EXECUTIVE SUMMARY In todays high competitive fast moving
consumer goods (FMCG), there is a constant need of creating and
improving the organisation supply chain and its order fulfilment
processes (OFP). It is often the most direct form of providing
customer value and competitive advantage. This report will provide
a detail insight of order fulfilment process in the supply chain
with context to our local largest supermarket retailer, NTUC
Fairprice. The method of assessment will firstly include
evaluations followed by measurement of performance from each
component. With the available data, three opportunities are
identified from assessment of the OFP. The report will further
include useful recommendations of emerging supply chain
technologies to improve gaps found in the evaluation stages. NTUC
Fairprice being the market leader in Singapore FMCG retail has
access to high capital due to its Government linked profile.
However the union policy of providing the fairest pricing often
collides with the competitive FMCG trade. Concerns of perishable
goods and holding inventory often lead to lost of profits and
upkeeping issues. From the report, cost reduction and waste
elimination is the key to improve profitability as Fairprice
already possessed high level of reliability and responsiveness in
its supply chain system. Combined with solid integration of its
suppliers both globally and locally with the demand from its retail
chains, recommendations from this report will further sustain NTUC
Fairprice as the market leader with more profitability and
increased customer value.
TABLE OF CONTENTS
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EXECUTIVE SUMMARY SECTION 1: INTRODUCTION 1.2 Objectives 1.3
Methodology SECTION 2: COMPANY BACKGROUND SECTION 3: ORDER
FULFILLMENT PROCESS 3.1 Introduction SECTION 4: OFP ELEMENTS IN
SUPPLY CHAIN MANAGEMENT 4.1 Procurement and Purchasing (SC) 4.2
Manufacturing and Production Management (SC) 4.3 Transportation
(Logistics) 4.4 Storage and Warehousing (Logistics) SECTION 5:
SUPPLY CHAIN AND ITS PERFORMANCE MEASURES SECTION 6: APPLICATION OF
OFP IN NTUC FAIRPRICE 6.1 Fairprice Procurement and Purchasing (SC)
6.1.1 Performance metrics and measures (Plan/Source) 6.2 Fairprice
Manufacturing and Production Management (SC) 6.2.1 Performance
metrics and measures (Make) 6.3 Fairprice Storage and Warehousing
(Logistics) 6.4 Fairprice Transportation (Logistics) 6.4.1
Performance metrics and measures (Logistics) 6.5 Performance
measures of other components in SC 6.6 General overall performance
8 9 8
2 5 5 5 5 6 6
9 9 10 11 12 13 14 15 15 16 17 17 18
SECTION 7: THREE OPPORTUNITIES FOR OFP IMPROVEMENT
19 Page 2 of 27
7.1 Adoption of Quick Response (QR) strategy 7.2 Adoption of 5S
initiatives
19 20
7.3 Adoption and strengthening of Efficient Consumer Response
(ECR) 21 SECTION 8: EMERGING SUPPLY CHAIN TECHNOLOGIES 8.1 Global
Positioning Systems 8.2 Radio Frequency Identification SECTION 9:
CONCLUSION SECTION 10: APPENDIX SECTION 11: REFERENCES 24 25 27 23
23 23
SECTION 1: INTRODUCTION
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Order Fulfillment Process (OFP) is often associated with supply
chain management (SCM) and its logistic components. In a simple
approach, ideally by optimizing its whole process and linkages, the
value returns are not just in profitability but also value back to
the customers . 1.2 OBJECTIVES This report will provide an
understanding of OFP and their performance measures in the supply
chain management context. In addition to the OFP elements, the
report will identify three opportunities for improvement and
recommendations of using emerging technologies to further improve
the OFP elements. 1.3 METHODOLOGY The report will define OFP and
apply to Singapore NTUC Fairprice (or just namely Fairprice)s
supply chain using Supply Chain Management (SCM) frameworks to
measure its performance and recommendation of process and
technological improvement to the mentioned subject. SECTION 2:
COMPANY BACKGROUND NTUC Fairprice Co-operative Ltd is established
in Singapore in 1973 by the labour movement. Till date it has
become the biggest local supermarket retailer with a network of
more than 200 outlets. It has two distribution centres and a Fresh
Food Distribution Centre .
