品類管理對零售產業採購決策創新的研究 特力屋及特力和樂個案研究

Abstract

歐美各國推行ECR概念已行之有年，在業內有不同的名稱，例如快速回應(Quick Response, QR)、供應鏈管理 (Supply Chain Management, SCM)、即時管理(Just-In-Time, JIT)等，但在台灣則統稱為商業快速回應(QR/ECR)。ECR是零售業滿足顧客需求的全面解決方案，包括品類管理、供應鏈管理、數據系統三個重要部分。品類管理是ECR的一環，它使用的策略是零售商的“品類經理”和供應商/品牌商緊密合作，有效又迅速的回應消費者需求，對於特定的商品分類，零售雙方基於共同術語、流程和資料來開展供應鏈的合作及採購決策的創新。 本研究主要是了解品類管理的相關概念及方法後，探討台灣品類管理推動的相關個案所進行的方式和成效，並以個案公司特力零售特力屋、HOLA特力和樂，二大通路的實際導入方法用以下七大步驟：(1)通路策略、(2)品類角色、(3)品類定義、(4)品類評估、(5)品類戰略、(6)策略執行、(7)成效檢核。可推動達成以下相關質化指標(1)改善企業流程、(2)提昇企業組織能力、(3)協同合作的交易關係、(4)資源有效分配。並以也相關量化指標(1)業績、(2)動銷率、(2)存貨週轉率(3)促銷毛利率、(5)供應商家數等衡量指標，實證品類管理導入對於供應鏈的合作及採購決策的創新確實有效益的 通過作者個案總結和提煉，未來能推廣至個案公司其他通路，能在品類管理的導入工作執行上有幫助及借鏡。也對台灣其他中大型連鎖超市從事品類管理的相關人員有所幫助和借鑒

European and American countries have been promoting ECR concepts for many years, with different names in the industry, such as Quick Response (QR), Supply Chain Management (SCM), and Just-In-Time (JIT). Etc. But in Taiwan they are collectively referred to as the Business Quick Response (QR/ECR). ECR is a comprehensive solution for the retail industry to meet customer needs, including category management, supply chain management, and data systems. Quality management is part of ECR. It uses a strategy in which retailers' “category managers” work closely with suppliers/brands to respond effectively and quickly to consumer needs. For specific product categories, retail parties are based on common terms and processes. And information to carry out supply chain cooperation and innovation in procurement decisions. This study is mainly to understand the relevant concepts and methods of category management, and to explore the ways and effects of the relevant cases promoted by Taiwan's category management, and to use the case company's special retail B&Q & HOLA, The actual introduction method of the two major channels The following seven steps: (1) channel strategy, (2) category role, (3) category definition, (4) category assessment, (5) category tactics, (6) strategy execution, (7) effectiveness check; Can promote achievement The following related qualitative indicators (1) improve business processes, (2) enhance organizational capabilities, (3) collaborative relationships with suppliers, and (4) effective allocation of resources. And with relevant quantitative indicators (1) Sales, (2) sales hit rate, (2) inventory turnover rate (3) promotional gross profit margin, (5) number of suppliers, and other indicators, the introduction of empirical category management for the supply chain and Innovation in purchasing decisions is indeed beneficial Through the author's case summary and refinement, the future can be extended to other channels of the case company, which can help and guide the implementation of the category management. It also helps and draws on the relevant personnel of category management in other medium and large supermarket chains in Taiwan.