Years ago back in my early Wal-Mart days, collaborative planning, forecasting and replenishment was the next step to taking inventory and cost out of the network while increasing product availability at shelf, in-stock and sales.
A broad category–the business processes by which an organization operates, whether formally defined or informally understood/practice.
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In both retail and consumer-product-goods sectors, the gap between winners and losers widens every day. What is it about the winners that makes them more and more successful, extending their lead everyquarter? What are the dynamics driving this “battlefront” between retailersand their suppliers in the struggle for projects, profits, customers and market share? What can trading partners do to win a stronger power position in the supply chain? To answer these questions, ChainLink Research surveyed more than 130 leading retailers and manufacturers. Our unique approach explores the perspective from both sides of the trading-partner link to uncover differences in perception and reveal the myths and the realities.
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This paper will articulate and validate the Future Logistics Enterprise (FLE) vision and objectives for readers such as industry suppliers and partners, members of Congress, members of other governmentagencies, and fellow members of the Department of Defense who needto understand the challenges, and align with the FLE goals.