SECTION 3: ORDER FULFILLMENT PROCESS
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3.1 INTRODUCTION The term Supply Chain Management is referred
differently among many authors but according to Kulkani , is an
association of network of suppliers, manufacturers network to
obtain fluid flow of goods, services and information. Every linkage
when managed well, gains value or profits. In SCM context, order
fulfilment process (OFP) is one of the key components of binding
the supply chain . To achieve customer requirements, a network and
fulfillment system must be created . OFP involves complex networks
of how when a sales order is registered, the synergy between
internal competencies and customer requirements will reduce lead
time and wastage, in return maximizes profitability . Lambert et
al. illustrated the OFP in the Supply Chain Management diagram. The
Order Fulfillments process binds together the various SCM
components between suppliers and customers. It can be treated as a
marco process by itself with many other sub components as well . As
Lammert explains, it is the integration with other functions in the
firm and other firms in the supply chain that becomes key in
defining order fulfilment as a supply chain process. According to
Fawcett et al. , there are five main activities that facilitate the
Order Fulfillment. (See diagram) Namely, Order Processing,
Inventory Management, Facility Location and Design, Transportation
Management and Warehousing. Proper management of these activities
are crucial in improving order fulfilment among the whole supply
chain. Generally described, the Order fulfillment is the entire
process from points of sales enquiry to distribution of a service
or product to the customer .
In depth, the Order Fulfillment process in Supply chain
management consists of strategic and operational components.
Strategic components are linked to internal policies
implementation, designing of the network to integrate
inter-relationships of suppliers and customers with the company
itself. (See diagram) The operational aspects are referring to
transactional, logistical and distribution of the products or
services .
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Diagram1: Supply chain management Framework and Components:
integrating and managing business processes across the supply
chain. Source: Cooper, M. C., et al.(1997, p. 10) Another model of
assessing the OFP in the Supply Chain operations is the SCOR model
(see appendix). The model is considered as the basic necessity of
components of a supply chain , when all aspects of purchasing,
production and logistics are taken in consideration for strategy.
This model is important as it can be implemented and widely used by
many..
SECTION 4: OFP ELEMENTS IN SUPPLY CHAIN MANAGEMENT Main
components that influence and facilitate the OFP. 4.1 Procurement
and Purchasing (SC) In the recent developments, although
procurement and purchasing are identical in definitions but the
term, supply management is now defined as a relational Page 6 of
27
exchange approach between few suppliers . Procurement functions
and objectives are no longer lowest price sourcing but more of a
strategic nature. According to Fawcett et al. , it can be
classified into four key areas.
Supplier Selection Identification Evaluation Approval Monitoring
Transaction Management Price Determination Need Communication
Recognition Description Purchase order Follow up and expediting
Receipt and inspection Relationship Management Performance
Monitoring and improvement Supplier payment
Diagram 2: The Sourcing Process
4.2 Manufacturing and Production Management (SC) Similar to
operational management of processes, it can generate value by
optimizing and harmonizing together different internal functions of
the organization. Two key identifiers are design and control
decisions . (see diagram) Effective management of designs segments
like product and facility can yield cost reduction and
responsiveness of the system. Control decisions like production
scheduling can reward distribution functions with more timely Page
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and accurate deliveries and waste reduction. Good forecasting
may benefit efficiency of the production capacity or even possible
market entry decisions .
4.3 Transportation (Logistics) The movement of goods and people
between different areas. Transportation management defines as
controlling processes from its raw materials form all the way till
its finished form . The procurement and management of delivery
modes by shipper or consignee can be divided in to 6 main modes of
delivery . (see diagram). Effective management in order fufillment
can increase responsiveness of the chain. 4.4 Storage and
Warehousing (Logistics) The physical holding infrastructures for
goods and products. Proper location of facility brings strategic
advantage in the supply chain. Labour cost in different geographic
and effective handling in distribution centres processes can reduce
in manpower cost and facilities logistical efficiency.
SECTION 5: SUPPLY CHAIN AND ITS PERFORMANCE MEASURES Using the
popular SCOR model, the performance of the supply chain can be
measured and it is focused using the below level 1 metric
attributes .
Reliability
Achievement of customer demand
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fulfilment on-time, complete, without damage etc. Responsiveness
The time it takes to react to and fulfill customer demand Agility
The ability of supply chain to increase/decrease demand within a
given planned period Cost Objective assessment of all components of
supply chain cost Assets The assessment of all resources used to
fulfill customer demand
Diagram 3: SCOR Table adapted from SCOR overview.
