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已经看过了。。感觉几个关键问题，并没有深入地谈。我有几点疑问，与log96版主及其他朋友一起探讨：
（1）文中提到，将CPFR分成三大阶段来进行导入，包括如下：
1，建立销售预测
2，确认销售预测的例外状况
3，合作和解决销售预测的例外状况
这只是CPFR中的一部分内容吧，只预测吗？预测最好了是为了更好的确定replenishment plan啊，文中对此没有提及。
（2）文中提到用的EDI format是EDI830，这个format没接触过，刚才去网上google一下，发现
830（Planning Schedule with Release Capability）
Based on the Accredited Standards Committee (ASC) X12 format, the 830 is used to provide customary and established business practices relative to the transfer of forecasting and/or material-release information between organizations. The planning schedule transaction may be used in a combination of ways, such as: (1) a simple forecast; (2) a forecast with the buyer's authorization for the seller to commit to resources, such as labor or material; (3) a forecast that is also used as an order release mechanism containing such elements as resource authorizations, period-to-date cumulative quantities and specific ship/delivery patterns for requirements that have been represented in "buckets," such as weekly, monthly, or quarterly. The order release forecast may also contain all data related to purchase orders, as required, because the order release capability eliminates the need for discrete generation of purchase orders.
这里又学习了。。这样的话，应该是wal-mart自己产生预测，然后把预测传给sara lee。
（3）文中一笔带过的，“过程中的讨论范围则包括了库存量的订定、POS资料分析、预测资料间比较、预测的正确性(可能的误差与绝对性)、促销活动以及商品可利用率等重点议题。但是像是商品可利用率等议题讨论，在制造商与经销商对立的情况下，是非常困难解决的，在过程中是采取专业与实务性的原则来解决，以获得双赢的结果。”
这个应该才是最应该长篇大论的地方，但只是提了一下。使得文章的参考意义大大降低。 |
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楼主: log96
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发表于 2005-4-8 15:15
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