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Groomed for Success: Petco Increases Revenues with Blue Yonder
Petco, the largest U.S. retailer of pet products and services, headquartered in San Diego, California, faced a challenge in response to emerging customer commerce needs. The company decided to create and deploy a buy online pick up in-store (BOPOS) capability in an accelerated timeframe. The requirements of the project included providing accurate and reliable inventory availability levels to both online and in-store consumers. Petco's technical architecture was composed of multiple disparate platforms, prohibiting the ability to achieve a single view of inventory and enable the new BOPIS capability at the scale and performance level required for the emerging needs of Petco.com.
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Constellation Brands Takes a Spirited Approach to Category Management
Constellation Brands, a leading producer, marketer, and manufacturer of beer, wine, and spirits, faced a challenge in maximizing its category item impact on shelf due to the expansion of brands and SKUs offered in stores. The company was relying on historical data in a fast-paced market, which was not sufficient to keep up with the rapidly changing demand. The company needed a solution that could incorporate forward-looking data and predictive analytics into its space plans to support growth and maximize the value of assortment over the longer term.
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Rexall’s Prescription for Success
Rexall, a Canadian retail pharmaceutical company, was facing challenges due to its reliance on older technology and processes. The store replenishment process was initiated at the store level based on the results of daily physical inventory counts that leveraged handheld RF technology. Store managers had limited visibility to future store-level demand pattern changes, item cannibalization, safety stock requirements or days coverage prior to placing these manual orders. This resulted in frequent demand-supply imbalances. Additionally, purchase orders to vendors were conducted via non-EDI channels with patterns and volatility that resembled the patterns within the stores, causing similar imbalances with the DCs. As such, the organization sought to establish an advanced planning model that would eliminate the extremely labor intensive and manual replenishment process.
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Bayer’s Digital Logistics Transformation
Bayer, formerly Monsanto, identified the need to standardize its end-to-end transportation processes globally, which previously followed different practices across operating regions. The company's logistics processes required responsiveness to meet time-sensitive customer demands, a pressure that was intensified by the company’s continuing growth in its global markets. The critical need for standardization paired with seasonality challenges, road transportation challenges and lacking adequate tools and processes to provide visibility into logistics raised awareness around the need for a complete digital logistics overhaul. Bayer’s goal was to improve the customer experience that could consistently provide better information to their customers, while staying efficient.
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Improving Factory Planning at BIC
BIC, a world leader in stationary, lighters, and shaver products, was facing challenges with its manual sequencing process at its Charlotte packaging facility. The process could only look out three days, limiting their ability to take advantage of improved production planning. The three-day rolling schedule resulted in frequent, expensive, and time-consuming changeovers. Moreover, the Charlotte facility was nearing capacity and would require capital investment in a new facility if production throughput could not be increased.
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Mahindra & Mahindra Increases Revenues by 10% via Inventory Optimization
Mahindra & Mahindra Farm Equipment, part of the $20 billion Mahindra Group, is the world’s number-one tractor company by volume. Its Spares Business Unit (SBU) provides genuine vehicle and tractor spare parts via advanced capabilities in sourcing, assembling, warehousing and distribution. However, the SBU was losing sales revenues due to stockouts and tight working capital as a result of its high inventory investments. The business was relying on manual analysis and Excel spreadsheets to create demand and supply plans, but they were not adequate for the complexity and scale of the challenge. To gain greater responsiveness and ensure the availability of spares for different demand patterns, Mahindra sought Blue Yonder’s expertise and advanced technologies to optimize its parts inventories, spanning 100,000 SKUs and 21 distribution centers.
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McKesson Canada Optimizes Demand and Supply Planning
McKesson Canada, a company with annual revenues in the billions, serves millions of customers every day, delivering more than one-third of all prescription drugs in Canada. The company’s global supply chain manages over 250,000 distinct product SKUs. McKesson Canada was challenged to optimize its inbound products, and the inventory in its 13 distribution centers (DCs), via an outdated legacy system. New technology was needed to meet growing customer requirements, support revenue gains, manage supply-side disruptions, and increase accuracy and efficiency. McKesson Canada partnered with Blue Yonder to manage product flow into its DCs, as well as inventory levels. The stakes are high: billions of dollars in product acquisitions and over $1 billion of inventory are managed through Blue Yonder.
