Scorecard Concept Description

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Guide to ECR concepts

Demand Management

Supply Management

Concepts

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Supply Management

S2. Responsive Supply

	Score	0	1	2	3	4
Concepts	General Meaning	Nothing Planned	Plans agreed but have not yet started implementation	Pilot tests being conducted	Roll out of implementation started	Fully Implemented
Automated Store Ordering	POS-Scanning and perpetual inventory systems replace manual counting for store re-stocking. Adjustments are anticipated and applied to order calculation.	Wholly manual system to track inventory and re-order product.	Plan to use handheld devices routinely to record shelf inventory needs, combined with manual inventory to calculate stock re-order. Adjustments are made on a manual basis.	Handheld devices are used to record shelf inventory needs, combined with manual inventory to calculate stock-reorder. Adjustments are anticipated.	Scanning and perpetual inventory systems replace manual counting for store re-stocking. Results are not optimal due to issues with inventory record accuracy and compliance to plan-o-gram.	Scanning and perpetual inventory systems are used and supported by robust inventory record accuracy and plan-o-gram compliance. Processes, eg. re-order cycles, can be adjusted based on category requirements.
Continuous Replenishment	The extent to which the process used to replenish stock in all stages in the supply chain is driven by true consumer demand.	Replenishment driven by deals/price, rather than consumer demand. Performance measures are not identified.	A plan between trading partners has been agreed to develop a system to drive replenishment based on consumer demand. Some performance measures have been identified.	Piloting some form of demand driven replenishment (RMI or VMI - CRP) utilizing EDI standards. An agreed to set of performance measures is being tracked.	The demand driven replenishment system is being rolled out where appropriate, with some improvements in inventories and performance measures.	Fully implemented demand driven replenishment system using industry standard electronic commerce, resulting in high service levels and minimal Supply Chain Costs. Takes into account joint collaborative forecasts for events management.
Product Flow Techniques	The degree that optimized product flow techniques have been implemented considering consumer service level and total supply chain costs.	Product Flow alternatives are not considered.	Strategic plans are being developed to implement alternative product flow techniques when appropriate. Benefits understood at conceptual level.	Pilots of different product flow alternatives have been completed with a few trading partners in a few categories (e.g. fresh). Benefits still only understood at conceptual level.	Full implications of alternative product flow techniques are understood and broadre usage is being implemented. Criteria on when/how to use the different product flows techniques have been established. Benefits are quantified and supported by ABC.	Benefits of flow alternatives are understood and reflected in distribution methodologies. DC layout supports implementation. Benefit calculation is fully supported by ABC.
Transport Optimization	Transport utilization is optimised without compromising an agreed service level. Vehicle fill, empty running and productive time are optimised. Existing use of transport capacity is monitored. This may be achieved through deployment of a range of techniques such as backhauling, consolidation and factory gate pricing.	Use of transport capacities is not measured when implementing new or modified supply chain management concepts. Also there is no monitoring of existing use of transport capacities.	Present use of transport capacities is systematically monitored. Management has decided to define future supply chains based on integrating the use of transport capacities within a total supply chain cost analysis.	Pilots are performed to assess benefits in transport utilization after agreed service levels have been met (i.e. cost and transport(vehicle) reductions).	Total supply chain costs with integrated transport capacity utilization monitoring is used to critically examine all present supply chains. Resulting outcomes are integrated to change the existing supply network.	Both total supply chain cost and transport capacity utilization measures are jointly and systematically used for go/no go decisions about new or modified supply chain management concepts without compromising agreed service levels.
Efficient Unit Loads	Improve efficiency & effectiveness of supply chains by promoting harmonization and integration of transport and storage items.	No harmonization and integration of unit loads along the supply chain.	EUL are being taken into consideration. Plans approved to harmonize secondary (like outer cases) & tertiary items (like pallets).	Pilots with some trading partners to use harmonized tertiary and secondary items / modular spaces to assess costs and benefits; analysis of supply chain to reduce handling steps.	Expanded use of harmonized items along the supply chain eliminated unproductive assembly and disassembly operations.	Design of secondary & tertiary items and unit loads suits category requirements to the shelf and supply chain flow: optimal utilization of available space and minimal handling for all products and all distribution channels.

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