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1、14KEVINDIETSCH/UPI/NewscomFORECASTINGAMotorolaDroidphonedisplayedGoogle'shomep-ageinWashington,D.C.onAugust15,2011.GoogleInc.boughtthephonemanufacturerMotorolaMobilityfor$12.5billion.Motorolaconsiderablyimproveditsdemandforecastingprocess,withpayoffsinhow
2、itmanageditssupplychain.MotorolaMobilityotorolaMobilitymakesmobilephonehandsets,smartphones,tablets,Mandcableset-topboxassets.Intheearly2000s,Motorola’sleadershipandmarketsharewereeroding.Motorolarealizedthatitmusttransformitssupplychain,andembarkedonamaj
3、orinitiativetotightencommunicationsandcollaborationalongitssupplychain.Itputcollaborativeplanning,forecasting,andreplenishment(CPFR)intoactionin2002.Thepayoffhasbeensignificant.Motorolasellsover120handsetmodelsglobally.Forecastinghowmanyofwhichmodelstomak
4、eandsellisdifficult,andaccuratereplenishmentofretail-ers’shelvesiscritical.Ifacustomer’sfavoritehandsetisnotinstock,thereisarealriskthatMotorolalosesthatcustomerforlife,andnotjustforthenextservicecontract.Approximatelyonehalfofallstockoutsresultinlostsale
5、s.Tomakemattersworse,aphonemodelcanhavemultipleSKUs,lifecyclesaveragelittlemorethanayear,andnewproductintroductionsarerapid.PriortoadoptingCPFR,MotorolaMobile’ssaleswerehighlyvariableandwerenotsynchronizedwithcustomerdemand.Motorolahadvisibilityonlyforits
6、shipmentstoretailers’distributioncenters,butnotforshipmentsfromtheretail-ers’distributioncenterstothestores.Knowingwhatretailersaresellingismuchmorevaluableinformationinforecastingfuturedemandthanknowingwhatretailersarebuying.Withoutthisinformation,foreca
7、sterrorswereveryhigh,resultinginexcessivestockouts.CPFRenabledMotorolatocollaboratewith463464PART3MANAGINGSUPPLYCHAINSitsretailers’distributioncenters’customersandincreaseitsabilitytoforecasteffectively.Motorolalaunchedanorganization-wideshifttocustomer-f
8、ocusedoperationsteams.Theysharedwiththeirretailerstheirreal-timedataandplans,includingforecasts,inventories,salestoretailers’shelves,promotions,productplans,andexceptions.Traditionally,suppliersandbuyersinmostsupply
