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.

Kimberly-Clark, a global leader in the consumer products industry, was seeking ways to improve its transportation management process with the aim of reducing overall freight costs, improving service, and gaining efficiency. The company challenged its business support groups, including transportation, to drive additional savings across the organization. The transportation executives at Kimberly-Clark considered a number of software vendors to solve these challenges before ultimately choosing JDA Software’s Intelligent Fulfillment™ solutions. The company was looking for a solution that could provide the best optimization capabilities to drive the type of freight savings needed in the transportation organization at Kimberly-Clark.

Ariztía, the second largest chicken and poultry producer in Chile, was facing challenges in managing its short shelf life products. The company's products, which are shipped either fresh or frozen to customers, required tight inventory control to assure freshness. This was of paramount importance to Ariztía as it directly impacted their mission to provide quality products and excellent service to their customers. The company also strongly believed in the value of training and education to improve employee productivity. However, assuring freshness mandated strict adherence to first expired/first out inventory turnover practices, which was proving to be a challenge.

Harris Teeter, a North Carolina-based subsidiary of The Kroger Co., operates over 265 retail locations, 52 fuel centers, three distribution centers, and a dairy manufacturing operation. The company needed an enterprise-wide workforce management platform to drive associate engagement, efficiency, and customer satisfaction. The solution had to reflect and support the culture of diversity and inclusion that is a foundation of their business model. Harris Teeter wanted a workforce management solution that not only supported their continued push for innovation and inclusion but also brought innovative capabilities to the table. The company continuously strives to innovate in the way they serve their customers, which includes having Starbucks locations in stores, offering “Hot Bars” serving pizza by the slice and other chef-prepared foods, omelet stations, sushi stations, burger bars, and beer and wine bars. Their stores also support buy online/pickup in-store (BOPUS) convenience for shoppers.

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.

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.

PepsiCo Latin America, a long-time Blue Yonder customer, was seeking a customer-focused and perfectly synchronized value chain, supported by standardized usage of its supply planning and execution solutions across 16 countries. As demand variability, materials costs and transportation expenses increased, this value chain would enable greater speed, accuracy and responsiveness. The company was looking for a solution that could integrate and roll out its solutions in demand planning, supply planning, inventory optimization, shipment scheduling and promotions across 34 countries.

Lenovo, a $34 billion personal technology company, was seeking to increase the reporting accuracy and efficiency of the sales-order planned ship date functionality within JDA Factory Planner. The company wanted to automate manual processes to enhance productivity and needed on-site assistance to support their information technology (IT) department in solving key issues. Lenovo operates in more than 160 countries and is dedicated to exceptionally engineered PCs and mobile Internet devices. The company's business is built on product innovation, a highly efficient global supply chain, and strong strategic execution.

Lenovo, a global personal technology company, experienced a dramatic expansion of its global presence when it acquired IBM’s personal computing (PC) division in 2005. This acquisition set the stage for rapid organic growth, with the company's revenue increasing from US$13 billion in 2006 to US$21 billion in 2011. However, Lenovo faced a significant challenge in supporting its e-commerce initiatives for its global customer base, which spans six continents. The company's site availability was approximately 89 percent, meaning for every 100 hours, there were 11 hours in which it was unable to transact. This led to lost sales, customer satisfaction issues, and brand issues. Additionally, Lenovo needed a system that could handle unpredictable loads and scale dramatically based on seasonal events.

Swire Beverages, the franchise bottler for all brands of The Coca-Cola Company in Hong Kong, was facing significant supply chain challenges due to the rapid growth of the Coca-Cola brand in China. The company's network of bottling production facilities was under pressure due to the use of a manual system that was reaching its breaking point. Swire needed a solution to manage the forecasted growth of its 10 bottling plants in Central, Eastern and Southern China, as well as the increasing complexity of its products and supply chain. The company was also faced with more demanding customer service levels, and its Advanced Planning and Scheduling (APS) center was tapped to provide planning support for a new supply chain joint venture to service all of China’s bottlers, of which Swire is a significant shareholder. The difficulty in accurate forecasting was compounded by the seasonality of the beverage industry, consumer marketing initiatives and the complexity of Swire Beverages’ nationwide network.

