02531nas|a2200253 a 450000500170000000800410001703500150005810000250007324500940009826000670019230000190025949000280027850001890030650200580049552013320055365000330188570000350191870000540195370000420200771000620204971000400211181000600215185600660221120260817162546.0110110s2009    th uu|m rtt   0|  a1eng d  a.b120883410 aWijitra Naowapadiwat10aAnalyzing supply chain performance under different collaborative replenishment strategies  aPathum Thani, Thailand :bAsian Institute of Technology,c2009  a100 p. :bill.1 aThesis ;vno. ISE-09-06  aA thesis submitted in partial fulfillment of the requirements for the  degree of Master of Engineering in Industrial and Manufacturing Engineering, School of Engineering and Technology  aThesis (M.Eng.) - Asian Institute of Technology, 2009  aCollaboration  Planning,  Forecasting  and  Replenishment,  (CPFR)  in  itself,  is  only  a  guideline  that  helps  the  collaborations  between  supply  chain  partners.  Therefore,  CPFR  alone will not ensure that the supply chain will be efficiently managed. The main focus of this  study  is  on  how  the  supply  chain  performances  can  be  affected  when  collaborative  replenishment  is  applied  at  various  decision  making  levels.  This  research  considers  three  levels  of  replenishment  collaboration  which  include  headquarter  (HQ),  distribution  center  (DC),  and  store  of  the  retailer.  The  inventory  system  is  operated  under  a  periodic  review  and  order  {u2013}up  {u2013}to  levels  policy.  Simulation  models  are  used  to  evaluate  customer  satisfaction and total supply chain cost under uncertainties in demand, replenishment lead time and capacity. The results show that overall store collaborative replenishment strategy at the store level performs significantly better when compared with collaboration at the HQ and  DC  levels.  However,  adoption  of  business  practice  depends  on  specific  business  condition. It also involves trade-offs between customer service and the operation costs, as well as benefits for all participants in a collaborative value chain. 0aBusiness logisticsxPlanning1 aGong, Dah-Chuan, eChairperson0 aVoratas Kachitvichyanukul,eExamination Committee0 aPisut Koomsap,eExamination Committee2 aUnilever Thai Trading Ltd., Thailand, eScholarship donor2 aRTG Fellowship, eScholarship donor2 aAsian Institute of Technology.tThesis ;vno. ISE-09-06  3Full-Textuhttp://203.159.5.9/ait-thesis/detail.php?q=B03249