SECTION 6: APPLICATION OF OFP IN NTUC FAIRPRICE These following
sections will evaluate the OFP elements and their performance
measures to Fairprice. A detailed evaluation framework by
Gunasekaran et al. is used in this paper with references to Plan,
Source, Make, Deliver .
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Diagram 4: Process flow of FairPrice Source:
6.1 Fairprice Procurement and Purchasing (SC)
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Diagram 5: Procurement activities of NTUC products Source:
Fairprice procurement process involves a centralized procurement
division. The scope of purchasing involves fresh produce, cold
products and general commodities . The procurement system utilizes
SAP system in 2011 for order fulfilment, transactions and inventory
management . This is deemed as an improvement to the old Retek and
RBS management system . Sourcing processes is very important
especially during times of natural or political crisis which NTUC
supply chain may suffer shortages. Active sourcing of new supply
chains from Vietnam and Cambodia for rice supply demonstrated
continuity efforts . This brings value to the customer as
commodities are readily available and also maintains stable price
structures. NTUC continues to maintain strong ties with the
regional farms to ensure supply sustainability. Vendor selection
based on quality and safety are critical as fresh produce can be
affected by biological outbreaks or even natural disasters. An
example can be seen in the SARS or the recent Fukushima nuclear
crisis . International standards like ISO 9001 and HACCP are
implemented to the selection criteria of suppliers . A strong
supplier relationship to ensure cooperation and sustainability is
vital , as shown in supplier assistance programme . This can
minimize disintermediation and reduce import cost. Long contractual
agreements lock in suppliers for quality and fulfilment of goods.
6.1.1 Performance metrics and measures (Plan/Source) Metrics /
Measures (Plan and Source) Order Entry Method Evaluation Findings -
Rapid execution - Store updates request through intranet SAP to get
stock replenishment - DC arrange and prepare for stock delivery
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Order Lead time
- Fast response - 2 DCs and FFDC prepare and load supplies upon
receive of consolidated order - Outsourced delivery
Customer order path Supply Link Evaluation (Source)
- availability of online portal - high quality of standard
through ISO criteria - long term contract with minimum order
quantity guarantee to suppliers - positive feedback from 3rd party
watchers1
6.2 Manufacturing and Production Management (SC)
Diagram 6: Overview of NTUC Fairprice Central Butchery
Activities Source: NTUC main manufacturing process is located at
the central butchery processing plant for Degut/cut/fillet/repack
of fresh seafood and poultry in its Fresh Food Distribution Centre.
The $25 million Fresh food Distribution centre with its cold chain
management1
Independent 3rd party assessment reported a 86% positive trading
feedback between its suppliers. .FairPrice (n.d.-c) Responsible
Retailing [WWW] Available from:
http://www.csr.fairprice.com.sg/responsible-retailing.html
[Accessed 11/06/2012].
Page 12 of 27
system is where the receiving of fresh produce from its
suppliers are turned in safe, packed and sealed products, ready for
distribution . Design decision of facility location is considered
near to Singapore ports and wholesale centres. The design layout of
the facility and the processes are based on a one way work flow and
quantified with HACCP and ISO/Cold chain management standards .
Further process design implementation involves a temperature
monitoring system, Televis SMS, a real time alert and monitoring
solution for controlling perishable goods . With proper management
of the cold chain, minimal wastage and prolonged shelve life of
perishable products along with faster efficiency saves times
leading to cost reduction and customer value . ( table 3) Control
decisions of inventory and forecasting management are by the SAP
inventory software which will track and highlight when stocks reach
reorder status. The inputs from the stores and warehouses are
integrated and feedback to the procurement centre. Effective
Consumer Response (ECR) implementation minimizes wastage through
lean inventory . Quality controls are also strictly abided to
various Standards.
6.2.1 Performance metrics and measures (make) Metrics / Measures
(make) Range of product and services2 Evaluation Findings -
Constant entry of new products, like the Pasar Organic line, local
housebrands and global imports Diversified consumer segments by
different stores types like Fairprice Finest, Fairprice Xtra,
Fairprice Xpress, Cheers and Fairprice supermarkets Fresh produce
are difficult to quantify as it is based on natural harvesting
Percentage of defects are highly volatile due to
Capacity Utilization
-
2
Based on Mapes et Al. (1997), explains the performance
deficiency of wide range of products. Mapes, J., et al. (1997)
Performance trade-offs in manufacturing plants. International
Journal of Operations & Production Management, 17. (10), pp.
1020-1033.
