TodayвЂ™s diversity of approaches means partners waste time arguing over the figures, rather than addressing the root causes of delivery issues. Effective supply-chain collaboration depends upon a precise, common understanding of delivery-performance expectations. Does вЂњon-timeвЂќ mean on the date requested by the retailer, or the date promised by the manufacturer? Does it mean within the specific delivery slot allocated to the shipment, or any time inside a broader, agreed-upon time window? Should вЂњin-fullвЂќ be measured at the level of complete orders, line-items or individual cases? In practice, however, there is no standard definition for OTIF, so different supply-chain participants may interpret the metric in significantly different ways. In theory, OTIF should be the ideal mechanism to align the objectives of retailers and manufacturers. OTIF measures the extent to which shipments are delivered to their destination according to both the quantity and schedule specified on the order. In its effort to optimize its supply chains, the consumer industry has evolved in the way it measures delivery performance, moving away from the traditional вЂњcase-fill rateвЂќ and adopting the more rigorous вЂњon-time in-fullвЂќ (OTIF) delivery metric. With expectations of higher on-shelf availability and lower inventory costs, the pressure on delivery performance has intensified-as has the need for manufacturers, retailers, and carriers to work together to create efficient, reliable, and responsive supply chains. Supply-chain complexity is rising as customers demand a wider selection of products, a broader choice of channels, and more promotional offers. Those objectives are getting harder to achieve.

Delivery by end of day