合適交易伙伴作資訊交換支援產品供 交換來分享銷售歷史資料、存貨數量、及預測 品項主檔資料與交易個體的資訊。
4     全面執行    貨流程。運用範疇包括下訂單、出貨通 值等資訊。
              知(運送通知)、收貨通知及發票收付
              等。
                                                    Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                                             Concept E2. Standard Electronic Messages
Implementation of the EAN*UCC Standard communication messages to permit efficient and effective communication of product, replenishment and business data between trading
                                                                               partners


                                Considerations

                                                                                       Electronic messages
                                                                                       for forecasting,
                                Electronic messages for supply                                             Electronic messages for master data
                                                                                       planning and
                                                                                       replenishment


                                                                        Use of standard
                                                                        electronic messages to
                                                                        support the
                                                                        collaborative planning,
                      Use of standard electronic messages to support    forecasting and                           Use of standard electronic messages to support
                      the product replenishment process between trading replenishment                             the exchange of item and party data between
                      partners. These include orders, advanced          processes between                         trading partners. Item data includes the GTINs plus
Score General Meaning shipment notices (or despatch advice), receiving  trading partners.                         all mandatory attributes. Party data includes the
                      advice and invoices. Messages should be           These include sales                       GLNs plus all mandatory attributes. Messages
                      transmitted using EDI via EANCOM, web-EDI or      history, inventory and                    should be transmitted using EDI via EANCOM, web-
                      XML standard formats.                             forecasts. Messages                       EDI or XML standard formats.
                                                                        should be transmitted
                                                                        using EDI via
                                                                        EANCOM, web-EDI or
                                                                        XML standard formats.


                                                                                 Standard electronic
  0       Nothing planned       Standard electronic messages not used or planned messages not used or Standard electronic messages not used or planned
                                                                                 planned

                                                                                       Plans in place to
                                Plans in place to implement standard electronic        implement standard
       Plans agreed but have    messages to support the product replenishment          electronic messages to Plans developed to use standard electronic
  1        not yet started      processes. Messages could include orders,              exchange information messages to exchange product master data and
          implementation
                                advanced shipments notices, receiving advice and       on inventory levels,   party data.
                                invoices.                                              sales history and
                                                                                       forecasts.

                                                                                       Standard electronic
                                                                                       messages being used
                                Standard electronic messages being exchanged to
                                                                                       to exchange
                                support the product replenishment process with                                    Standard electronic messages being used to
                                                                                       information on
          Pilot tests being     one or more trading partners and some pilot                                       exchange product master data or party data with at
  2          conducted                                                                 inventory levels and
                                products. Messages may include orders,                                            least one trading partner covering some pilot
                                                                                       sales history with at
                                advanced shipment notices, receiving advice and                                   products and/or locations.
                                                                                       least one trading
                                invoices.
                                                                                       partner covering some
                                                                                       pilot products
                                                                                       Standard electronic
                                                                                       messages being used
                                Standard electronic messages being exchanged to
                                                                                       to exchange
                                support the product replenishment process with
                                                                                       information on             Standard electronic messages being used to
                                several trading partners covering a significant
  3
             Roll-out of                                                               inventory levels, sales    exchange product master data and party data with
       implementation started   proportion of the traded products. Messages
                                                                                       history and sales          several trading partners covering a broad range of
                                exchanged include at least two of the following:
                                                                                       forecasts with several     products and/or locations.
                                orders, advanced shipment notices, receiving
                                                                                       trading partners
                                advice and invoices.
                                                                                       covering a broad
                                                                                       range of products.

