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SodaStream, the world’s largest manufacturer, distributor and marketer of home carbonation systems, was consolidating its existing operations into a new campus in Israel. The company needed to rapidly implement an agile, flexible warehouse management solution to maximize the efficiency of its new warehouse. SodaStream had specific requirements regarding put-away, storage and mixing inventory. Additionally, the company had a large number of unskilled employees who had to be trained in any new technology. The challenge was to find a solution that could meet these specific needs and be implemented quickly and efficiently.

CONAD Centro Nord, a territorial cooperative associated with the National Consortium of Retailers (CONAD) operating in the mass distribution market in Italy, was looking to optimize their re-ordering process. The company aimed to reduce costs due to a lower quality of goods moved and a lower quantity of managed orders to vendors. Prior to implementing JDA's solutions, the company worked with paper printouts showing all the sales data, while order data was primarily the property of the team in charge of replenishment. At the time, CONAD Centro Nord was partially leveraging their existing enterprise resource planning (ERP) system.

Associated Food Stores (AFS) is a cooperatively owned wholesale distributor that operates 43 corporate supermarkets and supports over 400 independently owned supermarket locations across eight states. The company was facing challenges with its warehouse labor scheduling, which was based on static schedules from week to week regardless of daily demand changes. This resulted in wasted labor. Additionally, AFS’s warehouse operates in an area with highly competitive demand for labor. A lack of flexibility in scheduling was causing higher than desired turnover which increased hiring and training costs. The previous solution AFS used for labor scheduling and time and attendance was not integrated, causing a lack of cohesion in managing the workforce.

PetSmart, Inc., the largest specialty pet retailer in the United States, Puerto Rico, and Canada, faced a significant challenge in keeping the best assortments of products stocked and effectively displayed on store shelves to meet evolving customer needs. This challenge was particularly acute given the company's extensive network of more than 1,600 stores and a thriving online business. PetSmart's customer needs continue to evolve, making family-friendly localized assortments and space planning difficult to maintain across its stores. Furthermore, the company previously lacked visibility to customer demand across its stores and online operations, making strategic planning difficult. A continued focus on efficiency was also critical for offering competitively priced products and services.

CONAD Adriatico, a cooperative leader in Italy, Albania, and Kosovo, was faced with the challenge of balancing stock ownership and store inventory needs. The company needed to minimize order fragmentation and determine the right purchasing frequency for each product, while also considering logistics constraints such as truckload capacity utilization and minimum order quantities. The goal was to achieve this supply chain transformation while delivering the highest level of service to their affiliates and customers.

South African retailer Ackermans, with over 450 stores, was facing challenges in accurately allocating merchandise across its stores. The process was labor-intensive and resulted in missed sales opportunities at the individual store level. The allocation was not based on actual shopper needs, leading to stock being sent to the wrong locations or not being sent at all. Ackermans was already using JDA Enterprise Planning to manage its strategic, merchandising, and location plans, but needed a solution to improve efficiency and productivity in allocation.

Atlanta Bonded Warehouse Corporation (ABW) has been providing public and contract food-grade, temperature-controlled distribution services for over 60 years. The company has grown to 3.8 million square feet of modern, high cube storage and distribution capacity in 12 facilities across the southeast. ABW sought to standardize their warehouse operations and the services they provide in order to be an all-in-one provider to their supply chain customers. However, ABW’s paper-based legacy system made this very challenging. ABW’s goals were to implement a highly configurable warehouse management system (WMS) that would offer more functionality than their legacy system and to move their customers’ products through their supply chains in a much more efficient manner, while retaining the ability to track and trace food lot codes to support food safety requirements.

Hellmann Worldwide Logistics, an international supply chain specialist, was facing increasing demands from its third-party logistics (3PL) customers. These customers wanted more insight into the fulfilment process, while also expecting cost savings and increased service levels. Meeting these high customer demands, while reducing internal costs, brought on additional challenges for Hellmann, such as the need to standardize and optimize warehouse operations and ensure they were billing existing customers for every service received. Hellmann also realized the need to provide visibility to customers throughout every step of the logistics process, from tracking portal access to accurate and real-time data and customized reporting. To provide transparency to their customers and keep up with other increasing expectations while reducing costs simultaneously, Hellmann needed a warehouse management solution (WMS) that could help them organize people, processes and resources in order to standardize warehouse operations.

