17 element(s)

ECR Australasia - Winning with Promotions Report (promotional OSA)

ECR Australasia 01/12/2011 00:16:23

<p><p style="text-align: justify;"><img style="float: left; margin-left: 10px; margin-right: 10px;" src="<a class="txttohtmllink" href="http://www.ecraustralasia.org.au/storage/publication-covers/Winning%;20with%20Promotions.JPG?__SQUARESPACE_CACHEVERSION=1289785043457">http://www.ecraustralasia.org.au/storage/publication-covers/Winning%;20with%20Promotions.JPG?__SQUARESPACE_CACHEVERSION=1289785043457</a>" alt="" width="233" height="255" />The <strong><em>Winning with Promotions Industry Report </em></strong><strong>completed in 2010 </strong>is the culmination of a year long focus on delivering improved product availability for promoted products across the operational aspects of planning, execution and evaluation. The Australian market is one of the most heavily promoted in the world with on average 54% of product sold on promotion and in some categories as high as 80%.</p><br />
</p><br />
<p><p style="text-align: justify;">The industry report details key results and findings from an industry wide survey, in-store assessment and retail specific workshops. The insights offered by the report should prove useful to food and grocery manufacturers, suppliers, retailers and wholesalers. Companies are encouraged to use the findings in discussion with trading partners, to challenge  current promotional execution and deliver improved on-shelf availability....<br />
</p><br />

Maximising the Effectiveness of ECRA - 2005

ECR Australasia 2010.09.24

The ECRA Board commissioned a review of ECRA initiatives with the aim of maximising their effectiveness and identifying relevant future work streams. The review included a desktop evaluation of existing work activities, the communication media adopted by ECRA and a questionnaire issued to retailers and suppliers in the food and grocery sector.

Analysis of report recommendation adoption rates provided an insight into those areas that have yet to reach full business integration. The report did not evaluate the causes of low adoption rates. For every issue full adoption and integration of report recommendations has not yet occurred. While there is progress towards full integration there is a requirement to continually reinforce past project work and findings and to assist in the uptake of report recommendations. This report makes some suggestions as to how they may be encouraged.

The questionnaire analysis identified the opportunity to further embed ECR practice and principles within organisations and between trading partners. 89% of respondents indicated they are actively working with trading partners to reduce supply chain costs.[CUT]However some enablers to progress this work effectively such as distinguishing between commercial and supply chain costs; utilising cost-to-serve techniques in joint decision making with trading partners; investment in IT infrastructure and common tools and process for demand forecasting are yet to be fully realised.  The success stories in terms of full integration included; the adoption of industry product movement standards (55.9%); company individual measurement and analysis of stock outs (44.1%); integration of electronic transactional processes into core information systems (30.3%) and synchronisation of item and party data using EANnet (27.3%).

Issues that had the least traction included; collaboration on loss prevention (50.0%) potentially driven by the smaller number of specific SKU’s impacted; the use of cost to serve techniques in joint decision making (35.36%) however the majority of respondents have partially or substantially adopted cost to serve techniques in their own business; collaborative innovation with trading partners to decrease environmental and safety pressure on transport and packaging (35.3%) and standard messaging to support CPFR between trading partners (32.4%), low adoption may be due to limited number of companies involved in CPFR practices.

When asked to evaluate future work streams, respondents indicated strong support for further developing and appreciating on shelf availability; CPFR; cost/value profit measure; collaborative information management; and the optimisation of new product introductions.

Click here for more details

The Profit Impact of ECR - 2000

ECR Australasia 2010.09.24

To quote from the 1999 Grocery Industry Tracking Study, "The role of activity based costing in ECR is to understand the likely impacts of new ways of doing business. However, the results of that study indicate that there has been relatively little progress with activity based costing". In view of the lack of progress in activity-based costing across the Australasian grocery industry this project was established to evaluate and trial a methodology developed by ECR Europe, for the pre- and post-implementation analysis of the cost and profit impact of ECR initiatives. This publication covers the Australian case studies undertaken as part of the project work and includes conclusions and recommendations to the industry along with an extract from the ECR Europe publication, "Assessing the Profit Impact of ECR", covering the methodology and activity wizard tested and approved for use in the Australasian market.
Click here for more details

Australasian Grocery Industry Tracking Study 2002

ECR Australasia 2010.09.24

The ECR Australasia (ECRA) Board commissioned PwC Consulting (PwC) to conduct the 2002 Tracking Study as part of its ongoing process to monitor and encourage the development and implementation of advanced demand and supply chain management processes in Australasia. The major objectives of the study are to identify:

-    progress, current performance and best practices in implementing Efficient
Consumer Response (ECR) in Australasia
-    opportunities for further improvement from both an industry and individual trading
partner perspective.

