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	<title>Comments for B2B Integrity</title>
	<link>http://blogs.gxs.com/larkinb</link>
	<description>Integrating Retail Supply Chains</description>
	<pubDate>Fri, 16 May 2008 07:53:55 +0000</pubDate>
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		<title>Comment on Need Goods From China? Better Stock Up Before Olympics Start. by B2B Integrity &#187; Redux: Need Goods From China? Better Stock Up Before Olympics Start.</title>
		<link>http://blogs.gxs.com/larkinb/2008/02/13/need-goods-from-china-better-stock-up-before-olympics-start/#comment-92</link>
		<dc:creator>B2B Integrity &#187; Redux: Need Goods From China? Better Stock Up Before Olympics Start.</dc:creator>
		<pubDate>Fri, 07 Mar 2008 20:34:48 +0000</pubDate>
		<guid>http://blogs.gxs.com/larkinb/2008/02/13/need-goods-from-china-better-stock-up-before-olympics-start/#comment-92</guid>
		<description>[...] shipments into and out of China for a month this summer.   You can find the original entry here: Olympics.  This entry is an update to that original entry.  I’ve received feedback and information from [...]</description>
		<content:encoded><![CDATA[<p>[&#8230;] shipments into and out of China for a month this summer.   You can find the original entry here: Olympics.  This entry is an update to that original entry.  I’ve received feedback and information from [&#8230;]</p>
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		<title>Comment on Supply Chain and B2B Haiku by Justin Duewel-Zahniser's Blog &#187; GXS Managed Services as a Sonnet</title>
		<link>http://blogs.gxs.com/larkinb/2008/02/04/supply-chain-and-b2b-haiku/#comment-91</link>
		<dc:creator>Justin Duewel-Zahniser's Blog &#187; GXS Managed Services as a Sonnet</dc:creator>
		<pubDate>Thu, 07 Feb 2008 21:13:28 +0000</pubDate>
		<guid>http://blogs.gxs.com/larkinb/2008/02/04/supply-chain-and-b2b-haiku/#comment-91</guid>
		<description>[...] Blame Bryan Larkin for this one. [...]</description>
		<content:encoded><![CDATA[<p>[&#8230;] Blame Bryan Larkin for this one. [&#8230;]</p>
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		<title>Comment on Supply Chain and B2B Haiku by justindz</title>
		<link>http://blogs.gxs.com/larkinb/2008/02/04/supply-chain-and-b2b-haiku/#comment-90</link>
		<dc:creator>justindz</dc:creator>
		<pubDate>Thu, 07 Feb 2008 19:41:29 +0000</pubDate>
		<guid>http://blogs.gxs.com/larkinb/2008/02/04/supply-chain-and-b2b-haiku/#comment-90</guid>
		<description>Outsourced supply chain
Peaceful, dry, falling brown leaves,
mountain sunset.

***

Shipping containers
carefully cross the ocean
always checking in

***

I tried.</description>
		<content:encoded><![CDATA[<p>Outsourced supply chain<br />
Peaceful, dry, falling brown leaves,<br />
mountain sunset.</p>
<p>***</p>
<p>Shipping containers<br />
carefully cross the ocean<br />
always checking in</p>
<p>***</p>
<p>I tried.</p>
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		<title>Comment on Pavlov and the Retail Supply Chain by Bryan Larkin</title>
		<link>http://blogs.gxs.com/larkinb/2007/10/01/pavlov-and-the-retail-supply-chain/#comment-5</link>
		<dc:creator>Bryan Larkin</dc:creator>
		<pubDate>Fri, 12 Oct 2007 16:58:10 +0000</pubDate>
		<guid>http://blogs.gxs.com/larkinb/2007/10/01/pavlov-and-the-retail-supply-chain/#comment-5</guid>
		<description>The problems are that each retailer is in a different situation as a business.  This means each retailer needs to drive different behavior.  And over time they seem to accumulate requirements and penalties and sometimes (often?) don't review older requirements to see if they still need to keep those penalties on the books.

Cutting off a supplier might mean not carrying a product that you want to have on the shelf.  This means lowering revenues.  Taking the hard line might work in categories with lots of competition.  But in others, you might not only lose the sales of those products, but anything else a consumer might have purchased while in the store.

This is definitely a tough nut to crack, but pushing a few, targeted initiatives will make it easier for retailers to manage, and make compliance easier for suppliers...and should be able to be done without loss of supply chain integrity.</description>
		<content:encoded><![CDATA[<p>The problems are that each retailer is in a different situation as a business.  This means each retailer needs to drive different behavior.  And over time they seem to accumulate requirements and penalties and sometimes (often?) don&#8217;t review older requirements to see if they still need to keep those penalties on the books.</p>
<p>Cutting off a supplier might mean not carrying a product that you want to have on the shelf.  This means lowering revenues.  Taking the hard line might work in categories with lots of competition.  But in others, you might not only lose the sales of those products, but anything else a consumer might have purchased while in the store.</p>
<p>This is definitely a tough nut to crack, but pushing a few, targeted initiatives will make it easier for retailers to manage, and make compliance easier for suppliers&#8230;and should be able to be done without loss of supply chain integrity.</p>
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		<title>Comment on Pavlov and the Retail Supply Chain by Allison</title>
		<link>http://blogs.gxs.com/larkinb/2007/10/01/pavlov-and-the-retail-supply-chain/#comment-2</link>
		<dc:creator>Allison</dc:creator>
		<pubDate>Tue, 02 Oct 2007 14:22:21 +0000</pubDate>
		<guid>http://blogs.gxs.com/larkinb/2007/10/01/pavlov-and-the-retail-supply-chain/#comment-2</guid>
		<description>Bryan--great entry. what about a three strikes (or maybe five) and you're out requirement instead of financial penalties? it would seem to me that suppliers just work the financial penalties into the cost of their goods to lessen the pain. But if they faced a situation in which their goods would not be sold at all, perhaps they would be more compelled to comply completely to retailer requirements. also, i agree with you that retailers should 'take it slow'. It doesn't make sense to hit suppliers with 100 requirements at once--no one could comply--hit them with 3-5 at a time and slowly add more as required.</description>
		<content:encoded><![CDATA[<p>Bryan&#8211;great entry. what about a three strikes (or maybe five) and you&#8217;re out requirement instead of financial penalties? it would seem to me that suppliers just work the financial penalties into the cost of their goods to lessen the pain. But if they faced a situation in which their goods would not be sold at all, perhaps they would be more compelled to comply completely to retailer requirements. also, i agree with you that retailers should &#8216;take it slow&#8217;. It doesn&#8217;t make sense to hit suppliers with 100 requirements at once&#8211;no one could comply&#8211;hit them with 3-5 at a time and slowly add more as required.</p>
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