Drivers and Barriers of Collaboration in the Value Chain of Paperboard-Packed Consumer Goods

Value chain collaboration has been a prevailing topic for research, and there is a constantly growing interest in developing collaborative models for improved efficiency in logistics. One area of collaboration is demand information management, which enables improved visibility and decrease of inventories in the value chain. Outsourcing of non-core competencies has changed the nature of collaboration from intra-enterprise to cross-enterprise activity, and this together with increasing competition in the globalizing markets have created a need for methods and tools for collaborative work. The retailer part in the value chain of consumer packaged goods (CPG) has been studied relatively widely, proven models have been defined, and there exist several best practice collaboration cases. The information and communications technology has developed rapidly, offering efficient solutions and applications to exchange information between value chain partners. However, the majority of CPG industry still works with traditional business models and practices. This concerns especially companies operating in the upstream of the CPG value chain. Demand information for consumer packaged goods originates at retailers' counters, based on consumers' buying decisions. As this information does not get transferred along the value chain towards the upstream parties, each player needs to optimize their part, causing safety margins for inventories and speculation in purchasing decisions. The safety margins increase with each player, resulting in a phenomenon known as the bullwhip effect. The further the company is from the original demand information source, the more distorted the information is. This thesis concentrates on the upstream parts of the value chain of consumer packaged goods, and more precisely the packaging value chain. Packaging is becoming a part of the product with informative and interactive features, and therefore is not just a cost item needed to protect the product. The upstream part of the CPG value chain is distinctive, as the product changes after each involved party, and therefore the original demand information from the retailers cannot be utilized as such – even if it were transferred seamlessly. The objective of this thesis is to examine the main drivers for collaboration, and barriers causing the moderate adaptation level of collaborative models. Another objective is to define a collaborative demand information management model and test it in a pilot business situation in order to see if the barriers can be eliminated. The empirical part of this thesis contains three parts, all related to the research objective, but involving different target groups, viewpoints and research approaches. The study shows evidence that the main barriers for collaboration are very similar to the barriers in the lower part of the same value chain; lack of trust, lack of business case and lack of senior management commitment. Eliminating one of them – the lack of business case – is not enough to eliminate the two other barriers, as the operational model in this thesis shows. The uncertainty of the future, fear of losing an independent position in purchasing decision making and lack of commitment remain strong enough barriers to prevent the implementation of the proposed collaborative business model. The study proposes a new way of defining the value chain processes: it divides the contracting and planning process into two processes, one managing the commercial parts and the other managing the quantity and specification related issues. This model can reduce the resistance to collaboration, as the commercial part of the contracting process would remain the same as in the traditional model. The quantity/specification-related issues would be managed by the parties with the best capabilities and resources, as well as access to the original demand information. The parties in between would be involved in the planning process as well, as their impact for the next party upstream is significant. The study also highlights the future challenges for companies operating in the CPG value chain. The markets are becoming global, with toughening competition. Also, the technology development will most likely continue with a speed exceeding the adaptation capabilities of the industry. Value chains are also becoming increasingly dynamic, which means shorter and more agile business relationships, and at the same time the predictability of consumer demand is getting more difficult due to shorter product life cycles and trends. These changes will certainly have an effect on companies' operational models, but it is very difficult to estimate when and how the proven methods will gain wide enough adaptation to become standards.

Cupolo's Sporting Goods Trophy

Coach Les Korchok presents Walt Szpilewski, the men's basketball Badgers' most valuable player, with the Cupolo's Sporting Goods Trophy.