For the first time, the 2002 Tracking Study included New Zealand and made use of the Global Commerce Initiative (GCI) scorecard and database. Scorecards were enhanced from previous years to reflect evolving best practices and to emphasise the importance ofconcepts such as collaborative planning and consumer value creation. A verified self-assessment process was used for collecting individual company data from 49 manufacturers (representing approximately 50% of total ex-factory industry sales for the categories covered in the study through the grocery channel) and 6 retailers/wholesalers (representing approximately 70% of total grocery retail industry sales).

The leaders in the Australasian grocery industry have made significant progress in implementing ECR since our initial study was conducted in 1995. They have begun rolling out advanced ECR concepts across their businesses with significant progress in areassuch as demand management and operational excellence. Although progress has been made, the industry, as a whole, is substantially behind the targets that were set for 2002 by participants in the 1999 Tracking Study.

The 2002 Tracking Study reports that lagging organisations are missing out on the opportunity of seizing their share of further operating cost reductions in the Australasian industry. PwC estimate these to be greater than A$1 billion, and available reductions in finished goods inventory to be an additional A$800 million.

Click to download

Efficient Product Movement - 2003

ECR Australasia 2010.09.24

With the vital support of IBM Business Consulting Services, the latest report, “Efficient Product Movement” brings together the expertise of a project team drawn from suppliers, retailers and wholesalers at the leading edge of process change in the transport and distribution of food and grocery products in Australia and New Zealand. It reflects increased attention by trading partners to increased efficiency in the handling and transport of products through the supply chain.

It also reflects the recognition – highlighted in the 2002 Australasian Grocery Industry Tracking Study – that Australia and New Zealand lag behind North America and Europe in transport and distribution maturity. This is clearly an opportunity for improvement.
The “Efficient Product Movement” Guide provides direction for suppliers, retailers, wholesalers and service providers to improve the efficiency of product movement throughout the supply chain. It documents leading practice in Australasia, with the aid of 12 case study examples, and identified the opportunities for further cost savings through innovation or standardization in pallet and pack configuration, order multiples, technology, vehicles and storage facilities.

The guide points to activity based costing of product movement processes and cost-to-serve based trading terms as key drivers of collaborative process improvement and increased efficiency, reduced costs and enhanced consumer services.
Click here for more details

Australasian Grocery Industry Tracking Study 2006

ECR Australasia 2010.09.24

This is the fourth ECRA Tracking Study commissioned by the ECRA Board, facilitated by IBM Global Business Services. The objectives are to:
- assess industry maturity development vs targets previously set
- benchmark industry maturity vs Europe and the USA
- estimate potential remaining benefits of full ECR adoption at an industry level
- provide each participating company with visibility of their maturity vs others in their
The results are qualified: firstly by the industry participation rate which is about a third of the last study in 2002; and secondly by the skew in participating companies towards those that are larger and more mature in ECR adoption. Nevertheless participants represent 20% of total ex-factory industry sales for the grocery categories covered and 81% of total grocery retail industry sales.

There are four key findings from the study:

1. Leading companies are leading in ECR implementation and now have scores that are comparable with  global benchmarks. They are reaping the benefits and positioning themselves for future success.

2. Lagging companies are in danger of losing relevance to both consumers and trading partners. In manufacturing,   laggards may seek to become the future low-cost house brand suppliers - but will need to improve service to retailers to reach this goal.

3. Assigning resources and priorities for business development is a recurrent issue. Several leading companies have made hard decisions about which parts of the business to keep in-house and focus on, vs which parts to outsource or send overseas. Other manufacturing businesses appear to have cut costs and their capacity for product and service innovation, passing this role to others in the industry.

4. For the leaders, collaboration is now an established way of working in areas such as replenishment ordering; although in other areas the lack of systems to support automated exchange of timely and accurate data is a limiting factor.

Click here for more details

Posts 1 - 6 of 17
First | Prev. | 1 2 3 | Next | Last | All