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Rising Costs In Supply Chain. One morning, a Costco store in Los Angeles began running
a little low on size-one and size-two Huggies. Crisis loomed. ...
... for Barilla: The production costs was rising heavily due ... and high labor & transportation
costs to satisfy ... of the benefits of supply chain collaboration through ...
... due to the rising price of oil. Infor which specializes in providing solutions for
supply chain management has 10 strategies they use to eliminate costs of ...
... up lending capacity and provide to the rising demand and ... s interests are not similar,
the supply chain will be ... the end result can be higher costs, prices and ...
... 2. EXISTING SUPPLY CHAIN MODEL ? WHAT WE ARE DOING ... were involved in this food chain,
causing inefficiencies in operation, leading to rising costs and lower ...
Submitted by kumarpapers on April 25, 2008
Category: Technology
Words: 2252 | Pages: 10
Views: 89
Popularity Rank: 98,575
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One morning, a Costco store in Los Angeles began
running a little low on size-one and size-two Huggies.
Crisis loomed.
So what did Costco managers do? Nothing. They
didn’t have to, thanks to a special arrangement with
Kimberly-Clark Corp., the company that makes the
diapers.
Under this deal, responsibility for replenishing
stock falls on the manufacturer, not Costco. In return,
the big retailer shares detailed information about
individual stores’ sales. So, long before babies in
Los Angeles would ever notice it, diaper dearth was
averted by a Kimberly-Clark data analyst working at
a computer hundreds of miles away in Neenah, Wis.
“When they were doing their own ordering, they
didn’t have as good a grasp” of inventory, says the
Kimberly-Clark data analyst, Michael Fafnis. Now,
a special computer link with Costco allows Mr. Fafnis
to make snap decisions about where to ship more
Huggies and other Kimberly-Clark products.
Just a few years ago, the sharing of such data
between a major retailer and a key supplier would
have been unthinkable. But the arrangement between
Costco Wholesale Corp. and Kimberly-Clark underscores
a sweeping change in American retailing.
Across the country, powerful retailers fromWal-Mart
Stores Inc. to Target Corp. to J.C. Penney Co. are
pressuring their suppliers to take a more active role
in shepherding products from the factory to store
shelves.
CHANGING SIZES
In some cases, that means requiring suppliers to shoulder
the costs of warehousing excess merchandise. In
others, it means pushing suppliers to change product
or package sizes. In the case of Costco and Kimberly-
Clark, whose coordinated plan is officially called
“vendor-managed inventory,”...
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