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
Information sharing in procurement occurs in rich and varied industry contexts in which managerial decisions are made and organizational strategy is formulated. We explore how information sharing ought to work in proc...Information sharing in procurement occurs in rich and varied industry contexts in which managerial decisions are made and organizational strategy is formulated. We explore how information sharing ought to work in procurement contexts that involve investments in inter-organizational information systems （IOS） and collaborative planning, forecasting and replenishment （CPFR） practices. How and under what circumstances does a firm that plays the role of a supply chain buyer decide to share information on key variables, such as point-of-sale consumer demand data with its supplier, up the supply chain？ This is a key issue that crosses the boundary between supply chain management and information systems （IS） management. The answers that we provide are based on our use of a game-theoretic signaling model of buyer and supplier strategy in the presence of uncertainties about final consumer demand. We also explore the connection between operational costs that are associated with the firm＇s information sharing and information withholding strategies. Our results provide normative guidance to supply chain buyers about how to interpret different demand uncertainty scenarios to improve their decisions and generate high value. From the IS management perspective, we show the impacts on the firm of different information sharing approaches that are made possible by present day technologies.展开更多
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.
基金the MIS Research Center of the University of Minnesota for partial supportthe W.P.Carey Chair at the W.P.Carey School of Business,Arizona State University,Tsinghua University's School of Economics and Management,and the Shidler School of Business at theUniversity of Hawaii for the funding of some research activities related to this work
文摘Information sharing in procurement occurs in rich and varied industry contexts in which managerial decisions are made and organizational strategy is formulated. We explore how information sharing ought to work in procurement contexts that involve investments in inter-organizational information systems （IOS） and collaborative planning, forecasting and replenishment （CPFR） practices. How and under what circumstances does a firm that plays the role of a supply chain buyer decide to share information on key variables, such as point-of-sale consumer demand data with its supplier, up the supply chain？ This is a key issue that crosses the boundary between supply chain management and information systems （IS） management. The answers that we provide are based on our use of a game-theoretic signaling model of buyer and supplier strategy in the presence of uncertainties about final consumer demand. We also explore the connection between operational costs that are associated with the firm＇s information sharing and information withholding strategies. Our results provide normative guidance to supply chain buyers about how to interpret different demand uncertainty scenarios to improve their decisions and generate high value. From the IS management perspective, we show the impacts on the firm of different information sharing approaches that are made possible by present day technologies.
