VICS協會於1998年提出了協同規劃、預測與補貨(collaborative planning, forecasting and replenishment; CPFR)模式,透過此模式所制定的九大步驟,將使供應鏈的協同預測具有承諾性,並讓補貨計劃更有效率,它可謂是供應鏈協同管理領域中最新且重要的模式之一。為讓CPFR得以順利執行,盧昆宏與陳長志(2004, 2005a, 2005b)分別訂定了關鍵績效指標的發展循環,發展了跨組織的資訊分享機制,也為異常處理機制建置了協同異常管理模式等三核心運作機制。故本研究承續盧昆宏與陳長志之研究,展開該三核心運作機制展開至CPFR的九大運作流程中,並透過個案驗證的方式,闡述如何透過該三核心運作機制的運作流程來彌補與加強個案公司在關鍵績效指標的訂定、供應鏈資訊分享夥伴的選擇與異常處理機制運作流程之不足,讓個案公司在CPFR的導入過程能更加順利。
VICS association proposed the Collaborative Planning, Forecasting and Replenishment (CPFR) model in 1998, through the nine major steps that may let the collaborative forecast to promise and the replenishment be more efficient. It is one of the latest and important ways in the collaboration management field. In order to let CPFR be carried out smoothly, the three key operation mechanisms (Stipulated the development cycle of the Key performance index, developed the information sharing mechanism of the across organization, and constructed collaborative management by exception model) were constructed by Lu and Chen (2004, 2005a, 2005b), respectively. In this research, the three core operation mechanisms will be expanded into nine major operation of CPFR. Through the case study, this study elucidates how these three key operation mechanisms can be used to remedy and strengthen the operation procedures of CPFR. Moreover, the case company can remedy its deficiency in terms of setting the key performance index, choosing the information sharing partners in its supply chain, and conducting the exception handling when they launch the CPFR into the company. Launching these three operation mechanisms can let the case company more successful and smooth when they conduct the CPFR.
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