Blue Yonder Case Studies Managing Rapid Growth

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	Managing Rapid Growth Blue Yonder

Managing Rapid Growth

Blue Yonder

Technology Category	Functional Applications - Enterprise Resource Planning Systems (ERP) Functional Applications - Inventory Management Systems
Applicable Industries	Food & Beverage
Applicable Functions	Logistics & Transportation Warehouse & Inventory Management
Use Cases	Inventory Management Supply Chain Visibility
Services	Cloud Planning, Design & Implementation Services System Integration
Challenge	Glazer’s Distributors, a company selling wine, spirits and malt beverages to big-box retailers, bars, restaurants and liquor stores, was experiencing rapid growth. Its total sales of $400 million in the mid-1990s would eventually reach $3.2 billion by 2010. Its inventory was also expanding to include more than 47,500 individual products, held in 29 regional distribution centers. The company could no longer rely on spreadsheet-based processes and legacy systems, and needed a more sophisticated platform to make faster and better supply chain decisions. The company needed a reliable demand-driven supply chain that focuses on customer service, supports vendor collaboration and optimizes inventory. Read More
About Customer	Glazer’s Distributors is a company that sells wine, spirits and malt beverages to a variety of customers including big-box retailers, bars, restaurants and liquor stores. The company has experienced significant growth over the years, with its total sales increasing from $400 million in the mid-1990s to $3.2 billion by 2010. The company's inventory has also expanded to include more than 47,500 individual products, which are held in 29 regional distribution centers. To manage this growth and the changing industry landscape, Glazer’s realized that it needed new supply chain planning and collaboration solutions. Read More
Solution	To support future growth, Glazer’s turned to JDA Software. The company implemented solutions from JDA’s Category Management and Intelligent Fulfillment™ suites, along with exception-based processes and procedures. As a result, Glazer’s has been able to combine a granular, local level of demand visibility and forecasting with a cost-effective, overarching fulfillment strategy that spans all of its markets. Glazer’s now has a decentralized forecasting process, with all of its demand planning groups operating in each state. The planners forecast at the state level, working with local marketing and sales teams. Then Glazer’s rolls the regional forecasts up into a centralized fulfillment plan, which is used to purchase products centrally back at its corporate headquarters in Dallas. Read More Log in to view content
Contents

Technology Category

Functional Applications - Enterprise Resource Planning Systems (ERP)

Functional Applications - Inventory Management Systems

Applicable Industries

Food & Beverage

Applicable Functions

Logistics & Transportation

Warehouse & Inventory Management

Use Cases

Inventory Management

Supply Chain Visibility

Services

Cloud Planning, Design & Implementation Services

System Integration

Challenge

Glazer’s Distributors, a company selling wine, spirits and malt beverages to big-box retailers, bars, restaurants and liquor stores, was experiencing rapid growth. Its total sales of $400 million in the mid-1990s would eventually reach $3.2 billion by 2010. Its inventory was also expanding to include more than 47,500 individual products, held in 29 regional distribution centers. The company could no longer rely on spreadsheet-based processes and legacy systems, and needed a more sophisticated platform to make faster and better supply chain decisions. The company needed a reliable demand-driven supply chain that focuses on customer service, supports vendor collaboration and optimizes inventory.

About Customer

Glazer’s Distributors is a company that sells wine, spirits and malt beverages to a variety of customers including big-box retailers, bars, restaurants and liquor stores. The company has experienced significant growth over the years, with its total sales increasing from $400 million in the mid-1990s to $3.2 billion by 2010. The company's inventory has also expanded to include more than 47,500 individual products, which are held in 29 regional distribution centers. To manage this growth and the changing industry landscape, Glazer’s realized that it needed new supply chain planning and collaboration solutions.

Solution

To support future growth, Glazer’s turned to JDA Software. The company implemented solutions from JDA’s Category Management and Intelligent Fulfillment™ suites, along with exception-based processes and procedures. As a result, Glazer’s has been able to combine a granular, local level of demand visibility and forecasting with a cost-effective, overarching fulfillment strategy that spans all of its markets. Glazer’s now has a decentralized forecasting process, with all of its demand planning groups operating in each state. The planners forecast at the state level, working with local marketing and sales teams. Then Glazer’s rolls the regional forecasts up into a centralized fulfillment plan, which is used to purchase products centrally back at its corporate headquarters in Dallas.

Impact #1	Improved inventory turns by more than 60 percent
Impact #2	Improved customer service rates by 2-3 percent
Impact #3	Increased fill rates by 7 percent for a strategic vendor in the first year through CPFR program

Impact #1

Improved inventory turns by more than 60 percent

Impact #2

Improved customer service rates by 2-3 percent

Impact #3

Increased fill rates by 7 percent for a strategic vendor in the first year through CPFR program

Benefit #1	Sales growth from $400 million in the mid-1990s to $3.2 billion by 2010
Benefit #2	Expansion of inventory to include more than 47,500 individual products
Benefit #3	Implementation of a decentralized forecasting process with demand planning groups operating in each state

Benefit #1

Sales growth from $400 million in the mid-1990s to $3.2 billion by 2010

Benefit #2

Expansion of inventory to include more than 47,500 individual products

Benefit #3

Implementation of a decentralized forecasting process with demand planning groups operating in each state

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Overview

Managing Rapid Growth

Operational Impact

Quantitative Benefit