COMMUNICATING ABOUT ENGINEERING DAVID BOWKER, PURDUE UNIVERSITY.
Michael Cairns President, RR Bowker February 4, 2004
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Transcript of Michael Cairns President, RR Bowker February 4, 2004
Building an Intelligent Publishing Supply ChainLeveraging technology and communications to improve supply chain efficiency, reduce costs and increase profits
Michael CairnsPresident, RR Bowker
February 4, 2004
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Where We Are Today
Past decade of information technology investment in medium to large publishing companies: Focused on improving basic cost structures of their
organizations Investment in updating editorial systems, particularly
in educational and journal publishing Reengineering of publishing operational and financial
processes Investment justified as part of Y2K solution, return has
in many cases not met the promise of the investment
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Publishing Industry Key Business Issues
The publishing supply chain is inefficient due to the lack of visibility of day-to-day demand & stock positions
Average fill rates no higher than 85% are typical. 15% of sales are missed, deliveries are incomplete, inaccurate, etc.
Excessive inventory levels result in excessive capital costs, obsolescence, damage, shrinkage Some publishers hold over 300 days of stock
Return rates of 40% are not uncommon in our industry
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An Efficient Supply Chain Will Be Publishers’ Goal
Next area of operational improvement and cost reduction is the supply chain Leverage investment made in operational systems Conform to new industry standards for identifying
titles (ISBN-13), transaction standards and related metadata required for more efficient supply chain processes
Integrate internal supply chain processes with those of suppliers and customers, to gain efficiencies of sharing information on supply and demand across the supply chain
Only operational area where material expense savings can be made
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Information is the Key Ingredient
Many publishers have in place transaction data warehouses New operational systems provide cleaner transaction
information for data warehousing and analysis Enables analytics by Customer, Author, Genre, Format,
etc. Tools for projecting sales of new titles based on past
performance of similar titles During acquisition, expected revenue streams modeled to
determine advance and other contractual obligations For production planning: initial printing and subsequent
reprint planning
These analytics have made publishing programs more intelligent
Printers, Distributors and Booksellers are also capturing their operational performance data for analytics
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Visibility of Operational Data is Critical
Real time visibility of POS data, multi-level stock information and fill rates would help: Publishers
Adapt production to demand Re-route stock rather than produce additional
inventory Anticipate and pre-empt stock-out situations Spot and troubleshoot logistical problems
Retailers Re-route stock rather than order new inventory Demand driven inventory
All Reduce costs for returns management Industry more healthy; Productive use of capital
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Adapted from “Information Architects,” Richard Saul Wurman, editor, 1994 and Price Waterhouse, 1999.
Manufacturer
Truckers
Retailers
Customers
Distributors
Management
Truckers
Old Environment Partially informed Push / pipeline
model One-way info flow
Adding Intelligence to the Supply Chain
Database and Data Mining
Web Infrastructure
Telephony Infrastructure
Manufacturer
Retailers
Customers
Transportation
Transportation
Overnight Delivery
Distributors
Management
Direct Marketing
Infomediary and Outsourced
Service Providers
New Environment
Fully informed
Network model
Bi-directional information flow through network
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The Traditional Supply Chain for Publishing
Fragmented and Inefficient due to poor flow of information
Product Flow
Information Flow
Demand Patterns
Publisher Distributor Bookstore
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The Intelligent Supply Chain for Publishing
Information & Intelligence Sharing for Effectiveness
Product Flow
Information Flow
Consumer demand drum-beat sets pace for entireSupply Chain
Publisher Distributor Bookstore
• POS Data Sharing• Inventory levels• Fill Rates• Forecasts• Promotional Activities• New Product Introduction
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Why Collaboration in the Supply Chain?
