• Journal of Distribution Science
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• v.12 no.3
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• pp.85-98
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• 2014

Purpose - This study primarily aims to represent the current trend of research on CPFR as a promising supply chain collaboration program and proposes a new framework for analyzing any collaboration programs in terms of three key collaborative features. Research design, data, and methodology - This study employs a literature review of selected studies that conduct research on CPFR. CPFR is analyzed based on the proposed framework that characterizes collaboration programs in terms of three key collaborative features. Results - The analysis based on the proposed framework reveals that the current form of CPFR continues to have some collaborative features that are not fully utilized to create an advanced collaboration program. The literature review indicates that most past studies ignore critical issues including the dynamic nature of the multiple-stage supply chain system and negotiation process for collaborative agreement in CPFR implementation. Conclusions - Results indicate that CPFR can become a better supply chain collaboration program by incorporating coordinative cost payment and joint decision making processes. Based on observations on the existing literature of CPFR, this study indicates several important issues to be addressed by future studies.

• The Journal of Information Systems
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• v.17 no.4
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• pp.321-340
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• 2008

Collaborative planning, forecasting and replenishment (CPFR) is the most recent successful management initiative that provides supply chain collaboration. By adopting CPFR, companies can dramatically improve the effectiveness of supply chain. The CPFR process has three major sub-processes; planning, forecasting and replenishment, which are formed by a number of steps. Despite the existence of a detailed and comprehensive process model, which is published by the Voluntary Interindustry Commerce Standards Association, in practice CPFR can take a number of different forms. Therefore, this research suggests that business process management system (BPMS) can be utilized as a base system on which a CPFR is consistently constructed and implemented, regardless of a number of its possible forms. We illustrate how a CPFR protype is implemented by using a BPMS and then describe how the prototype is agilely extended to adopt a variety of changes of CPFR collaboration process.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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• pp.338-341
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• 2003

CPFR (Collaborative Planning, Forecasting and Replenishment)은 기존의 공급망 개선에 관한 어플리케이션이 갖는 문제점인 정보의 부정확성, 시스템의 단절, 관련 기업 간 협력의 부족 등과 같은 여러 장해요소들을 극복하기 위한 목적으로 설계된 최신 비즈니스 모델로서, 이는 공급망의 총재고를 최소화하기 위해서 공급망의 모든 구성원들이 최종소비자의 실제 수요정보에 근거하여 계획(Planning), 예측(Forecasting), 그리고 보충(Replenishment)을 시스템 상에서 협력적으로 결정하는 것이다. 본 연구에서는 구성원들 간에 발생할 수 있는 예외적인 사항들을 CPFR시스템의 예측단계에서 판별하고, 그러한 예외 사항들을 역동적으로 다루기 위한 지식기반 협업 에이전트 시스템(Knowledge-Based Collaboration Agent System)을 제시한다. 또한 지능적 추론(Reasoning)과 학습(Learning)을 통해 구성원들에게 예외 사항에 대한 최적의 해결안을 제시함으로써 협업 시스템의 자동화를 구현한다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.856-862
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• 2003

CPFR(Collaborative Planning Forecasting and Replenishment)은 기존의 생산관리 패러다임(Paradigm)을 탈피하는 새로운 협업적 생산 극대화 시키는 데 목적을 두고 있다. CPFR의 핵심은 정보 공유를 기반으로 하는 공급망상 참여 기업간의 협업이며, 이는 매우 불확실한 시장 상황 하에서 끊임없는 발생하는 예외사항들을 처리하는데 매우 중요하다. 본 연구에서는 참여 기업간의 협업을 가능하게 하는 블랙보드 기반 협업 에이전트(Blackboard Based Collaboration Agent) 구조를 제시한다. 또한 화행 이론(Protocol)을 제시하여 참여 기업간의 협동 과정을 제어하는 방식을 구현한다.

• Journal of Korean Institute of Industrial Engineers
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• v.30 no.1
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• pp.1-10
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• 2004

Advance in Internet technology has changed traditional production planning and control methods. In particular, collaborations between participants in supply chains are being increasingly addressed in industry for enhancing chain-wide productivity. A representative paradigm that emphasizes collaboration in production planning and control is CPFR(Collaborative Planning, Forecasting and Replenishment). In this paper, we present a multi-agent system architecture that supports the collaborations specified in CPFR. The multi-agent system architecture consists of event manager, data view agent, business rule agent, and collaboration agent. The collaboration agent systematically controls negotiation between supplier and buyer with the aid of collaboration protocol and blackboard. The multi-agent system has been implemented with EJB(Enterprise Java Beans).

• Journal of Distribution Research
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• v.6 no.1
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• pp.22-35
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• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.