Captain Lewis Warrington and others : memorial of Lewis Warrington, Captain in the U.S. Navy, (in behalf of himself and the officers and crew of the U.S. sloop-of-war Peacock); praying that the one half of the proceeds of the Epervier and goods which went into the officers and crew of said vessel, it having been decreed to them by the United States court as captors. April 26, 1848.--

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Crowland Municipality : an act for regulating and governing auctioneers, and other persons putting up for sale, goods, wares, and merchandise to the highest or best bidder., 1854

On February 1st, 1854 an act was passed in order to regulate the sale of goods, wares and merchandise. Section I pertained to the fact that any merchant would first obtain a license. Section II deemed that no merchant should sell any wine or spirituous liquors, beer or ale within the municipality of Crowland in any less quantity than 5 gallons or less than 12 bottles in any place other than a House of Public Entertainment without having obtained a license. Section III was in regard to licensing any person who would use a billiard table which was set up for hire or gain. Section IV stated that all sums of money paid by the keepers of Houses of Public Entertainment plus the imperial duty of 2 pound would be payable to the Treasurer of the Municipality of Crowland. Section V was written regarding the continuance of the act to regulate inns, taverns, temperance houses and other Houses of Public Entertainment. Section VI specified that all recesses (not authorized to sell liquor) would pay the sum of 2 pounds. Section VII declared that Peter Benedict was appointed Revenue Inspector of the township and section VIII stated that recess-keepers who took out liquor licenses would be required to pay 6 pounds 5 shillings and for violating this they would pay a penalty. This document was written by Leonard M. Matthews, Township reeve and Alex Reid, clerk.

Invoice for Goods - 28 May 1838

An invoice for goods bought in Port Robinson, 28, May 1838. The list of goods includes: Blue cloth, buttons & thread, high lace shoes etc. There is also a note which reads "To Mr. W. Cowen, Dear Sir, The above is the quantity of goods you wanted and as ---- the quality as may be. I hope they will suit him. I have not all the ------- for the vest & pant above, but have sent what I have. I could not procure a silk handkerchief of any kind. I think Mr. Donaldson will be up soon he is now at Toronto. Give my compliments to Mrs. Cowan & family no more at present" Robert Elliot

Printed Blank of Certificate of Goods and Exportation

Printed blank of certificate of goods and exportation from a district other than the district of original importation from the District of Niagara, Port of Lewiston. The certificate is for 2 boxes containing Gravatt’s level ordered from Troughton and Simms, London and sent to Mr. S.D. Woodruff, Dec. 21, 1846.

Letter with the letterhead “John I. Mackenzie and Co. Importers of Dry Goods” to S.D. Woodruff from John I. Mackenzie

Letter with the letterhead “John I. Mackenzie and Co. Importers of Dry Goods” to S.D. Woodruff from John I. Mackenzie stating that he omitted to consult with Mr. Woodruff regarding funds to pay some of the contractors (2 pages, handwritten), July 8, 1875.

Totals of free goods up – class 3 and class 4

Totals of free goods up – class 3 and class 4 (1 page, handwritten), n.d.

List of inventory of goods in the dwelling of S.D. Woodruff of St. Catharines

List of inventory of goods (6 pages, handwritten) in the dwelling of S.D. Woodruff of St. Catharines. This list was examined by William Walker on Oct. 30, 1862 and compiled on Oct. 27, 1862.

List of inventory of goods in the dwelling of S. D. Woodruff, Ontario Street, St. Catharines

List of inventory (5 pages, handwritten) of goods in the dwelling of S. D. Woodruff, Ontario Street, St. Catharines, n.d.

Printed blank for arrival of goods by Great Western Railway at St. Catharines

Printed blank for arrival of goods by Great Western Railway at St. Catharines, Aug. 24, 1876.

Printed blank for arrival of goods by Great Western Railway at St. Catharines

Printed blank for arrival of goods by Great Western Railway at St. Catharines, Nov. 18 [1876].

Receipt from McLaren and Co., St. Catharines, Importers of Dry Goods, Millinery etc

Receipt from McLaren and Co., St. Catharines, Importers of Dry Goods, Millinery etc., for clothing and repairs to clothing, Aug. 14, 1886.

Receipt from Adam, Meldrum and Anderson Dry Goods and Carpets

Receipt from Adam, Meldrum and Anderson Dry Goods and Carpets, Buffalo, New York for curtains, materials and hooks, Sept. 6, 1886.