PVH Corp. is a U.S.-based apparel company and one of the largest global apparel companies, with $8.2 billion in 2016 revenues coming from a diversified portfolio of brands, including CALVIN KLEIN, Tommy Hilfiger, Van Heusen, and IZOD. The company has a strong presence in wholesale, and many retail locations around the globe. For PVH, being able to see products from creation through the end consumer’s purchase is key. However, they lacked end-to-end visibility to their entire supply chain, which hindered their ability to align demand, fulfillment, and capacity planning. This lack of visibility made it difficult for everyone along the supply chain to make good decisions. PVH needed a solution that would enable end-to-end global planning across multiple brands.

Dot Foods, the nation’s first and largest food industry redistributor, was facing challenges in managing the growth of its business, which was doubling every five years. The company was struggling with customization, new channels, and keeping up with regulation, all while trying to leverage technology across the enterprise to keep costs low. The company had been using a warehouse management system (WMS) that was nearing end of life, and needed a new WMS platform that would serve as the foundation for all its future supply chain initiatives.

Bradshaw International, a leading manufacturer of kitchen gadgets, faced a significant challenge as its product line, customer base, and yearly revenues grew exponentially. The company, which ships over 200 million products annually to over 45,000 retail outlets in the United States and Canada, needed to manage a dramatically increased order volume and special customer requests. Initially, the company was operating from a 200,000-square-foot facility with about 15 employees. However, with the business expansion, the company now operates from a 1.3 million square feet warehouse with about 300 employees. The company's inventory tracking system, which was initially managed on spreadsheets with paper and pencil, became inadequate as the number of SKUs grew from a few hundred to thousands. The company needed an advanced system to manage its day-to-day operations, track inventory, and quickly locate and move products.

Silk Contract Logistics, a specialist in wharf cartage, warehousing, distribution, and supply chain services in all major Australian cities, was looking to replace their legacy Warehouse Management System (WMS) with a tier-1 solution. The company aimed to standardize their operational processes, improve customer satisfaction levels, and grow their business. They wanted a solution that would allow them to take on more implementations simultaneously and reduce deployment time. Silk also wanted to make the process of moving to a new service provider as smooth as possible for their customers, especially during the onboarding process. The company recognized the need to move away from a customer bespoke solution and focus on standardizing their offering.

Marvell Semiconductor, a $4 billion company based in California's Silicon Valley, manufactures a diverse range of products including storage devices, controllers, routers, switches, gaming devices, multimedia chips, and printers. The company operates in an industry known for its long cycle times, with it taking approximately 14 weeks to build a product from scratch. This poses a challenge as customers generally do not want to wait that long. In order to meet customer requests, Marvell needed solutions to help manage its inventory and position it at the right point in the supply chain. One of Marvell’s key supply chain objectives is to meet – and exceed – its customers’ expectations. It aims to have the right product in the right place at the right time for delivery to the customer. At the same time, it’s important to drive revenue, so the company has to manage its inventory carefully and have a good supply chain in place – one that can be changed rapidly to meet customer requests. This enables Marvell to bring products to market faster, or in certain cases, be flexible enough to shift to a different product when demand changes.

Robinsons Supermarket, a subsidiary of Robinsons Retail Holdings Inc. (RRHI), is the second largest multi-channel retailer in the Philippines. As the business grew, venturing into new regions and adding new segments and sub-formats, their manual processes and legacy systems became too inefficient and limiting. Expansion into new regions and formats created a need to segment their customer base for customized and engaging shelf assortments. The supermarket had to ensure that the products that meet the needs of their customers are always available on shelf. An efficient and equipped supply chain process was needed to address the persistent challenge of on-shelf stock availability.

AEON CO. (M) BHD., a leading multiple-format retailer in Malaysia, was facing challenges in improving store assortments based on localized schematic plans, eliminating out-of-stocks, and maintaining efficient assortment listings to increase customer satisfaction. Speed-to-market was critical in having the right products allocated to the right stores with appropriate volumes to increase sales and minimize out-of-stocks. AEON stressed the importance of cloud-based solutions to reduce implementation time and quickly realize return on investment.