                                                                                       Standard electronic
                                                                                       messages being used
                                                                                       to exchange
                                                                                       information on
                                All of the following standard electronic messages                                 Standard electronic messages being used to
                                                                                       inventory levels, sales
                                are being exchanged covering all products with                                    exchange product master data and party data with
  4      Fully implemented                                                             history and sales
                                appropriate trading partners: orders, advanced                                    all appropriate trading partners covering the full
                                                                                       forecasts with all
                                shipment notices, receiving advice and invoices.                                  range range of products and locations.
                                                                                       appropriate trading
                                                                                       partner covering the
                                                                                       full range range of
                                                                                       products.
               全球 ECR 評量表 -- 能力評量工具,詳細內容
                   概念 E3.全球資料同步化

利用全球註冊中心與資料庫的交互運作去達到利用電腦對電腦介面即是做到資料的同步作業。


                            評估準則
               品項與交易資訊之建立、上傳、註冊、同步化等動作皆基於資料同
                            步化。

               品項與交易資訊之建立、上傳、註冊、同步化等動作皆基於資料同
計分    基本意義
                            步化。



 0    還未計畫     未有想法或計畫


     計畫已獲得共識
             準備商品主檔資料、進行計畫資料庫選擇與建立資料庫,以及需要註
 1   ,但還沒開始執
             冊與下載的商品項目。
        行


               先挑選幾項商品作先導測試,與交易伙伴共同進行資料清化,資料庫
 2   正進行先導測試
               上傳/下載,以及在品項登錄之後,測試同步化的功能。



 3   開始執行推廣    擴大實施範圍到更多交易伙伴與關鍵性產品類別上。



 4    全面執行     與所有合適的交易伙伴使用EAN*UCC標準一起進行商品同步化作業。
        Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                      Concept E3. Global Data Synchronization
Use of the Global Registry and interoperable data pools to enable computer-to-computer, real
                                 time synchronization of Data

                                                      Consideration
                                                Global Data Synchronisation


            General          The establishment, loading, registering and synchronising of item
Score
            Meaning                  and party data based on EAN.UCC standards.



  0      Nothing planned                         Nothing done or planned


          Plans agreed
         but have not yet    Plans in place to prepare master data, select or create a data pool
  1
              started                           and register/download items.
         implementation
                                 Have started the process of data cleaning, loading to or
         Pilot tests being      downloading from a data pool, registering items and testing
  2
            conducted        synchronisation with one or more trading partners covering some
                                                      pilot products.
           Roll-out of
                         Have moved beyond testing to full scale roll out with more than one
  3      implementation
                        trading partners across a significant proportion of the product range.
             started


              Fully           Synchronising all products with all appropriate trading partners
  4
          implemented                           using EAN.UCC standards
                    全球 ECR 評量表 -- 能力評量工具,詳細內容
                          概念 I1. 協同計畫
運用良好配銷模式實際整合從商品製造端到反映客戶需求的補貨作業的商品流程,導致高服務水準與良好的成本控管與存貨水
                           準。

                                        評估準則
                          協同規劃                         協同預測
                                       為了準確預測市場預期水準與銷售時機以
                研擬共同商業營運計畫,結合未來市場需求預測以 反映市場需求,頇定義和實施共同預測工
計分     基本意義
                  及規劃進行這些計畫所需的活動與資源。   具與流程。

                                                未了解多種內部預測方式。
 0     還未計畫     無任何協同規劃,只有個別公司與部門計畫存在。


                                      內部需求產生對通路、交易伙伴、品類或
     計畫已獲得共識,但 組織已有某部分與交易伙伴進行協同計畫。企業內 商品的特定預測計畫。
 1
       還沒開始執行  部開始因應作調整。

                                       交易伙伴間交換原始資料及主要連結到預
                                       測。這些流程包含轉換銷售預測到訂貨預
 2    正進行先導測試   先測試單一的聯合計畫,並且非定期作聯合審視。
                                       測。預測正確性同時也被評估中。

