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) 2:

特易购发展的供应链管理买方电子商务系统

的乐购案例研究说明的好处和实施供应EDI的困难
从零售商的角度链的优化。现在，我们将从制造商的角度考虑。费舍尔（1997），使该制造商可以根据产品的类型和其需求的性质遵循两种策略之间的区别。

对于功能性产品，尤其是那些具有容易预测需求，诸如消费品像牙膏或洗发剂，该产品确实不需要响应于消费者需求经常修改。这里的含义是，供应链协作并利用其EDI网络，帮助供应商更好地预测需求开始。
关于350的供应商收到的实际需求店面，仓库持股和特易购的每周销售预测的细节EDI消息。据巴里Knichel，特易购的供应链总监，这个预测项目成功的平均交货时间已经从七个三天下跌。“尽管如此，信息流是严格的一种方式”，他说。“我们仍然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年，特易购这样开始了它的特易购信息交换（铁）项目，企图实现其供应更为复杂的双向合作链。
“这的确是我们的一个大的发展”，他说。“的指导原则是对我们的零售知识与我们的供应商的产品知识结合起来。”
大乐购店可携带5万多种产品，而供应商将有最多200的铁项目的一个重要目的是由此转移管理责任产品到相关供应商。
豪尔赫·卡斯蒂略说，“供应商显然有更深入的了解其特定的产品线，所以如果你能搞来管理你会得到更好的产品的可用性和降低库存供应链上的供应商” ，为GE信息服务，该公司开发的外联网技术背后领带零售业务的负责人。供应商从£100到£10万付费加入铁，取决于它们的大小。这就使他们能够访问该帖的网站，并从特易购商店查看每日电子pointof-销售终端（POS）的数据。

Hasil (China) 3:

一个用于供应链管理的采购方电子商务系统Tesco的案例研究说明了实施EDI供应困难及效益零售商视角下的供应链优化。我们现在将考虑从制造商的角度来看。渔民（1997）使两种策略之间的区别，制造商可以按照根据产品的类型和其需求的性质。对于功能性产品，特别是那些易于预测的需求，如牙膏或洗发水之类的消费品，该产品不需要经常修改，以应对消费者的需求。这里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。350供应商得到与实际存储需求细节的EDI消息，仓库持股与Tesco的每周销售预测。据Barry Knichel说，乐购的供应链总监，这个预测成功的项目的平均时间已经从七天到三天。“尽管如此，信息流是严格的一种方式”，他说。“我们仍然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，因此，在其供应链中，为实现更为复杂的双向合作，在其供应链中，为其提供了一个更为复杂的信息交换（纽带）项目。“这对我们来说真的是一个大的发展，”他说。“指导原则是将我们的零售知识与我们的供应商的产品知识结合起来。”一个大型的商店可能会携带50000个产品，而供应商将有最多200个。因此，该项目的一个重要目标是将负责管理产品的责任转移到相关供应商。供应商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的可用性和减少你的库存”，Jorge Castillo说，通用电气信息服务的零售业务主管，这背后的领带Extranet技术。供应商支付100到100000££加入领带，根据它们的大小。这就允许他们访问的网站，查看领带日常电子点销售（POS）从Tesco门店数据。