COORS BALANCED SCORECARD: A DECADE OF EXPERIENCE
Hugh Grove University of capital of Colorado Tom Cook University of Denver Ken Richter Coors Brewing Company
IntroductIon
By the end of 1997, Coors had finished the implementation of a three-year Computer co-ordinated Logistics (CIL) project to improve its give range management. Coors defined its furnish chain as every activity involved in moving production from the suppliers supplier to the nodes guest. (Since by Federal law, Coors cannot sell directly to consumers, Coors customers argon its distributors whose customers are retailers whose customers are consumers.) Coors supply chain included the followers processes: purchasing, research and development, engineering, brewing, conditioning, fermenting, packaging, warehouse, logistics, and transportation. This CIL project was a cross-functional initiative to reengineer the business processes by which Coors logistics or supply chain was managed. This reengineering project improved supply chain processes and applied information technology to provide by the bye and accurate information to those involved in supply chain management. The project objective was to increase company profitability by reducing cycle times and operating costs and increase customer (distributor) satisfaction.
The packet vendor used for this project was the German company, Systems Applications & Products (SAP),
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that provided the financial and materials planning software modules. The SAP planning software became Coors load configurator software that takes distributor demand forecasts and the production record and creates a shipping schedule for the following week. The following major(ip) supply chain problems were corrected by this CIL project:
1. skirmish seasonal demand, 2. meeting demand surges from sales promotions, 3. supporting the origin of more than three new
brands each year, 4. filling routine customer (distributor) orders, 5. filling rush orders, and 6. moving...If you want to get a entire essay, order it on our website: Orderessay
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