                                       供應鏈伙伴作聯合資料審核以供連續性修
                與供應鏈的流程中與關鍵性交易伙伴進行協同規劃
                                       正市場需求預測,確保預測正確性。
 3    開始執行推廣    ,此外,如其他物流中間商或第三方也將加入計畫
                中。
                                       供應鏈伙伴作協同預測並透過採用預警管
                供應鏈所有流程的關鍵交易伙伴與配銷通路進行聯
                                       理技術持續地調整預測值,定期預測是自
 4     全面執行     合商業計畫。此達到點對點的供應鏈模式概念。且
                                       動化的過程並達到聯合事件管理。
                經常性作審視與改善供應鏈協同計畫。
                                  Global ECR Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                          Concept I1. Collaborative Planning & Forecasting

Applying distribution methods that integrate the product flow from production lines to the consumer using actual consumer demand to
         drive replenishment, leading to very high service levels, balanced against well managed cost and inventory levels.


                                                                            Considerations
                                           Collaborative Planning                                    Collaborative Forecasting
                            Creating jointly agreed business and operational plans Common forecasting tools and processes are defined
           General           plans, incorporating agreed-to projections for future    and implemented in order to accurately predict
Score
           Meaning          consumer demand, sales and events and with identified anticipated levels and timing of consumer demand
                            activities and resources required to deliver those plans.   adjusted for promotions and other events.
                            No joint planning. Single company, departmental plans
  0     Nothing planned                                                                       Unreconciled multiple internal forecasts.
                                                     exist.
        Plans agreed but
                             A limited number of organisation departments or
          have not yet                                                                   Internally driven channel, trading partner, category
  1                      activities exchanging plans between partners. Internally
             started                                                                                 or product specific forecasts.
                                           aligned plans exist.
        implementation

                                                                                    Raw data is exchanged between trading partners and
                            Plans that are exchanged are combined to form a jointly
        Pilot tests being                                                           is actively incorporated in forecasts. Processes exist
  2                         agreed single plan. Occasional joint review of the plan
           conducted                                                                    to convert sales forecasts into order forecasts.
                                                  takes place.
                                                                                             Accuracy of forecasts is measured.
                                Agreed joint collaborative plans exist across all
          Roll-out of                                                                   Joint review of data resulting in one agreed demand
                                processes for some key trading partners. Some
  3     implementation                                                                       forecast which is continuously updated for
                             incorporation of other supply chain intermediaries or
            started                                                                                  performance and accuracy.
                                        partners is made in those plans.
                                Agreed joint collaborative plans exist across all
                                                                                        Full collaborative forecasting, continuously updated
                            processes for all key trading partners or trade channels.
            Fully                                                                        through the use of alert management techniques.
  4                              These incorporate an end to end supply chain
         implemented                                                                    Routine forecasts are automated enabling a focus on
                            perspective. Plans are frequently reviewed and updated
                                                                                                      joint event management.
                                                     jointly.
                                全球ECR評量表 -- 能力評量工具,詳細內容
                                   概念 I2. 成本/利潤及價值衡量
                使用決策支援工具成為挖掘價值創造來源與成本間的關連性,此外這些成果的應用能以更低成本提供消費者更佳服務。