Page 13 of 27
fresh produce shelf-life Effectiveness of scheduling techniques
Rapid demand of re-supplying all its stores may overwhelm suppliers
output capacities Dependent on seasonal harvest products
6.3 FairPrice Storage and Warehousing (Logistics) FairPrice
possessed two distribution centres (DC) by the Grocery Logistics of
Singapore (GLS) and one wholly owned Fresh Food Distribution Centre
(FFDC). The main operation strategy is a central distribution and
warehousing system. Most products are housed in the DCs, which
benefited FairPrice with decrease cost in transport and
administration, better quality control, more retail space at stores
and product variety . Warehouse automation is one key in reducing
manpower cost and increase efficiency and productivity. Order
fulfillment processes can be tracked, sorted and dispatch with
speed and accuracy . FairPrice integrated their DCs with automatic
sortation system and a high tech real time Material Handling System
(MHS). Once the orders from stores are acknowledged and
consolidated by the SAP system, they are automatically picked by
identification and sorted in automatic conveyor belt system.
Software will monitor the whole process with statistics and updates
the inventory system. Staff intervention is minimized to placing
the cartons onto the belt. MHS benefits FairPrice in terms of total
output volumes and reduced man-hours with accurate tracking and
quality control . Cold Chain Management standards are also
implemented in the FFDC. Pallets standardization and carton barcode
standardization are used for consistent identification and
increasing pick up speeds. 6.4 Transportation (Logistics)
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Diagram 7: Warehousing and Distribution Function Source: After
goods are sorted from the DCs and FFDC, it will be loaded in trucks
with standardized pellets and ready to ship out to retail stores.
The deliveries are outsourced to other vendors. Fresh produce
products are transported by refrigeration trucks. Temperature
monitoring system in the trucks are constantly kept the goods fresh
and of high quality .
6.4.1 Performance metrics and measures (Logistics) Metrics /
Measures (deliver) Flexibility of delivery systems to meet
particular customer needs: Time order fill/On time delivery
Evaluation Findings - Centralized DCs to managed customised
delivery modes, package and location Fixed delivery timing to
retail stores Punctually depends on outsourced delivery company
Rapid demand of re-supplying all its stores may overwhelm warehouse
stock levels and suppliers output capacities Goods received at
stores are tracked with barcode and update completion to DCs
Delivery Reliability / Determination of perfect delivery
-
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6.5 Performance measures of other components in its Supply Chain
Metrics / Measures Total Distribution cost Evaluation Findings
Reduction in cost by centralizing warehouses and outsourcing of
delivery Quality standards to ensure satisfaction ISO
implementation to fit regional structure for standardization to
ensure quality Staff training at FairPrice Training institute
promote good service quality3
Customer service and satisfaction
-
Customer query time
-
Fast and accurate response to SAP system and customized CRM
system.4 CRM and feedback channels available at retail stores.
Centralization and automation of processes can yield flexibility
easily through its robust information exchange system. High cost
results in slower change implementation Satisfying results shown in
annual report and cost reduction through Standardisation High cost
due to usage of modern IT technologies like SAP,EDI,MHS, etc.
Post transaction measures of customer service Flexibility
-
-
Supply and logistics cost Cost factors on assets and ROI
Information processing cost
-
6.6 General overall performance3
Staff are required to go for training per year, certification
training in Retail available as well. FairPrice (n.d.-d) Wonderful
Workplace [WWW] Available from:
http://www.csr.fairprice.com.sg/wonderfulworkplace.html [Accessed
11/06/2012].4
Custom developed CRM system to handle query from customers Chew,
B. (2011) ERP Systems: Build or Buy? The NTUC FairPrice Experience
[WWW] Singapore Retailers Association (SRA). Available from:
www.retail.org.sg/pdf/bernard.pdf [Accessed 11/06/2012].
Page 16 of 27
High reliability ratings due to robust MHA and information
systems but may lead to overwhelming of its suppliers output
capabilities if rapid replenishment is required. The responsiveness
is fast as information is transferred instantly during store
request and passes to the DCs for delivery preparation. Agility is
high as EDI structure is capable of handling changes, the downside
are a very high cost of running operations and assets return are
slower.
SECTION 7: THREE OPPORTUNITIES FOR OFP IMPROVEMENT In the
context of FMCG in grocery world, profit margins are often
stretched thin and products being as treated commodities. Products
cannot be extravagantly priced and NTUC FairPrice being a national
trade unions co-operative further restrict irresponsible
profiteering . With already heavy investment into technologies and
quality, potential opportunities can be view as cost reduction,
shorter lead time and better production efficiency to the current
system.
