Foreword

A great success of the Academic & Business Partnership 2018 SCM 4 ECR Conference

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Consumer Value Measurement. Case study: Achievement an Ester Lunch at Home from Various Supermarkets

We continue in this article our study in SCM, volume 8, issue 2.To substantiate our approach to proposing a value measurement formula to the consumer, we willpresent in Part Two (in this article some theoretical, literature-related points that relate to new consumer value valences: value creation, co- value creation, customer value-based co-creation, customer experience (CX), customer engagement, low value flow, and low consumption. Customer value from the consumer’s perspective (value for the shopper and consumer) is highlighted the value generated by a product or service of the company, as it is perceived by the customer End-to-End Value Chain.Eating at home is no longer synonymous with cooking from scratch. Today’s definition includes almost any combination of the following: every stage of meal time — preparation, cooking, eating, and cleaning up — presents opportunities to help customers. Lunch is the meal most often eaten away from home — but it’s also the meal with the greatest potential for emphasizing the cost advantages of sourcing from the supermarket. Lunch also gives retailers the chance to tap the potential for building sales around both at-home and away-from- home occasions.

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Supply Chain Excellence through Practicing Collaborative Business Process Standards

Collaboration takes place when people from different organizations (or from units of organization) produce something together trough effort, resources and common decisional processes and share product or final service responsibility. The future evolution of collaborative excellence in the consumer products value chain will likely reside in the attainment of new growth structures founded on innovation. Strategic alliances are associations between more independent companies which choose to administrate a project or a particular activity trough coordinating of competencies. To create synergy, we require more than a concept and a strategy. The enterprise value proposition defines the strategy for value creation trough alignment, but do not describe how to achieve it. The alignment strategy must be completed with an alignment process. Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. ECR – Efficient Consumer Response: Working together to fulfill consumer wishes better, faster and at less cost (ECR Europe). Business process management is a complex management practice that many organizations find difficult to implement and progress to higher stages of maturity. SCOR combines elements of business process engineering, benchmarking, and leading practices, into a single framework. Under SCOR, supply chain management is defined as these integrated processes: PLAN, SOURCE, MAKE, DELIVER, and RETURN from the suppliers’ supplier to the customers’ customer, and all aligned with a company’s operational strategy, material, work, and information flows.

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Corporate Social Responsibility in Collaborative Supply Chain of Consumer Goods Industry and Retail

Corporate social responsibility (CSR), also known as corporate responsibility, corporate citizenship, responsible business, sustainable responsible or corporate social performance, is a form of corporate self-regulation integrated into a business model. Good supplier management means working with suppliers collaboratively to design safe products, with high quality standards that do no harm to workers assembling those products, to consumers who buy them, or to the environment in their manufacture or after-use disposal. Supply Chain Environmental Management systems have become popular among companies over the past decade as a means for monitoring, improving, and reporting on the environmental performance of their supply chain operations, including those of its (usually domestic) suppliers. The Global Social Compliance Programme is a business driven programme for companies whose vision is to harmonise existing efforts in order to deliver a shared, global and sustainable approach for the continuous improvement of working and environmental conditions across categories and sectors in the global supply chain. Another indication of supermarket responses to consumer concern about their social impact can be found in their development of CSR policies. At best CSR policies can be genuine cross-organizational commitments that ensure a company’s policies and practices seek to maximize benefits from their operations. Quality and food safety is based on the efforts of all those involved in the food chain, consisting of agricultural production, processing, transportation and consumption. Law 150/2004 on food safety which partially implement EC Regulation 178/2002, the Codex Alimentarius and national regulations (EC Regulation 852/2004 on the hygiene, transposed by GD 924/2005, EC Regulation 853/2004 on the hygiene of food of animal origin, transposed by GD 954/2005, EC Regulation 882/2004 on official control of foodstuffs and fodder, transposed by GD 925/2005) establishing the general principles and modes of action for generation, transmission and marketing of safe food for public health.

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New Product Introduction in the Consumer Goods Industry. A Project Management Vision

Business and technology opportunities are explicitly considered so that resources will be allocated to new areas of market growth, operating effectiveness, and efficiency. A typical analysis for a large-scale opportunity would include: Strategic framing; Market segment assessment; Competitor analysis; Customer assessment. The element of idea generation and enrichment concerns the birth, development, and maturation of a concrete idea. Most idea selection involves an iterative series of activities that are likely to include multiple passes through opportunity identification, opportunity analysis, and idea generation and enrichment, often with new insights from the influencing factors and new directives from the engine. Concept definition is the final element of the new concept development model. The process includes the integration of traditional new product introduction (product innovation, design and collaboration) with sourcing and procurement, supply chain planning and execution, and service – the entire product lifecycle. The evolution of an industry is determined in part by the product launch decisions firms make. Firms must make two key decisions regarding new product launch: whether to enter a market with a new product and when to launch that product. Successfully managing new product introductions necessitates the use of a proven and common approach. The failure rate for new products is high and the group believes that improved information sharing would reduce this failure rate substantially for the benefit of all parties. The new product development and introduction scenario covers an end-to-end process that involves the entire value chain.

