Total picking errors per day total orders processed

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Unformatted text preview: ndex of a number of personal productivity items 1. # of orders correct from a vendor Total # of orders to a vendor 2. # of orders on time from a vendor Total # of orders to a vendor 3. # of days vendor needs in advance of the delivery date to ensure on-time arrival 1. All distribution center costs plus delivery costs Total # of cases processed by distribution center 2. Units of goods shipped via cross docking Total units of goods shipped via distribution center 3. Total picking errors per day Total orders processed per day 4. Total orders completely filled per day Total orders processed per day 5. # of trucks arriving on time Total trucks scheduled to arrive 6. # of trucks arriving on time Total trucks scheduled to arrive at store 1. Cost of inventory distributed by distribution center Average inventory (at cost) held at distribution center 2. Inventory levels 3. Sales to predicted sales ratio Price management 1. Gross margin by category 2. Actual mark-downs vs. planned markdowns 3. Comparative store sales vs. new store sales by category 4. Market share by category 2. Actual level of inventory on hand vs. budget 3. Sales of product Predicted sales for product 1. (Sales price – cost of goods) by category 2. # of products marked down – # of products marked down per budget 3. A) Match old stores to new stores by demographics B) Sales per category difference between old and new stores 4. Store sales per category Market total sales per category 20 n KPMG/University of Illinois Business Measurement Case Development and Research Program July 1999o principal differences between the two are product quality and unique features (i.e., a premium product has higher quality than the leading national brand and may incorporate some features that cannot be replicated easily by competitors). The company seeks bids from manufacturers to produce, under contract, a Loblaw private-label product. Loblaw benefits in two ways from having private labels: products only are available at its stores and the markup is more consistent and less volatile on these products than from national brands, a commonly cited advantage to private-label products. Some of the factors Loblaw considers when selecting private-label manufacturers are their previous experience producing the product, technological capabilities, financial condition, and ability to meet Loblaw’s quality standards. On an on-going basis, supplier-selection managers in the industry monitor the vendor’s delivery accuracy (percentage of orders correctly delivered), on-time delivery percentage, and lead-time for product delivery (see Table 3). National brand: The introduction of new national/regional brand products tends to be based on supplier “pitches.” Vendors throughout the industry constantly attempt to persuade grocery chains to “carry” new product items. In a recent year, Loblaw’s vendors presented almost 22,000 products of which 4,000 to 5,000 were selected for trial. As part of the supplier’s “pitch,” information is provided about how the product will be positioned, its suggested retail price and wholesale cost t...
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