Tesco develops a buy-side e-commerc

Tesco develops a buy-side e-commerce system for supply chain management

The Tesco case study illustrates the benefits and difficulties of implementing EDI for supply
chain optimization from a retailer’s perspective. We will now consider it from the perspective of the manufacturer. Fisher (1997) makes the distinction between two strategies that manufacturers can follow according to the type of product and the nature of its demand.

For functional products, particularly those with easily predictable demand, such as consumer goods like toothpaste or shampoo, the product does not need to be modified frequently in response to consumer demand. Here the implication is that the supply chain collaboration and began using its EDI network to help its suppliers better forecast demand.
About 350 suppliers receive EDI messages with details of actual store demand, depot stockholdings and Tesco’s weekly sales forecasts. According to Barry Knichel, Tesco’s supply chain director, this forecasting project has been successful as average lead times have fallen from seven to three days. ‘Nevertheless, the information flow is strictly one way’, he says. ‘We still do not know the true value of this sales data because we never get any feedback.’

In 1997, Tesco thus started its Tesco Information Exchange (Tie) project in an attempt to achieve much more sophisticated two-way collaboration in its supply chain.
‘This really was a big development for us’, he says. ‘The guiding principle was to combine our retailing knowledge with the product knowledge of our suppliers.’
A large Tesco store may carry 50,000 products while a supplier will have at most 200. An important aim of the Tie project was thus to shift responsibility for managing products down to the relevant supplier.
‘Suppliers clearly have a better understanding of their specific product lines, so if you can engage the supplier to manage the supply chain you are going to get much better product availability and reduce your inventory’, says Jorge Castillo, head of retail business for GE Information Services, which developed the extranet technology behind Tie. Suppliers pay from £100 to £100,000 to join Tie, depending on their size. This then allows them to access the Tie web site and view daily electronic pointof- sale (Pos) data from Tesco stores.

Hasil (China) 1:

特易购发展供应链管理的购买方电子商务系统特易购案例研究说明了供执行电子数据交换困难与效益链优化从零售商的角度来看。我们现在将审议它从制造商的角度。费舍尔 (1997 年) 使两种策略，制造商可以根据产品的类型和它的需求的性质之间的区别。功能化产品，特别是那些容易预测的需求，如洗发水、 牙膏之类的日用消费品不需要频繁修改响应消费者需求的产品。在这里的含义是供应链协作，并开始利用其 EDI 网络，帮助其更好地预测需求的供应商。约 350 供应商接收 EDI 消息与实际的存储需求、 油库大亨和特易购的每周销售预测的细节。据 Barry Knichel，乐购的供应链总监，这个预测的项目已成功从七岁到三天倒下的平均周转时间。'不过，信息流动是严格单向'，他说。我们仍然不知道这个销售数据的真正价值因为我们永远不会得到任何反馈。 '于 1997 年，乐购因此开始乐购信息交流 (并列) 项目，企图实现其供应链中更多复杂的双向协作。这真的是一个大的发展，对我们来说，他说。指导原则旨在将我们与我们的供应商的产品知识的零售知识结合起来。大型乐购门店可能携带 5 万多种产品，而供应商将最多有 200。领带项目的一个重要目的，是重转移管理产品相关供应商的责任。'供应商显然有更好地了解其特定的产品线，所以如果你可以搞供应商管理供应链你也会得到更好的产品可用性并降低您的库存'，说 Jorge Castillo，GE 信息服务，开发背后的领带的外联网技术的零售业务的负责人。供应商从支付 100 英镑到 10 万英镑加盟的领带，具体取决于它们的大小。然后，这使他们能够访问领带 web 站点并查看从特易购商店的日常电子积销售点 (Pos) 数据。

Hasil (China) 3:

特易购发展买方电子商务供应链管理系统

Tesco的案例研究说明了实施EDI从零售商的角度来看，供应链优化的好处和困难
。我们现在将考虑从制造商的角度。Fisher（1997）使两种策略之间的区别制造商可以根据产品类型和需求的自然跟随。功能

产品，特别是那些容易预测的需求，比如像牙膏和洗发水的消费品，产品不需要针对消费者的需求经常修改。这里说的是供应链协作和开始使用EDI网络帮助供应商更好地预测需求的含义。
约350家供应商的获得与实际存储需求细节EDI消息，仓持股与特易购的每周销售预测。根据巴里knichel，特易购的供应链总监，这个预测成功的项目的平均交货时间从七下降到三天。然而，信息流是严格的方式”，他说。“我们还不知道这个销售数据的真正价值，因为我们从来没有得到任何反馈。’

1997，特易购由此开始乐购信息交换（领带）企图在其供应链实现更复杂的双向合作项目。
这真的是一个大的发展为我们”，他说。“指导原则是我国零售知识与我们的供应商的产品知识结合起来。”大乐购店
可以携带50，000产品，供应商将有最多200。领带的项目的一个重要目的是从而转变为管理产品分解到相关供应商的责任。
'suppliers显然有一个更好地了解他们的具体的产品线，所以如果你可以从事供应商管理供应链，你会得到更好的产品可用性和降低您的库存”，豪尔赫说卡斯蒂略，GE信息服务零售业务主管，发展背后的领带Extranet技术。供应商支付从100到100000加入££领带，这取决于它们的大小。这就允许他们进入系网站并查看每日电子点销售（POS）数据从特易购商店。