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The Benefits of VMI are numerous for both Manufacturer & Distributor. Here is a partial Listing:

DUAL BENEFITS:
Data entry errors are reduced due to computer to computer communications. Speed of the processing is also improved. 
Both parties are interested in giving better service to the end customer. Having the correct item in stock when the end customer needs it, benefits all parties involved. 
A true partnership is formed between the Manufacturer and the Distributor. They work closer together and strengthen their ties. 
Stabilize the timing of Purchase Orders - PO's are now generated on a predefined basis.

DISTRIBUTORS BENEFITS:
The goal is to have an improvement in Fill Rates from the manufacturer and to the end customer. Also, a decrease in stockouts and a decrease in inventory levels. 
Planning and ordering cost will decrease due to the responsibility being shifted to the Manufacturer.
The overall service level is improved by having the right product at the right time.
The manufacturer is more focused than ever in providing great service.

MANUFACTURERS BENEFITS:
Visibility to the Distributors Point of Sale data makes forecasting easier. 
Promotions can be more easily incorporated into the inventory plan.
A reduction in Distributor ordering errors (which in the past would probably lead to a return)
Visibility to Stock Levels helps to identify priorities (replenishing for stock or a stockout?). Before VMI, a manufacturer has no visibility to the quantity and the products that are ordered. With VMI, the manufacturer can see the potential need for an item before the item is ordered.

Although VMI does have many benefits, it may have its pitfalls. 

* EDI problems: Extensive EDI testing should be done to validate the data being sent. Is the distributor sending all the data that should be sent? Is each field populated with the correct data?

*Acceptance: Make sure that all employees involved in the process fully understand and accept this new way of doing business. It's not enough to just sell the concept to senior management, all employees who are involved  must be willing participants.  

*Promotions/Events: Anything that adds or takes away from the normal ordering pattern must be properly communicated.

*Customer Base: Any large customers, either gained or lost, must be communicated to the manufacturer. The distributor must guide the manufacturer on how this will effect sales. 

*Over/Obsolete Stock: An agreement must exist between the manufacturer and the distributor on what to do if an overstock does occur (or in the case of an ordering error). Also, both parties must agree on how to handle obsolete stock.

*Time: Both parties involved must understand that this is a learning process. Errors will occur. You will probably not have a perfect process in place from day 1.

并不是所有企业适合上VMI项目的，企业在上VMI项目时初期阶段成本是上升了，但是长期成本会降低的。这其中有个成本控制体系，需要组织和很多人来控制产品成品，如果在一个规模不大的企业里那是不经济的。
产品生命循环成本（Life Cycle Cost），所有者总成本（Total Cost of Ownership）等方法用来控制成本。