Walgreens, one of the largest drugstore chains in the United States, interacts with more than 10 million consumers a day across its 8000 stores in all 50 states. The company's aggressive expansion plan has resulted in a Walgreens store being located within five miles of approximately 76 percent of Americans. While this makes it extremely convenient for consumers to access the company’s wide range of products and services, it creates a significant logistic challenge for the retailer’s supply chain planners. Prior to implementing JDA Transportation Management, Walgreens relied on legacy software tools which were not able to keep up with the speed and complexity of the company's logistics operations.

L.L.Bean, an American apparel and outdoor retailer, has been facing challenges as its business expands. The company, which employs around 5,000 people year-round and up to 10,000 during peak sales season, has been struggling to accurately predict market trends and invest in the right products for the upcoming year. Speed of delivery is a crucial aspect of L.L.Bean's business model, as the company prides itself on its customer service. Therefore, ensuring that products reach customers in a timely manner is of utmost importance.

Asian Paints’ decorative division produces more than 1,600 standard paint product stock-keeping units (SKUs) and many made-to-order (MTO) formulations. This dynamic production environment requires a sophisticated and robust supply chain. Asian Paints applies advanced master planning technologies to decide which products should be produced at which manufacturing plants, incorporating variables such as cost and demand volume, capacity, current inventory levels, environmental requirements and other factors. Asian Paint’s goals were to reduce inventory levels and manual processes, while improving service levels, productivity, overall production and safety stock planning.

DHL Supply Chain, a leading third-party logistics company, is on a mission to establish its technology leadership through its Accelerated Digitalization Initiative. A key goal of this initiative is to incorporate automation and robotics at more than 2000 sites globally. However, orchestrating this implementation from a global perspective posed a significant challenge. The company needed a solution that could seamlessly integrate a range of robotics with its existing warehouse management system (WMS).

DSC Logistics, a third-party logistics (3PL) provider, has grown from a single facility in Chicago to over 50 logistics centers with more than 20 million square feet of space and over 3,000 employees. The company faced the challenge of providing customers with accuracy, damage-free and on-time delivery, safety, and low costs. To meet these challenges, DSC Logistics needed to optimize its systems and gain complete visibility to be effective and efficient at every step. The company's goals were to become experts at managing its labor, ensure that they are the low-cost provider when it comes to labor, raise the level of accountability for everyone in the company, and gain the ability to analyze labor cost impact on ROI for prospective technology initiatives.

JBS Swift & Company, the world's largest beef producer, was facing a challenge with its warehouse management system. The company operates in multiple countries and had three US-based warehouses running different systems. This lack of a common platform was causing inefficiencies, communication issues, and a lack of visibility. The company was already using JDA at one of its warehouses and, after extensive research and consultation with industry analysts, decided to upgrade the JDA solution at its Grand Island, Nebraska site and implement it at the other two facilities. The company chose JDA because the technology was a good match for their needs and the system provided flexibility for process change. JBS Swift & Company has complex supply chain needs, with each warehouse acting as an extension of the manufacturing facility. The company needed to track and manage inventory from receipt in the processing plant, throughout processing, into the warehouse and on to its final retail destination. The company also had to meet additional safety and traceability requirements due to its operation in the food industry.

FleetPride, the largest independent distributor of aftermarket heavy-duty truck and trailer parts in the United States, was facing a significant challenge with its inventory management. Approximately 70% of their inventory, which includes a wide variety of items from small nuts and washers to transmissions and axles, sells less than one unit per month. This resulted in a high level of excess and obsolete (E&O) inventory, particularly at the local branch level. Traditional forecasting methods were not effective for these slow-moving items, as they often represented forecasts as a fraction, creating a misleading picture of demand. FleetPride was using work-arounds to support their slow mover business needs because purpose-built slow mover solutions were not previously available.

Airgas, Inc., the largest distributor of industrial, medical and specialty gases and welding equipment and supplies in the United States, faced unique supply chain challenges due to its large business network. The company had set ambitious goals for growth and profitability, implementing an aggressive business strategy driven by organic growth and numerous core, product line and strategic acquisitions. However, the company’s rapid, acquisition-fueled growth was not supported by its existing systems. Airgas used a mixture of legacy systems and industry-specific solutions to manage demand, but these systems were not integrated and could not scale to keep up with the company’s growth. Each of the company’s 12 regional operating companies ran its own version of a demand management solution, further complicating the need to manage almost 3.5 million items in a complex wholesale distribution environment. As a result, Airgas lacked the enterprise-wide view of supply and demand needed to optimize inventory, reduce costs and drive customer satisfaction.

