There are four collaborative activities under the CPFR model which are then divided into two in each group.
Analysis; Helps keep track of preparing and in addition setup activities regarding the exceptions to the rules and conditions. This helps compile crucial functionality standards and reveal skills in addition to change plans regarding continuously improved effects.
' Exception management- This calls for delivery monitoring because of the company and keep delivery because of the store.
' Performance assessment ' Producers and dealers retain scorecards to access each other's effectiveness.
Strategy and planning; Set up the ground policies with the collaborative relationship. Helps to figure out merchandise mix as well as position and create programs for the period.
' Collaboration arrangement - Effort design requires setting company ambitions, denoting the particular range connected with cooperation, working out tasks, obligations, checkpoints and escalation processes.
' Joint business plan - It recognizes considerable events for example marketing promotions, products policy changes, available and closing balances. Advertising preparing helps in accountability of the producer even though the retailer protects category managing.
Demand and supply management; Venture buyer demand where purchase and shipping requirements remain within the organizing horizon.
' Sales forecasting- The producer examines market place information as you move the merchant estimates point-of-sale (POS) amounts.
' Order planning - The manufacturer carries out demand planning, while the retailer conducts replenishment planning.
Execution; Spot orders prepared along with delivery shipments are given along with inventory merchandise according to the previous gross sales.
' Order generation- The manufacturer does production and supply planning, while the retailer conducts the activities associated with buying.
' Order fulfillment- This involves conducting logistics and distribution management for the manufacturer and the retailer.
b) Compute the sales forecast for July using the following approaches:
(1) A four-month simple moving average. 2 Marks
Month Sales Sales forecast
Feb 22000 18500
March 16000 19000
April 18000 19500
May 20000 19500
June 24000 19500
(2) A weighted three-month moving average using .50 for June, .30 for May, and .20 for April.
Month Sales Weights Sales forecast
Feb 22000 18666.67
March 16000 18666.67
April 18000 0.2 3600
May 20000 0.3 6200
June 24000 0.5 10333.335
(3) A linear trend equation 2 Marks
T Sales (y) tY t2
1 18000 18000 1
2 22000 44000 4
3 16000 48000 9
4 18000 72000 16
5 20000 100000 25
6 24000 144000 36
Y' = a + bt
Y'- Project Value b- slope
a- Y intercept t- any value of time selected
b = n' tY-'Y't = (6*426000) ' (118000*21) = 78000 =143.78
n't2-('t/n) (91*6) ' (3.5) 542.5
a = 'Y/n ' b('t/n) = 118000/6 ' 143.78(21/6) = 19163.44
Y = 19163.44 + 143.78t
(4) Simple exponential smoothing with (smoothing constant) equal to .40, and assuming a February forecast of 18, 000 (2 Marks)
(D S) + (F )
Where D= recent actual sale
F= Previous period forecast
Month Sales Working Sales forecast
Feb 22000 18000
March 16000 16000
April 18000 18000
May 20000 20000
June 24000 24000
c. Which method do you think is the least appropriate? Why?
The moving average is the least appropriate since unlike the other methods it ignores important statistical information such as cyclical pattern. In addition, it cannot be used to forecast data in volatile markets.
' Solutions usually are immediate; they cannot possibly be inventoried. Your perishability connected with products and services actually leaves your manager with no critical stream that can be found to be able to making managers.
' You will find there is a substantial level of producer-consumer relationship inside the creation connected with support, which is a put together true blessing; on the 1 side, buyers are a source of productive capacity, although on the some other, this consumer's position results in skepticism intended for professionals about the process's period, this product's excellent, and the facility's lodging of the consumer's needs.
' The high producer-consumption link leads to where the program cannot be moved, the consumer must be given the actual program shipping technique or the machine to the consumer.
' Due to the intangible character of any service's end result, setting up and also calibrating capability ranges for the services operation are often remarkably very subjective and also qualitative duties.
1. A score based on a scale of 0 (unsatisfactory) to 100 (excellent) has been assigned
for each of the performance category considered critical in assessing the supplier.
Different weights are assigned to each of the performance criteria based on its relative
importance. Both calculate and comment on how one would evaluate the Mimi Company's performance as a supplier? 4 Marks
The performance is good as the weighted average rates at 89%
Technology 85 0.1 8.50
Quality 95 0.25 23.75
Responsive 90 0.15 13.50
Delivery 80 0.15 12.00
Cost 90 0.2 18.00
Environment 75 0.05 3.75
Business 95 0.1 9.50
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