7.1 Adoption of Quick Response (QR) strategy The general
objective of Quick Response (QR) is to reduce holding inventory and
hasten speed of goods movement. The focus of QR is on communication
and bar coding. More recurrent delivery of smaller goods capacity
from both inbound and outbound logistics between suppliers,
distribution centres and stores will reduce holding time at DCs,
increase stock turnaround time and goods being cross-docked ratios
. This is made possible through a close
Page 17 of 27
partnership of retailers and suppliers working in unity to take
rapid response of consumer requirements by distribution of
information between them . Information sharing by electronic data
interchange (EDI) between suppliers and DCs can increase speed of
replenishment to the stores as this process is instant, rapid
updating of stock levels the moment the store uses the Electronic
Point of Sales machine (EPOS). QR will helps Fairprice in its
logistical demands and ease the pressure on it FFDC as more fresh
produce can be send out instead of holding in DCs.
7.2 Adoption of 5S initiatives The quality and efficiency of the
supply flow of products and services also begins internally within
the organizations structure. Waste elimination efforts should be
review as anything wasted is as equivalent to throwing money into
the trash. A lean manufacturing tool for waste reduction, 5S can
consists both strategic and operational components that can improve
efficiency and cost reduction: Sorting (SEIRI) The organising of
things that is useful to the work process. Elimination of clutter,
all unwanted materials should also be cleared. In a strategic
level, it can re-organized supply chain processes . An example of
operational level Sorting can be elimination of paper work in the
warehouse to electronic means and strategic means of pallet
stacking, reducing cycle time and productivity increase.
Sequencing/Set- in-Order (Seiton) Arrangement of goods/activities
and equipment for easy access. In supply chain context, it is a
major factor of the supply chain cost . According to Professor
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Bullington , can be thought as complexities of supplier
segmentations for value, risk and location opportunities. Shine
(Seiso) The cleanliness of the workplace and the maintenance of
equipments. In a SCM context, the high uptime of transport
vehicles, Material Handling System (MHS), technologies, equipments,
ensures the minimal disruption to the whole OFP when high
maintenance routine practises are adopted . This brings durability
and reliability to the whole SCM. Standardise (Seiketsu) This
factor will ensure the first 3S activities are performed regularly
through policies and procedures. Eliminating process variations and
maintaining the quality in the chain. An example can be implemented
in supplier audits and surveys to aid clear supplier segmentation.
It also allows for acceptance of supply chain best practices .
Sustain (Shitsuke) The final S refers to the sustainability of the
organisations 5S program. It is the most challenging aspect of the
5S as resistors of change are constantly challenging the continuity
of its implementation . Therefore consistent management leadership
needs to be reinforced for best results of the 5S . In midst of
growing inflation and slower economy, Fairprice should look into
heightening waste elimination of process and unwanted materials in
its SCM as these 5 factors are vital in sustaining cost reduction.
It is considered as the easiest and least capital intensive among
other strategies. A good internal system will not be affected
drastically from external factors like supplier pressure and
inconsistencies issues.
7.3 Adoption and strengthening of Efficient Consumer Response
(ECR) One of FMCG related methodology is the Efficient Consumer
Response (ECR) evolving from Time-based methods like Just-in-Time
(JIT) and QR principles. Page 19 of 27
The focus is to integrate the suppliers, manufacturers and
retailers together to meet rapid demands and cost savings . ECR is
different from QR as it is a reengineering of other process of the
supply chain, inventory management, new products entry, variety and
promotions. It is more of consumer demand driven rather than an
order driven system where less inventory are stored thru cross
docking resulting in decreased replenish cycles . It does not
involve just one individual supply chain but the whole chain of the
manufacturers till the retailer by sharing information through
standardisation. Using ECR strategy will change the grocery supply
chain from a push to a pull system where the goods will be
controlled by feedback from consumerdemand information recorded by
the retail store with POS . The relationship and factors of the ECR
framework is available in this reports appendix section. The ECR
can be an excellent opportunity for FairPrice as it has a huge
product range from imports from global supplier and local
distributors. A closed loop approach from ECR promotes cooperation
between its suppliers and its retail stores will lead to accurate
stock replenishment and logistics tracking through standardisation
of information technologies like EDI and barcode in the local or
global industry. Transmissions of orders are automatic and reorder
cycles are increased to decrease safety stocks at their DCs. This
can increase space to import more variety of products which in turn
benefit both supplier and the consumer. Product waste of perishable
goods like fresh produce can be minimised through less holding
stock at its retail stores. Through accurate information tracking,
direct to store delivery eases manpower at distribution points and
therefore lowering hiring cost.
