Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Authors: James L McKenney
Published by: Harvard Business Publishing
Published in: 1994
Length: 21 pages
Data source: Field research

Abstract

Campbell Soup, like most food manufacturers, faced grocery chain and wholesale demand for its goods driven by Campbell''s own promotional pricing structure rather than retail consumer demand. Former policies to encourage overstock created huge swings in production and inventory levels. Campbell''s introduced continuous product replenishment (CPR) under which they would manage inventory for their customers, enabled by electronic data interchange to link supply to actual demand. Implementing this channel shift required a restructuring of relationships with its customers and a radical restructuring of its promotional policies.

About

Abstract

Campbell Soup, like most food manufacturers, faced grocery chain and wholesale demand for its goods driven by Campbell''s own promotional pricing structure rather than retail consumer demand. Former policies to encourage overstock created huge swings in production and inventory levels. Campbell''s introduced continuous product replenishment (CPR) under which they would manage inventory for their customers, enabled by electronic data interchange to link supply to actual demand. Implementing this channel shift required a restructuring of relationships with its customers and a radical restructuring of its promotional policies.

Related