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Marks & Spencer Maximizes Agility via Cloud-Based Planning
Marks & Spencer, a leading multinational retailer based in London, has been relying on Blue Yonder’s demand and fulfillment solutions, as well as workforce management, to optimize processes, manage complexity, and support responsiveness. However, the company needed to migrate all its Blue Yonder solutions to the cloud to achieve higher levels of agility and increased supply chain speed to provide the best service for customers. The challenge was to minimize business disruptions during the cloud migration as Blue Yonder demand and fulfillment is one of their mission-critical applications, which generates orders for their downstream systems. The company could not afford for their stores not to be replenished each day.
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Building a Platform for Transportation Optimization at Anheuser-Busch
Anheuser-Busch, a company with over 160 years of history, owns and operates more than 120 facilities, including breweries, wholesaler distribution centers, agricultural facilities and packaging plants, employing more than 19,000 people. The company was facing a challenge in strategically orchestrating transportation needs across its production plants, warehouses and verticals such as metal container manufacturing facilities. The company was struggling to manage transportation demand and delivery across this complex network using an outdated technology solution. The need for a unified platform for always-on transportation optimization was evident. The company required a digital chain, from order creation to delivery, to gain greater control over transportation spending and to have real-time visibility and orchestration across the network.
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Alnatura Grows Revenues via Optimal Product Placement
Alnatura, an organic supermarket chain operating 139 supermarkets across Germany, faced a challenge in managing its tight space constraints while maximizing product availability and minimizing stock-outs. This was particularly difficult due to the diverse local preferences across its markets and the high costs associated with waste in fresh foods. The company needed to drive more automation, greater accuracy and localization, and increased efficiency for its category management and space planning activities.
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Supported by Blue Yonder, Traxion Leads in Speed and Service
Traxion, Mexico's largest logistics provider, has experienced a 28-fold growth since its inception in 2011. With a fleet of 8,000 vehicles and over 1,000 customers, Traxion is three times the size of its nearest competitor. As Traxion's customer base grows, so do customer requirements. The company needs to maximize its speed and responsiveness, while also controlling costs and ensuring profitability. The Mexican third-party logistics market was growing up to 25% per year before 2020. The pandemic dramatically accelerated that growth, with e-commerce in Mexico doubling in 2020, compressing three years of logistics demand into just one year.
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Supermercados Peruanos Achieves Accurate, Low-Touch Daily Forecasting
Supermercados Peruanos, the largest supermarket chain in Peru, was struggling to accurately forecast demand for fresh and ultra-fresh foods such as produce and meat. The retailer was using a manual and decentralized process, relying on Excel spreadsheets and manual processes to forecast ultra-fresh products, based on history. This approach was revealed to be problematic during the pandemic, as it was unable to manage uncertainty and go beyond human cognition. The company needed an advanced, automated tool that could manage uncertainty and go beyond human cognition. They have millions of dollars invested at their distribution centers and needed to protect those investments with precision, not with averages.
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Angelini Beauty Simplifies Demand Planning with Blue Yonder
Angelini Beauty, a leading global manufacturer and distributor of fragrances and cosmetics, faced challenges in accurately predicting demand and defining profitable stock levels due to the seasonal and trendy nature of its products and the geographically scattered markets it serves. The company operates in 85 markets worldwide, which means it has a lot of demand variability based on seasonality and shopper preference, not to mention trendy and short-lifecycle products. Prior to partnering with Blue Yonder, Angelini Beauty relied on manual analysis and had no real visibility to actual demand. Their processes were slow and inaccurate.
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DHL Optimizes Transportation Processes to Deliver Success
As the world’s largest express and logistics provider, DHL strives daily to meet its customer requirements by optimizing schedules, loads and processes within its current business constraints. This entails finding the most cost-efficient solutions for determining servicing locations, maximizing transportation costs and identifying consolidation opportunities. The company needed to gain a better understanding of how to quickly provide solutions customer projects and needed more flexibility and agility in controlling their vast network of operations. DHL’s goals were to enable transportation cost savings, improve optimization exercises and communication of results, replicate and evaluate business scenarios and understand the impact of various variables on proposed transportation solutions.
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Morrisons Simplifies Fresh Food Clearance with Blue Yonder
Morrisons, one of the largest grocers in the UK, operates nearly 500 stores serving 11 million customers weekly. The company prides itself on its in-store point of difference - Market Street - which includes fresh food counters offering fresh butchery, seafood, delicatessen and bakery products. However, as fresh products have a relatively short shelf life, Morrisons was conducting three manual markdown events daily. Often, the price was too low and eroded margins or, conversely, it was too high and products failed to sell. The company estimated that it could save millions of pounds in labor by having an automated, optimized pricing solution.
