33 element(s)

Transport Optimisation

2000.12.27

by ITEM HSG (2000)
pub_2000_transport_optimisation_blue_book-1Click here to download

This report recommends best practices and techniques to make best use of available transport capacity. It aims to maximise vehicle fill and productive time whilst minimising empty runnings. Techniques, such as unit loads optimisation (including pallet height standards), multi-modal transport, vehicle technology, EDI, Supply Chain Optimisation Systems, Consolidation or Efficient Network Design, will help to reach these goals. The report concludes that in today’s environment it is no longer possible to ignore the transport implications of ECR supply chain concepts. Any supply chain decision has to take account of its effect on transport.



Consumer Direct – Shopping in the New Millennium – A collaborative r-e-volution

2000.12.17

by Roland Berger & Partner (2000)
pub_2000_consumerdirect_shopping_in_the_new_millennium-1Click here to download

The Consumer Direct market is still at an early stage and is therefore characterised by a high level of dynamic change and considerable uncertainty about its future shape. Companies may develop new value chains, form alliances with new entrants in the grocery market or choose to raise substantial capital while the appetite for Internet investments is still healthy.

To shed light on this phenomenon, Roland Berger & Partners conducted two studies: the Consumer Direct Europe Study and the Consumer Direct Evolution Industry Survey. The first of these assessed the potential for on-line grocery shopping in Europe and was the largest study of its kind undertaken in Europe. Eleven leading companies from different industries took part, and interviews with over 6,000 consumers from six European countries were conducted.

The Consumer Direct Evolution Industry Survey complements the findings of the Consumer Direct Europe study as it aimed to determine the general awareness of Consumer Direct developments in the FMCG industry in Europe, and ascertained the extent to which the industry is taking active part in this new channel.

The top-line findings of both studies are described in this publication.



Unit Loads Identification & Tracking

2000.12.07

by ITEM HSG (2000)
pub_2000_unit_loads_identification_and_tracking_blue_book-1Click here to download

This ECR Europe Supply Side Project was set up to tackle Unit Load Identification and Tracking (ULIT), a subject vital in any supply chain, not only in the Fast Moving Consumer Goods (FMCG) industry but also in many other sectors. The identification of unit loads is necessary at any point at which they are moved from one location to another along the supply chain or even within a warehouse. Identification then is the natural prerequisite for tracking any kind of goods at any point in time.

The ULIT team - consisting of various representatives of both major manufacturers and retailers – has identified and described the best practice in the field of identification and tracking of unit loads establishing the ECR Europe Report on Unit Load Identification and Tracking. Starting from the basis of industry standards, this document also reports on the actual use of these standards and current practices for ULIT. The observed current processes have been depicted in an comprehensive and substantial cost model, serving as the foundation and the decision tool for the group’s conclusion in identifying and recommending the best practice.



Integrated Suppliers – ECR is also for suppliers of ingredients, raw materials & packaging

2000.11.27

by Fraunhofer Applications Centre for Transport Logistics and Communications Technology (2000)
pub_2000_integrated_suppliers_blue_book-1Click here to download

Integrated Suppliers is a concept for improving the part of the supply chain between manufacturers and their tiers of suppliers of ingredients, raw materials and packaging. By sharing information both parties are able to exercise judgement on costs, quantities and timing of deliveries and production in order to streamline the product flow and to move to a collaborative relationship. The goal of this booklet is to promote the application of the key concepts of Integrated Suppliers in the supply chain. Based on existing case studies spread over Europe and supply chain theory it is demonstrated that suppliers play an important role in "working together to fulfil consumer wishes better, faster and at less costs".



The Essential Guide to Day to Day Category Management

2000.05.10


by Andersen Consulting (2000)

pub_2000_essential_guide_daytoday_catman-1Click here to download

The Essential Guide to Day-to-Day Category Management is the outcome of the ECR Europe Day-to-Day Category Management project, a team of retailers, manufacturers and marketing information providers from across Europe, who pooled their expertise and have transformed category management from a project based approach to a day to day business process.

A "one size fits all" solution is unlikely to work given the widely varying levels of resource, data availability and experience in countries, companies and categories across Europe. The Guide therefore identifies a "continuum solution" whereby a set of key business questions can be answered in different ways - and with different levels of sophistication - appropriate to the situation at hand; guidance is also given on how to find an appropriate position on this continuum.

Although the focus is on answering these key business questions, rather than slavishly filling out templates, a core set of 25 templates is provided as a starting point, along with suggestions for additional and alternative means of analysis. Considerable guidance is also given in the crucial areas of implementation and review. All templates are included in the guide, and they are also freely available to download from the ECR website.

For those new to Category Management, the Guide offers all they need to get started, and for more experienced companies, it offers a new, pragmatic and flexible approach to integrating category management into day-to-day business life.



How to implement Consumer Enthusiasm Strategic Consumer Value Management

1999.12.17


by Roland Berger & Partner (1999)

pub_1999_how_to_implement_consumer_enthusiasm-1Click here to download

"How to implement Consumer Enthusiasm" addresses the challenge of the FMCG industry's declining share of wallet. It identifies the need for FMCG manufacturers and retailers to counteract this challenge in order to generate sustainable and profitable growth. A holistic strategic approach to value creation for consumers is described and a roadmap for its implementation provided.

The holistic approach to Strategic Consumer Value Management brings together the best-practice approaches of leading European FMCG companies in a three-step approach to Consumer Value generation. This approach was jointly developed in workshops and interviews with representatives of leading European FMCG companies and is based on numerous case studies which provide useful industry insights.

It identifies the superior consumer value understanding in its two dimensions of value delivered to the consumer and value received from the consumer as the starting point. On this basis, rule-breaking strategies differentiating four strategic levers can be derived: communication, information, co-innovation and co-revolution. Co-innovation implies cooperation of several partners with the joint objective of bringing about substantial growth to a market by collaborating across the innovation process. Valuable insights into this process are featured in a case study on Johnson & Johnson and Mothercare. Co-revolution implies the involvement of internal and external partners in the management of relevant parts of the value chain in order to achieve broader growth opportunities at reduced costs for all partners. This strategic lever is illustrated by two case studies on Kraft Jacobs Suchard and the Swiss based Le Shop, which is applying co-revolution to its Consumer Direct business.

Following the selection of the applicable rule-breaking strategy levers, excellence in implementation has to be secured. Three areas of excellence have to be distinguished: Employee Enthusiasm, business transformation and in-store implementation. The two fields of effective promotions and efficient merchandising are then detailed and illustrated by case studies on Kraft Jacobs Suchard, GB, L'Oréal, Promodès and others.




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