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强生公司与许多快速消费品行业的企业一样,开始也是以品类管理为突破点的,但是随着客户服务要求的提高,感到品类管理已经显现出了一些局限性。为了能实现50%/50%的目标,即提高50%的客户服务水平,同时降低50%的库存水平,自动补货概念及工具的导入成为强生关注的焦点。而强生在导入自动补货工具时考虑的一个关键问题,是如何通过工具的使用达成以消费者的实际需求来推动补货进行的目的,从而达到极高的服务水平以及达到管理成本与库存水准之间的平衡。基于上述问题的考虑,VMI(Vendor Managed Inventory,供应商管理库存)的战术目标逐渐清晰起来。
Johnson & Johnson, like many FMCG companies, also started with category management as a breakthrough point, but as customer service requirements increased, they felt that category management had shown some limitations. In order to achieve 50% / 50% of the target, that is, to improve customer service levels by 50% while reducing inventory levels by 50%, the concept of auto-replenishment and the introduction of tools became Johnson & Johnson’s focus. And Johnson & Johnson in the import of automatic replenishment tool to consider a key issue is how to use the tool to achieve the actual needs of consumers to promote the replenishment of the purpose, so as to achieve high service levels and achieve management costs and inventory levels The balance between. Based on the above considerations, the tactical goal of Vendor Managed Inventory (VMI) gradually becomes clear.