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Clipper Logistics Meets Retailers’ Demand for Speed and Accuracy
Clipper Logistics, a leading independent logistics company in the UK, is faced with the challenge of delivering an extreme level of speed, efficiency, accuracy, and responsiveness in providing warehouse and fulfillment services to its retail clients. As demand volatility increases and customer expectations grow, Clipper needs the most advanced technology available. The company is tasked with managing massive product volumes and large numbers of returns for its retail customers. The goal is to release inventory on 24 hours’ notice so retailers can move fast and maximize their full-margin sales. Furthermore, the company needs to manage the uncertainty in retail by being agile, flexible, and innovative.
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With Blue Yonder, Prinsel is Positioned for Profitable Growth
Prinsel, a leading importer and distributor of toys and children's products in Mexico and Central America, was facing challenges in managing its two busy distribution centers. The centers handle over 1,000 SKUs, 7,000 shipments, and 2.5 million individual boxes each year. The warehouses were managed by manual processes, making it difficult to locate and ship products. This lack of visibility negatively impacted both customer service levels and financial results. The company was struggling to meet order deadlines due to the time-consuming manual processes and lack of understanding of warehouse capacity.
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wilko Meets Local Shopper Needs and Drives Profits with Blue Yonder
Founded in 1930, wilko is a leading UK homes and gardens retailer, with over 400 stores. Despite its growth, the company faced challenges in collecting and applying local shopper data, which led to poorly performing product assortments and visual displays. The lack of a data-driven strategy resulted in inefficiencies in the planning team and a lack of agility in responding to market changes. The company needed a solution that would make the planning team more efficient, more agile, and more driven by facts.
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MIG Fashions Higher Profits with Blue Yonder’s Pricing Solution
Marketing Investment Group (MIG), a leading retailer of footwear and clothing in Central and Eastern Europe, was struggling with the complexity of optimally pricing thousands of items across multiple countries, currencies, and channels. The company operates more than 400 stores and over 20 ecommerce platforms, with multiple retail brands, including regular-price stores and outlets, in 11 countries. The manual methods and consumer-grade tools they were using were not sufficient to optimize pricing across all these variables. The process was complex, tedious, and error-prone, leading to a lot of markdowns and inability to change prices frequently.
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Sally Beauty Faces the Future with Blue Yonder
Sally Beauty Holdings, a retailer and distributor of professional beauty supplies, was facing the challenge of managing the complexity of demand planning, fulfillment execution, and category management across two very different markets. The company operates two business units: Sally Beauty Supply, aimed at consumers, and Beauty Systems Group, which targets professional stylists. With 20,000 SKUs, 5,000 stores, and annual revenues of over $3.9 billion, the company needed to increase visibility, responsiveness, and revenues while also managing costs. The pandemic further complicated matters by causing a rapid shift in consumer behaviors and a 30% increase in the rate of buy online/pickup in store (BOPIS) orders.
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Amway’s Global Supply Chain Runs on Blue Yonder
Amway, a global company selling health, beauty, and home care products in over 100 countries, was facing inconsistencies in its supply chain and logistics processes as it expanded into new regions. The company's annual sales exceed $8 billion, and managing the supply chain for such a vast operation was becoming increasingly complex. The company had a long-standing partnership with Blue Yonder, which had helped unify the global supply chain and deliver more consistent results. However, Amway was looking to further improve its operations by migrating its Blue Yonder solutions to a software-as-a-service (SaaS) delivery model. This move was aimed at maximizing speed, capacity, and agility, while minimizing Amway’s total cost of ownership.
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TNT Quenches Its Thirst for Warehouse Efficiency
ThaiNamthip (TNT), Coca-Cola’s bottling partner in Thailand, was facing challenges in optimizing its warehouse operations. The company aimed to increase the productivity of both human workers and physical assets while minimizing errors. TNT's goal was to replace time-consuming, paper-based manual processes with speed and automation. As part of a long-term effort to digitalize its entire supply chain, TNT sought a solution that could help it maintain its market leadership position in the carbonated beverages market. The company recognized that continued investment in new technologies was crucial for its long-term success.
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SuperFrio Optimizes Its Cold Chain Logistics with Blue Yonder
SuperFrio, South America’s leader in refrigerated logistics, operates 22 distribution centers across Brazil and has five more under construction. To support its ambitious growth plans, the company decided to replace its legacy warehouse software and manual processes with a new level of speed and automation. The aim was to standardize processes and improve quality, accuracy, efficiency, and customer responsiveness. SuperFrio's warehouse operations are complex, with 10,000 stored SKUs, 300,000 pallet positions, and 15,000 vehicles dispatched monthly across 22 distribution centers.