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SECTION 8: EMERGING SUPPLY CHAIN TECHNOLOGIES 8.1 Global
Positioning Systems Global Positioning Systems (GPS) has been
increasingly popular for tracking logistics purposes globally. It
provides valuable real-time location information of various
transportation modes . This is vital as it can increase accuracy of
delivery lead times as it can provide better arrival timing
information through tested routes. When dealing with global
importing, shipments from sea and air can varies much differently
due to natural obstacles. With real time monitoring, any delay can
be tracked and processed through its information systems. Using
EDI, these situations can automatic prompt procurement centres to
take corrective action or even automatically place orders from
another registered supplier in the system. Another usage useful to
the Fairprice is the information obtained on its outsourced
delivery fleet. Statistics can be collected and evaluated further
to monitor efficiency of outsourced company and improve vehicle
routes to speed up delivery and cut down fuel cost. 8.2 Radio
Frequency Identification Radio Frequency Identification (RFID) too
is emerging rapidly in SCM. Main purpose is also to track items
implanted with a tag. Various advantages over barcodes are the
omission of clear line of sight, a larger information storage
capabilities in the implant and ability to reuse by re-writing
information inside . It can be used on pellets, cartons, products
and live stock. It can be batch Page 21 of 27
recorded automatically thus providing a faster automation
identification system. This is useful for Fairprice in means of a
more accurate inventory control, reduction of manpower and better
quality control measures can be adopted.
SECTION 9: CONCLUSION In the highly demanding FMCG retail
industry, the understanding of OFP processes and measures can
provide Fairprice a quantitative assessment of its supply chain.
Supply chain managers can further highlight gaps and improve
efficiency and customer value. Use of technologies and
methodologies can increase productivity and reduction cost as
Fairprice is operating with thin margins and high operation cost.
(Total word count: 3652)
Page 22 of 27
SECTION 10: APPENDIX Factors in Efficient Consumer Responses
Page 23 of 27
Source:
http://www.lean-manufacturing-japan.com/scm-terminology/ecr-efficientconsumer-response.html
Page 24 of 27
ECR factors and relationships
Page 25 of 27
Source : Kurnia, S., et al. (1998) Efficient Consumer Response:A
Preliminary Comparison of US and European Experiences. 11th
International Conference on Electronic Commerce, Bled.
SECTION 11 REFERENCES Page 26 of 27
Diagrams Diagram 1: Supply chain management Framework and
Components: integrating and managing business processes across the
supply chain Page 10 Cooper, M. C., et al.(1997): Supply Chain
Management: More Than a New Name for Logistics. The International
Journal of Logistics Management, 8. (1), pp 113. Diagram 2: The
Sourcing Process Page 138 Fawcett, S.E., et al. (2007) Supply chain
management: from vision to implementation. Pearson Prentice Hall.
Diagram 3: SCOR table Supply Chain Council (n.d.) About SCOR [WWW]
Available from: http://supplychain.org/about/scor [Accessed
11/06/2012].
Diagram 4: Process flow of FairPrice Page 12 ISO (2011) Economic
Benefits of Standards: NTUC Fair Price Singapore [WWW]
International Organization for Standardization. Available from:
www.iso.org/iso/02_singapore_ntuc_fairprice_full_report.pdf
[Accessed 11/06/2012]. Diagram 5: Procurement activities of NTUC
products Page 14 ISO (2011) Economic Benefits of Standards: NTUC
Fair Price Singapore [WWW] International Organization for
Standardization. Available from:
www.iso.org/iso/02_singapore_ntuc_fairprice_full_report.pdf
[Accessed 11/06/2012]. Diagram 6: Overview of NTUC Fairprice
Central Butchery Activities Page 27 Tan, C.L. (1990) Logistics and
Cold Supply Chain Management in Singapore and Asia Pacific.
University of Nottingham. Diagram 7: Warehousing and Distribution
Function Page 14 ISO (2011) Economic Benefits of Standards: NTUC
Fair Price Singapore [WWW] International Organization for
Standardization. Available from:
www.iso.org/iso/02_singapore_ntuc_fairprice_full_report.pdf
[Accessed 11/06/2012].
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