The term high-speed resonance or English Quick Response designates a strategy, which has the goal of being able to react faster to the market tendencies. The concept develops on a co-operation between retail trade, Distributoren and producer and is both the information and the goods river to accelerate.

Quick Response leads to a minimization of the response time to unexpected change of the demand, as well as to a reduction of the stocks in the entire delivery chain. Permanent information exchange is reached by the linkage of the information systems. Usually for this a EDI standard is used.

Introduction

Quick Response is particularly for enterprises suitably, whose products have a varying demand, technically complex or again on the market to introduce is.

The food manufacturer SA and the textile enterprise Levis bunch & CO. are only two examples of organizations, which implemented Quick Response, in order to increase their efficiency. Systems become among other things of SAP AG, Logility Inc. and GlobeRanger Corp. offered.

The concept was developed by the management consultation Kurt Salmon Associates in the USA. In the textile industry individual subprocesses worked efficiently, the overall system were however extremely inefficient, since communication between the individual creation of value stages was small. Substantial elements of the model are:

1. The introduction of bar codes and scanner cashes
2. electronic data exchange (EDI)
3. the change of internal processes, va. Automation
4. a common management of the Supply chain regarding consumer satisfaction
5. Co-operation within the ranges marketing, research and development

With the help of to POINT OF sales won data and passing on of these information to all chain members are to be provided improved sales forecasts. In the consequence delivery processes can be planned more efficiently.

Due to large successes of the concept in the textile industry, many enterprises from different branches of industry developed the concept further and to individual needs adapted.

Advantages

An enterprise that Quick Response implemented, profits among other things from the following advantages:

1. Reduction of the turn-around times around 80-95%
2. Reduction of production costs around 15-30%
3. Improvement of the time-fair delivery achievement of 60 on 99%
4. Reduction of waste and remachining around 80% and more

Further advantages by the comparison of Quick Response with Lean Production or JIT procedure:

• The fundamental distinction exists in the time-related way of thinking: all principles and strategies of Quick Response are aligned to the reduction of the turn-around times. In contrast to it the traditional Politiken tries to reduce Verschwendung.
• Thus the management is enabled to communicate only one goal for the entire organization which are to be aligned to the all Politiken.
• Quick Response is a enterprise-far strategy, while JIT and Lean Production concentrate primarily on ranges manufacturing and procurement.
• The positive aspects of Push and Pull strategy are situation-dependently combined.
• The reaction to fluctuations is seen on certain markets as chance realize competition advantages. However JIT and Lean procedures try only to eliminate fluctuations. Quick Response creates thus an effective organisational structure, in order to deal with given situations and supply markets.

Disadvantages

Despite the obvious advantages in application some managers see themselves confronted with problems of the implementation of the Quick Response strategy.

Implementation of Quick Response

A enterprise-far understanding of the bases must be given, what means meant that each organization member must know, what Quick Response, why it is necessary and functions like it. Further the policy within all ranges is to introduce on all levels.

The implementation should take place not via a sudden reorganization of the entire enterprise, but gradually. The focusing is recommended on a market segment, where the chance exists that a small part of the organization can supply the market during the reorganization. So risks and investments can be minimized, while the learning process runs off generally speaking enterprises. The reduction of the turn-around times can not as tactics be accomplished, but must as Quick Response strategy of the guidance be led.

Around the desired goals to reach enterprises must change traditional proceedings and redefine organisationale structures.

Literature

• Rajan Suri: Quick Response Manufacturing - A company Wide Approach ton reducing Lead Time, ISBN 1563272016
• D. awl blank J. Becker/R. Olbrich: Information systems for the commercial management, ISBN 354063584X
• Thomas Strategic configuration of logistics enterprise, ISBN 3824477572

Related links

• Quick Response Quick Study
• Quick Response Manufacturing

See also

• Continuous Replenishment
• Efficient Consumer Response

Articles in category "Quick Response"

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