Making the Case for Better Supply-Chain Management
Those of us in the consumer electronics sales function are constantly reminded on how we need to sell what’s in stock – and to sell around backorders. That is very solid advice; nobody makes money on backorders and holding stock at the end of the month adds to next month’s inventory burden – not to mention the negative impact on cash flow if the inventory continues to pile up. And if the inventory increases, we might not have the funds available to purchase those fast-turning, high-demand models that help us sell the slower moving items. Vicious cycle, isn’t it?
It has been said, “We need to keep inventory levels higher if we want to maximize our business.” A better statement might be, “If we had the right inventory in the first place, we would be able to maximize our sales with fewer models remaining unsold at month-end.” If that statement is true, then merely having higher inventory levels would have no direct connection to maximizing sales – particularly if you took steps for initially having the right models in inventory.
Some of you might have heard of the Collaborative Planning, Forecasting and Replenishment (CPFR) business model. This is a supply chain management approach that combines the best practices of sales and marketing with the supply-chain planning and execution processes to improve availability, reduce inventory and cut the costs of storage, logistics and manpower. CPFR is highly dependent on the collaborative flow of information – I stress the word “collaborative,” as this is crucial to the success of the program.