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ituation than it was at the time the order was placed. So BiosGroup analyzed what would happen if a delivery truck visited retailers throughout the city, picking up products from stores with excessive inventory and redistributing them to shops where they were needed.
This is actually an old-fashioned idea; think back to small-town grocery stores that had two or three outlets. Product came in once a week, and staffers would drive pick-up trucks back and forth among the stores balancing inventory. Now with software that provides advanced visibility and flow-through distribution centers, it is possible to approach the ideal of delivering what is needed, not what was ordered.
Moving forward. P&G initiated the Consumer-Driven Supply Network based on BiosGroup's modeling. The title of the initiative itself reflects a major reorientation for P&G. First, the supply chain now starts with the consumer, not the supplier. Everything P&G does exists to satisfy consumer needs, so the phrase "supply chain" is a misnomer; P&G's new process is not about the supplier, and it's not a chain. Chain connotes a long time and sequential handoffs, and it is exactly the wrong terminology for this process. Instead, P&G is building a network that can change and adapt.
As a result, shaped by its work with BiosGroup, P&G is moving to a system that has multiple parts and is initiating the following efforts:
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