Avon, the world’s leading direct seller of beauty and related products, markets to women in 143 countries through 4.8 million independent sales representatives. Avon’s products are sold with widely varying product offerings in different countries and through multiple channels including direct, Internet, catalog and outlets. Consolidation and globalization of both competitors and customers and the rapid growth of developing markets has also increased the complexity of the business. As a result, this highly promotions-driven market produces fluctuations in product demand and a complex supply chain. Although Avon’s operations expanded considerably in Europe, the Middle East and Africa (EMEA) in recent years, there was no single central planning function that was responsible for demand, inventory, and supply planning. Production planning at Avon’s three factories — in Poland, Germany and the United Kingdom — was highly manual, inflexible, unresponsive to customers’ requirements and could not support Avon’s planned growth into new markets.

Martins Comercio e Servicos de Distribuicao S/A (Martins), the largest wholesaler in Brazil, operates a vast and complex distribution system. The company sells 13,000 individual stock-keeping units (SKUs), covers more than 34 million kilometers annually, manages 165,000 square meters of warehousing space, and operates a state-of-the-art fleet of nearly 1,200 delivery vehicles. Despite its size, the company operates on slim margins, making it crucial for Martins to work as effectively and productively as possible. The company needed to optimize every aspect of its operations, from purchasing from vendors to delivering to customers, to maximize its tight profit margins. One of the key areas identified for optimization was inventory management. The company realized that it could save a significant amount of money by minimizing overstocks and optimizing its inventory.

Cummins Global Logistics (CGL), a unit of Cummins, a leading global provider of diesel and natural gas engines and related technologies, was facing challenges in improving the efficiency of its warehouse operations to provide better aftermarket support for its customers. The company's in-house warehouse management system (WMS) was outdated and provided less automation than what was required to support the company’s growth. The company was in need of a sophisticated distribution network that could fulfill orders quickly and accurately to support customers in approximately 190 countries.

El Palacio de Hierro, a Mexico City-based upscale department store chain, was facing a period of rapid growth, with predictions of a 521 percent increase. Their existing warehouse management system (WMS) was outdated and frequently experienced downtime, which was impacting their service to customers and stores. The company was supporting deliveries of omni-channel orders to customers and its over 200 stores from a 430,000 sq. ft. distribution center (DC) in Mexico City. The outdated WMS, servers, and database resulted in capacity and response time issues, as well as frequent downtime. With the predicted rapid growth and goals for improved customer service, including delivery of everything from e-commerce orders to major appliances, El Palacio de Hierro needed a new WMS to support all DC functions efficiently with 100% product availability and 99%+ order accuracy.

Coca-Cola Bottling Company Consolidated (CCBCC) was facing challenges in managing dynamic sales volumes, maintaining customer service levels, and providing better visibility into demand drivers across different shapes, sizes, and flavors of refreshment in real time. The company was also struggling with the complexity of dealing with more suppliers and their specific packaging constraints. The need for a higher degree of micro-marketing at the channel and chain-store level further complicated matters as each side fits into different package categories.

Würth International, a global wholesaler specializing in the sale of fastening and assembly materials, was facing challenges with its supply chain. With warehouse locations all over Europe and many separate suppliers, the company had very limited transparency into demand across its day-to-day operations and could not support its growth initiatives. The company was experiencing stock shortages and extended delays as goods passed through its supply chain, known as the “bullwhip” effect. To reduce these issues, the company realized it needed a new solution in order to gain much-needed insight into customer demand and a more efficient, automated replenishment process. Würth International required an approach that would increase demand visibility and allow the company to garner the resulting benefits, including inventory reduction, decreased product obsolescence, improved customer service levels and purchasing, as well as achieve material management efficiencies.

The hospitality industry is facing a new price war due to market transparency and the rapid growth of Internet bookings. This has created significant challenges for hotel operators, including Carlson Hotels, which is constantly looking for ways to differentiate itself and maximize its revenue in this competitive, price-driven environment. Traditional yield management is only sporadically effective when market conditions lead to fewer sold-out nights. Carlson Hotels identified a need for a more sophisticated method of matching rates to actual demand so they could measure their success based not only on occupancy rates, but also on the revenues generated by individual bookings and the value of 'missed opportunities' caused by quoting higher prices during a low-demand cycle.