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B2B Integration : A Practical Guide to Collaborative E-commerce

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418 <strong>B2B</strong> <strong>Integration</strong> — A <strong>Practical</strong> <strong>Guide</strong> <strong>to</strong> <strong>Collaborative</strong> E-<strong>commerce</strong><br />

Let's review principles of a good supply chain before we discuss the<br />

pull-based supply chain, which is based on them.<br />

14.4.1. Principles of SCM<br />

Accenture, a leading provider of technology and management services<br />

and solutions, has laid down a few principles of effective supply chain<br />

management. If these principles are adopted, it gives a company<br />

competitive advantages over others in the form of larger revenues,<br />

tighter cost control, more effective asset utilization and better cus<strong>to</strong>mer<br />

service.<br />

The principles spelt out are as follows:<br />

1. Division of cus<strong>to</strong>mers based on service needs — Prior <strong>to</strong> the<br />

introduction of SCM, cus<strong>to</strong>mers were provided with the same level<br />

of services within a group after classifying them by industry, product,<br />

or trade channel. An effective SCM, however, groups cus<strong>to</strong>mers by<br />

their diverse service needs, irrespective of the industry they belong<br />

<strong>to</strong>, and then cus<strong>to</strong>mizes services <strong>to</strong> suit these groups.<br />

2. Tailor the logistics network — A successful SCM is not based on a<br />

large logistics network but rather caters <strong>to</strong> the service requirement<br />

bot<strong>to</strong>m-line needs of cus<strong>to</strong>mers.<br />

3. Listen <strong>to</strong> signals of market demand and plan accordingly — A<br />

successful SCM senses and reacts <strong>to</strong> changing market conditions,<br />

such as demand patterns of cus<strong>to</strong>mers, through its sales and operations<br />

planning module.<br />

4. Distinguish products that the cus<strong>to</strong>mer wants — Gone are the days<br />

when companies could s<strong>to</strong>ckpile their products in anticipation of<br />

demand and make cus<strong>to</strong>mers keep large inven<strong>to</strong>ries. There has now<br />

been an appreciable change in the balance of power between cus<strong>to</strong>mers<br />

and companies providing them with products and services. Now it is<br />

the cus<strong>to</strong>mer who is in the driving seat, asking companies <strong>to</strong> deliver<br />

what, when and how.<br />

5. Strategic management of supply sources — The real-time information<br />

sharing enabled by SCM helps companies <strong>to</strong> reduce their inven<strong>to</strong>ry,<br />

thereby lowering the operational costs.

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