• Improved understanding, forecasting and analysis of consumer demand• Improved capability to respond and react to changes• Improved stability, predictability and efficiency of supply chain operations
• Improved Fill Rates• Improved on-shelf
availability• More effective demand
generation activities
IncreasedSales
• Reduced lead times• Reduced inventories
Reduced Inventories
• Smoother SC execution• More efficient processes• Reduction of costs for
handling returns
Reduced Costs
• Shared visibility across supply chain - Sales (POS), Inventories• Shared measurement of SC performance and identification of issues
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Product Planning & Development
Retail Catalog - MailInternet, WWW,
Kiosks
Suppliers
MerchandisingMarketing Distribution Customer ServiceOperations
• Buying & replenishment
• Customer trends• Return code analysis
• Targeted promotions• Loyalty programs• Vendor co-op programs• Customer trends• Assortment planning• Category management• Department adjacencies
• Refined logistics• Supporting inventory reduction
• Inventory planning• Site selection• Department adjacencies• Category management
• Service - support• Return minimization• Buyer satisfaction
DATAWAREHOUSE
Sales Force
Leveraging customer information for sales, marketing, and operational purposes
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Culture: Era of ‘Gentleman Publisher’ is over
Booksellers historically reluctant to share point-of-sale data They believe they alone own relationship with
consumers/readers Reluctant to share this relationship with publishers and
competitive booksellers Return problem has long been considered a Publisher
problem There are costs for returns for all industry participants Better information flow, collaborative forecasting through the
supply chain can greatly diminish severity of problem “If you’re not part of the solution, you’re part of the problem”
The mystique of first printing size Print run intertwined in marketing of book as key indicator of
success First printing size requirements will change as the supply chain
becomes more intelligent Short-run printing technologies can fill gaps in traditional
production
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Can facilitation provide the answer?
Need for an intelligent supply chain facilitator Bring to table experience of implementing experience with
intelligent supply chain integration in other industries Deep understanding of publishing industry culture and
perspectives Appreciation of both publisher and bookseller points of view Trusted partner of all industry participants Create aggregate information for shared industry use from
the detailed data of the various participants. Sharing of data across the supply chain requires trust
Aggregated data will be shared among participants Visibility of detail for own transactions Visibility at aggregate level only for transactions of others Sharing of detail is only way to produce meaningful
aggregate data for all
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Publisher B
A common information framework for all participants
PUBlishingNETwork
Printer A
Publisher A
Publisher C
Printer B Printer CStores
Bookseller AHQ
Stores
Bookseller BHQ
Bookseller C
Distributor A Distributor B Distributor C
• Common set of services• Common data standards
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Publisher
Supply Network Information Visibility
PUBlishingNETwork
Printer
Stores
Bookseller
HQ
Distributor
• Available capacity calendar • Printer-owned paper inventory• Publisher-owned paper inventory• Component inventory• Finished book inventory
• Available inventory• Inventory on order• Inventory in transit• Orders to be filled
• POS data• Stock levels in stores• Inventory in central warehouse• New inventory in transit• Inventory in internal-transit
• Inventory in distribution center• Demand forecast projections• Aggregate sales data• Production orders in process• Customer orders to be filled
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Publisher
From Supply Network to Title Availability Marketplace
Allows a bookseller needing to restock a title to post requirement to the network and find quantity/price/delivery date from both the publisher and all distributors who list it
Bookseller systems or Publishing Network provided services could use rules to determine most cost effective way to meet requirement
Lowest cost source is not always most cost effective!
PUBlishingNETwork
Stores
BooksellerHQ
Distributor A Distributor B Distributor C
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Conclusion
Future significant cost savings and efficiency gains will come only from industry wide supply chain initiatives
Technology investments can and will be leveraged further
Publishing lags other industries There are many examples in other industries of
successful applications of supply chain strategy Industry groups must take up the challenge
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Bowker is working towards this vision
Books In Print & Global Books In Print are the industry’s authoritative title data sources. Bowker data is incorporated in business processes throughout the global publishing supply chain.
Over its 11 year history, Pubnet has helped establish the data & EDI standards for the publishing industry. Pubnet is the e-commerce solution of choice for over 3,000 U.S. booksellers.
The Bowker acquisition of PubEasy makes its role in publishing industry e-commerce truly global, providing 11,000 booksellers in 110 countries with 24/7 customer self-service to over 3000 publishers and imprints.
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Thank You!
For more information, please contact:
Michael CairnsPresidentR.R. Bowker LLC630 Central AvenueNew Providence, NJ 07974USA email: [email protected]