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Collaborative Business for Value Chain Management

Increased urbanization, aging population, increasing spread of wealth, increased impact of consumer technology adoption, increase in consumer service demands, increased importance of health and wellbeing, growing consumer concern about, sustainability, shifting of economic power , scarcity of natural resources, increase in, regulatory pressure, rapid adoption of supply chain technology capabilities, impact of next-generation information technologies generate the new objectives for supply chain management. The next step in the collaborative process is to achieve alignment between the retailer and the manufacture partners on the targets, score and direction to follow, and the desired outcomes of the collaborative initiative. In the new generation of inter-organizational business model, we see collaboration evolving from the slow and linear collaborative planning, forecasting and replenishment (CPFR) model, and JAG model to a rapid-response, synchronous approach that proliferates multi enterprise supply chain information to all partners in near real time. A company can now achieve visibility into POS data from its customers, as well as planning, order and inventory information, so it can truly perform collaborative replenishment. A company can also closely collaborate with its suppliers by sharing inventory, order and capacity information.

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Category Management for Non Alcoholic Drinks – Case Study Tymbark Maspex Romania

Category definition: A distinct group of products and services which consumers perceive as being related and/or who are replaceable in satisfying a certain need of the consumer. Determining the products that substitute the category and category segmentation from the consumer perspective. Category management process is composed by a series of structured and measurable activities regarding the production of a well defined result for commercial partners and their clients. Category management process defines a specific approach of obligations in time and space and has a beginning, an ending also data and results clearly defined. Category role: a role is established for the category based on a comparison of the category regarding the consumer, the market and the retailer information. Category evaluation: subcategories, segments analysis is effectuated by reviewing the consumer, the market, the retailer and supplier information. Performance indicators: to establish the measure and the target of performance. Category strategies: to develop the marketing and supply strategies. Category techniques: to determine the optimal assortment, the price, the shelf presentation and promotional techniques. Plan implementation: to implement a category plan with a specific responsibilities list. Non carbonated drinks represent by far one of the most sophisticated, colored and flavored market in soft drinks category. The differentiation based on juice concentration means that, for 100% juice, there is only squeezed fruits without any addition, for nectar, juice concentration between 25% and 99%, the rest until 100% meaning syrup, and for still drinks juice concentration is 25% the most (in our country the biggest concentration is 12%).

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The Financial Supply Chain Management

Supply chain – all the organizations and processes which refer to products and services from the view of buying organization. Typically covers everything related to raw materials and ingredients to consume. Supply chain management includes planning and the management of all activities engaged in supply and procurement, also conversion of all the logistics management activities. The ensemble of organizations, processes and informational activities, of products and financial funds is targeted to meet the satisfaction of the final consumer which is the determinant actor. Performance management is a continuous and evolutionary process in which personal skills and organizational parameters are improved over a period of time and its purpose increases individual and organizational effectiveness. Globalization and the intensity of competition for both large and small organizations has created an environment where there is relentless pressure to reduce the cost of sales and improve customer service. Financial Supply Chain Management (FSCM) is the management of the cash flowing between parties within the supply chain, whether in the form of a payment or short-term finance. The focus is on the average cost of working capital or finance for the total supply chain and working out how to reduce finance costs across the entire chain. One approach to FSCM is to calculate all finance-related costs embedded within the end-to-end supply chain and determine how best to reduce them without redistributing risk to the weaker members.

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Customer experience management. Case Study

The customer experience originates from a set of interactions between a customer and a product, a company, or part of its organization, which provoke a reaction. This is strictly personal and implies the customer’s involvement at different levels (rational, emotional, sensorial, physical, and spiritual). Customer experience construct is holistic in nature and involves the customer’s cognitive, affective, emotional, social and physical responses to the retailer, because this definition is the latest and much relates to retail. Customer experience include three dimensions, that is, Sensory Experience, Emotional Experience, and Social Experience. Six factors have an influence on the experience of customers in large retailing stores: Multi-store shopping – shopping in different stores instead of buying all items in one particular store; Bigness and confusion – big companies, extensive product choice, and overwhelming product assortment are seen as confusing by some customers; Personal interaction and personalized service – large stores are seen as impersonal, cold, lacking of personal interaction by some customers; Customer recognition by staff; Prevalence of mistakes and price discrepancies; Unused checkout lanes have a negative impact on the experience.

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