REENGINEERING CHANNEL REORDERING PROCESSES TO IMPROVE TOTAL SUPPLY‐CHAIN PERFORMANCE
REENGINEERING CHANNEL REORDERING PROCESSES TO IMPROVE TOTAL SUPPLY‐CHAIN PERFORMANCE
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DOI：
10.1111/j.1937-5956.1997.tb00429.x
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发表时间：
1997-09
影响因子：
5
通讯作者：
T. H. Clark;J. Hammond
中科院分区：
文献类型：
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作者：
T. H. Clark;J. Hammond
本文讨论了美国杂货行业内实施电子数据交换 (EDI) 链接的公司的业务流程重组与渠道绩效之间的关系。定量和定性数据源相结合来检验以下假设：涉及采用 EDI 和重新设计补货流程的渠道转型能够使绩效改进比单独实施 EDI 提高一个数量级以上。相对于使用传统订购流程的零售商绩效，这一由 EDI 支持的新流程为零售商提供了连续补货流程 (CRP) 产品的库存周转率提高了 50-100%。采用 EDI 而不使用 CRP 重新设计订购流程的公司未能在库存水平或仓库缺货方面实现统计上显着的改善。这项研究提供了支持流行商业媒体中常见的流程再造主张的证据，但统计上显着的经验证据却很少。研究结果还表明，企业可以通过将业务流程再造概念扩展到包括企业的整个供应链来实现潜在的改进。
This paper discusses the relationship between business process reengineering and channel performance for firms implementing electronic data interchange (EDI) linkages within the U.S. grocery industry. Both quantitative and qualitative data sources are combined to test the hypothesis that channel transformation involving adoption of EDI and redesign of replenishment processes enables performance improvements more than an order of magnitude greater than implementation of EDI alone. This new process, enabled by EDI, provides retailers with 50‐ 100% higher inventory turns for products on continuous replenishment processes (CRP) relative to retailer performance using traditional ordering processes. Firms adopting EDI without using CRP to reengineer the ordering processes have failed to realize any statistically significant improvements in either inventory levels or warehouse stockouts. This research provides evidence to support the claims of process reengineering that are common in the popular business press, but for which statistically significant empirical evidence is minimal. The findings of the research also demonstrate the potential improvements that firms can realize through extending the business process reengineering concept to include the firms' entire supply chain.