协同规划、预测与补货(Collaborative Planning Forecasting and Replenishment,CPFR)强调零售商与供货商共同合作建立一个供应链的预测方式,其中协同预测阶段又分为订单预测与销售预测.以订单预测阶段为研究对象,归纳出协同合作下订单...协同规划、预测与补货(Collaborative Planning Forecasting and Replenishment,CPFR)强调零售商与供货商共同合作建立一个供应链的预测方式,其中协同预测阶段又分为订单预测与销售预测.以订单预测阶段为研究对象,归纳出协同合作下订单需求的影响因素作为模型的解释变量,然后结合传统时间序列与多元回归分析,建立了基于CPFR的订单预测模型.最后将该预测模型应用于国内某公司的订单资料.验证结果表明所提出的订单预测方法比传统使用单一时间序列方法的预测结果精度更高.展开更多
Since collaborative, planning, forecasting, and replenishment （CPFR） was first proposed in 1998, numerous studies have focused on exploring its implementation in retailing contexts. While a considerable body of rese...Since collaborative, planning, forecasting, and replenishment （CPFR） was first proposed in 1998, numerous studies have focused on exploring its implementation in retailing contexts. While a considerable body of research has emphasized reduced costs, increased sales and improved forecasting ability, there has been a lack of research on the importance of each of the various factors which affect such implementations. In order to find out the critical success factors affecting CPFR implementation, this paper first collected related influence factors regarding adopting CPFR or business to business （B2B） information systems, and further constructed a factor table with a three-layer hierarchical structure. A pair wise analytic hierarchy process （AHP） questionnaire was designed and distributed to experts who were familiar with implementing CPFR in the retailing industry. After questionnaires were returned, we found out the weights of each impact factor by using a fuzzy analytic hierarchy process （fuzzy AHP） approach. The importance of each critical impact factor was investigated, and the paths of the critical success factors were also analyzed. The results of this study can provide more precise information with regard to allocating optimal resources for retailers implementing CPFR.展开更多
CPFR(Collaborative P lann ing Forecasting&Rep len ishm ent合作计划、预测与补充)是近几年国内外供应链领域研究热点。在本文中,CPFR被界定为应用于供应链中跨企业的关系专用性信息技术(IT)系统,该系统不仅帮助企业通过信息共...CPFR(Collaborative P lann ing Forecasting&Rep len ishm ent合作计划、预测与补充)是近几年国内外供应链领域研究热点。在本文中,CPFR被界定为应用于供应链中跨企业的关系专用性信息技术(IT)系统,该系统不仅帮助企业通过信息共享获取战略收益与竞争收益,同时作为一种关系合同,为合作企业提供一种不依赖于所有权的控制与激励,连同声誉、信任与适应形成一种有效的治理模式。展开更多
文摘协同规划、预测与补货(Collaborative Planning Forecasting and Replenishment,CPFR)强调零售商与供货商共同合作建立一个供应链的预测方式,其中协同预测阶段又分为订单预测与销售预测.以订单预测阶段为研究对象,归纳出协同合作下订单需求的影响因素作为模型的解释变量,然后结合传统时间序列与多元回归分析,建立了基于CPFR的订单预测模型.最后将该预测模型应用于国内某公司的订单资料.验证结果表明所提出的订单预测方法比传统使用单一时间序列方法的预测结果精度更高.
基金supported by the National Science Council (NSC) of the Executive Yuan, Taiwan. (NSC 97-2221-E-327-022)
文摘Since collaborative, planning, forecasting, and replenishment （CPFR） was first proposed in 1998, numerous studies have focused on exploring its implementation in retailing contexts. While a considerable body of research has emphasized reduced costs, increased sales and improved forecasting ability, there has been a lack of research on the importance of each of the various factors which affect such implementations. In order to find out the critical success factors affecting CPFR implementation, this paper first collected related influence factors regarding adopting CPFR or business to business （B2B） information systems, and further constructed a factor table with a three-layer hierarchical structure. A pair wise analytic hierarchy process （AHP） questionnaire was designed and distributed to experts who were familiar with implementing CPFR in the retailing industry. After questionnaires were returned, we found out the weights of each impact factor by using a fuzzy analytic hierarchy process （fuzzy AHP） approach. The importance of each critical impact factor was investigated, and the paths of the critical success factors were also analyzed. The results of this study can provide more precise information with regard to allocating optimal resources for retailers implementing CPFR.
文摘CPFR(Collaborative P lann ing Forecasting&Rep len ishm ent合作计划、预测与补充)是近几年国内外供应链领域研究热点。在本文中,CPFR被界定为应用于供应链中跨企业的关系专用性信息技术(IT)系统,该系统不仅帮助企业通过信息共享获取战略收益与竞争收益,同时作为一种关系合同,为合作企业提供一种不依赖于所有权的控制与激励,连同声誉、信任与适应形成一种有效的治理模式。