                                                                          評估準則
                  ABC作業基礎成本制度                       Activity Based Costing (ABC)                          消費者價值衡量
                                        Use of ABC techniques to analyze supply chain costs
             使用ABC去分析特定活動、通路、顧客                                                                   用價值衡量法分析商業決策,例如對消費者、公司、股
計分    基本意義                               related to specific activities, channels, customers or
               或一群消費者的供應鏈成本、                                                                      東的相對附加價值與成本。
                                                         groups of consumers.
             未利用ABC方法作作業成本情況的蒐集
                                No ABC costs collected. Costing system provides limited 未做到消費者價值衡量部分,且沒有計畫發展此策略能
0     還未計畫   。目前成本系統並無法有效判別成本主
                                    or no visibility asto resources and cost drivers.   力、
             要來源或資源配置。
     計畫已獲得共
            有計畫引入ABC觀念,聯合決策仍依賴          Plans are in place to begin using ABC concepts. Joint     認可衡量消費者價值的重要性,並去定義關鍵衡量指標
1    識,但還沒開
            傳統模式來制定。                        decisions still based on traditional measures.        ,且發展衡量能力的計畫已獲同意。
       始執行
                                        Activity costs are measured on part of the company's
     正進行先導測 以ABC來衡量部分公司成本結構,有限                                                                    消費者價值衡量系統的雛型正進行先導測試,以增進了
2                                        cost structure and are used for a limited amount of
       試    度地利用其作決策。                                                                             解及評估成本和效益、
                                                           decision making.
                                        All business activity costs are measured on an ad hoc
            所有商業活動成本依ABC來衡量,並依                                                                    消費者的價值經常性地被測量、分析和報告,但結果未
                                         basis and are used for decision making as the need
3    開始執行推廣 此做出決策-有時利用ABC作業基礎成本                                                                   被完全整合到管理系統,也未被一致性使用於主要商業
                                         arises -- an ABC modelling approach is occasionally
            制度作為協同商業的決策。                                                                          決策中。消費者價值與股東價值的連結已開始出現。
                                              used as the basis for joint decision making.

             所有資訊系統皆與ABC作業基礎成本制度        All information systems have incorporated ABC costs       定期性地測量、分析和報告消費者價值,衡量結果將完
4     全面執行   整合,並視ABC為標準。使用ABC作業成        and use of ABC techniques is the standard. All joint     全整合到管理系統,同時被使用制訂主要商業決策。消
             本分析法做為所有決策的參考依據。                decision making leverages ABC activity costs.        費者價值有效地連結到股東價值。
                                   Global Scorecard -- A Capability Assessment Tool, Detailed descriptors
                                              Concept I2. Cost/Profit and Value Measurement
Use of decision support tools that permit correlation of cost and value to sources that create them, plus the application of these findings to better
                                                           serve consumers at less cost.

                                                                                Considerations
                                        Activity Based Costing (ABC)                                  Consumer Value Measurement

                             Use of ABC techniques to analyze supply chain costs         Use of value measurement methods to analyze business
            General
Score                         related to specific activities, channels, customers or   decisions in terms of value-added versus cost for consumers,
            Meaning
                                             groups of consumers.                                      the company and shareholders.


                            No ABC costs collected. Costing system provides limited     Consumer value is not measured and there are no plans to
  0     Nothing planned
                                or no visibility asto resources and cost drivers.                     develop these capabilities.

        Plans agreed but
                                                                                        The importance of measuring consumer value is recognised,
           have not yet      Plans are in place to begin using ABC concepts. Joint
  1                                                                                       key measures have been defined and plans to develop
             started             decisions still based on traditional measures.
                                                                                                    measurement capabilities agreed.
         implementation
                             Activity costs are measured on part of the company's        Prototypes of consumer value measurement systems are
        Pilot tests being
  2                           cost structure and are used for a limited amount of      being pilot tested to refine understanding and assess cost and
           conducted
                                                decision making.                                                    benefits.

                             All business activity costs are measured on an ad hoc     Consumer value is routinely measured, analyzed and reported,
           Roll-out of
                              basis and are used for decision making as the need        but the results are not fully integrated management systems,
  3      implementation
                              arises -- an ABC modelling approach is occasionally      nor consistently used for major business decisions. Consumer
             started
                                   used as the basis for joint decision making.           value linkage with Shareholder value starting to emerge.

                                                                                       Consumer value is routinely measured, analyzed and reported,
                             All information systems have incorporated ABC costs
              Fully                                                                     and the results are fully integrated into management systems
  4                           and use of ABC techniques is the standard. All joint
          implemented                                                                     and used routinely to support major business decisions.
                                  decision making leverages ABC activity costs.
                                                                                          Consumer value effectively linked to shareholder value.

				
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Description: Forecasting Planning document sample