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PVH Masters End-to-End Planning for Global Retail Brands
PVH, a U.S.-based retailer with a diversified portfolio of brands including CALVIN KLEIN, Tommy Hilfiger, Van Heusen, and IZOD, aimed to enable end-to-end global planning across multiple brands. As one of the largest global apparel companies reporting $8.2 billion in 2016 revenues, visibility of products from creation through the end consumer’s purchase was crucial. The company needed to ensure they were using their data properly, sending out the right demand, and contracting correctly with their factories without overcapacity.
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Real-time Call Center Monitoring
A leading cloud-based communications technology company that offers hosted contact center services needed a way to improve performance metrics, eliminate the guessing game of problem resolution and dramatically increase customer satisfaction. To attain this, they wanted a unified view into their infrastructure that would allow them to monitor calls in real-time. In the battle for consumer loyalty, the contact center is at the heart of customer care strategies. It is the central hub of communications and customer service for enterprises and is responsible for the vast majority of consumer interactions and service-related transactions in today's market. The customer service touch points—such as resolving a complaint, taking an order, renewing a warranty or up-selling a product—are pivotal in accomplishing strategic business objectives.
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Leading Cable TV and Telecom Provider Enhances Customer Experience with A Customer 360 View Using Gathr
The customer, a cable TV and telecom provider operating in over nine US states and serving nearly 5 million customers, was facing intense competition from traditional players and new digital players like Netflix, Amazon Prime, Roku, and more. These digital players were using predictive analytics and machine learning to deliver highly personalized, contextual, and content-driven interactions. The customer was experiencing a steady decline in demand and high churn rates. They lacked proactive and contextualized customer service, with their data analytics restricted to a historical analysis of a limited set of monthly calls. The absence of real-time dashboards and lack of customer data enrichment prohibited contextualization. Their technology stack was not equipped to analyze large volumes of disparate data in real-time.
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Power massive scale, real-time data processing by modernizing legacy ETL frameworks
Enterprises need to analyze large volumes of data from various sources in real-time to make strategic business decisions. They often create custom frameworks to process these large data sets, which can lead to technical debt and dependency on IT teams who understand the historical choices made during the initial platform designs. This can risk impacting businesses and increase customization costs. The customer, a leading security and intelligence software provider, wanted to modernize their existing big data applications. They were looking for an easy-to-use and scalable solution that could process 1.5 billion transactions generated per day from multiple real-time feeds. They needed a near-zero-code solution for ETL processing jobs that could perform real-time ingestion and complex processing, ensure high throughput while indexing and storing, and detect anomalies in transactions.
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Real-time Driver Profiling & Risk Assessment For usage-based Insurance with Gathr
The auto insurance industry is increasingly investing in connected car solutions to offer simplified, transparent, and flexible products and pricing options. Usage-based insurance is a voluntary, behavior-based insurance program that uses analytics to create highly personalized and dynamic plans based not only on the driver’s age and other demographics, but also accounts for the driver’s behavior, risks related to a vehicle, and external factors such as driving conditions and weather. A leading auto insurance provider chose Gathr to ingest, transform, enrich, analyze and store automotive telematics data in real-time to build an end-to-end analytics application for driver profiling & individual risk assessment, and subsequently offer dynamic, usage-based, plans to its customers.
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Real-time Insider Threat Detection using Machine Learning
Insider threats are a significant cybersecurity risk to banks, becoming more frequent, harder to detect, and more complex to prevent. These threats can include employees mishandling user credentials and account data, lack of system controls, responding to phishing emails, or regulatory violations. The bank's traditional threat detection relied on setting static rule-based alerts on users' activities, which resulted in a high number of irrelevant flags when applied to thousands of users. The bank's current relational technology stack was proving to be too expensive and inflexible, limiting the bank to processing data from only 15-20% of hundreds of sensitive customer-facing and operational applications. It took almost 2 years for the solution to move a single use case to production, making it difficult for the bank to scale out.
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Cloud Infrastructure Optimization
The company, a leading IT services and consulting provider catering to B2B sales, marketing, and customer success departments, was facing difficulties in optimizing and making the most of its cloud investments. The challenges included expensive VM sprawl, limited visibility into resource consumption and costs, and a lack of readiness for migration to a containerized environment. The company has a significant presence, with over 3000 employees and operations in over 170 countries. However, these challenges were hindering its ability to fully leverage its cloud infrastructure and achieve cost-efficiency, scalability, and availability goals.
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