Hibbett Sports, a sporting goods retailer, has grown from a single store in Birmingham, Alabama, to more than 890 stores across the U.S. The company sells sports equipment and apparel from brand leaders such as Nike, Under Armour, adidas, The North Face, and Oakley, as well as fan apparel for college and professional teams that is specific to its local markets. With an average store size of approximately 5,000 square feet, it is critical for the retailer to target its merchandise very carefully to ensure that consumers in every market will find exactly what they’re looking for. To support this localized market strategy, Hibbett Sports has relied on JDA Software’s Retail Planning solution since 2006. As the company expanded into new regions, it realized there were some new challenges it needed to address. The company wanted to gain a better understanding of its regional selling seasons, as well as the differences in merchandise seasonality, in order to move products in and out of the stores quicker.

Mitsubishi Motors North America, Inc. (MMNA) was facing challenges in achieving a high level of supply chain excellence. The company was focusing on three key performance indicators (KPIs) - customer service levels, on-hand inventory objectives, and forecast accuracy targets. However, MMNA’s old forecast module had only one algorithm that was applied to all parts, regardless of whether they were fast-moving or slow-moving parts. This approach was not effective in achieving their KPIs. The company found it difficult to perform analytics on their inventory business. They needed a forecasting tool that was flexible and could support the rigors and stock-keeping unit volumes of an automotive original equipment manufacturer.

Federated Co-operatives Limited (FCL) is a unique business model based on partnership and collaboration. The organization is owned by approximately 235 retail members across Western Canada who sell a wide variety of products, from petroleum to home and building supplies as well as groceries, including fresh produce. FCL provides central wholesaling, manufacturing and administrative services to these locally owned retail co-operatives, creating volume and price efficiencies. FCL’s complex supply chain includes four regional distribution centers, a fleet of nearly 400 trailers and tankers, a petroleum refinery, six plants that produce animal feed, and 10 propane distribution branches. As operations research director, Richard Krause is charged with managing the in-bound supply chain at FCL. “We support the end-to-end solutions for ordering, replenishment, maintaining our inventories in our distribution centers, and having product available for our stores’ needs,” Krause explained. “We’re a very unique company in that we’re owned by our stores. That makes customer service a special priority.”

Kenco, a third-party logistics (3PL) provider, was facing challenges with one of its healthcare customers who was using outdated warehouse management technology with legacy functionality. The customer needed more control, system-directed productivity gains, and the value-added functionality offered by a best-in-class warehouse management solution. The existing technology solution lacked emergency replenishment functionality, which was interfering with their ability to fill orders rapidly and cost-effectively. The legacy solution could not allocate orders to the pick faces without the full quantity available to fill the order, requiring the last few items of a particular lot to be physically moved out of the pick face so the system would generate a replenishment for a new lot to fill orders.

Staples Canada, the country's largest office products company, was seeking a way to operate their offices more efficiently and affordably. They offer a wide range of office supplies, technology, electronics, and office furniture, as well as business services such as computer repair and maintenance, and copy and print services. With over 15,000 associates at more than 330 stores and at its head office in Richmond Hill, Ontario, the company needed a robust solution to manage their extensive inventory and ensure seamless operations. The challenge was to find a solution that could quickly and seamlessly resolve support issues and processes.

Tilly's, a leading specialty retailer of West Coast inspired apparel, footwear, and accessories, was looking to leverage JDA Support Services to enable the consistently high performance of JDA Merchandise Management System (MMS) and JDA Allocation. The company wanted to submit and resolve issues quickly via phone or website, ensure uninterrupted performance of planning and allocation processes, access self-service JDA resources — including webinars and KnowledgeBase — to stay current on JDA solutions, and improve knowledge of solution features for better results.

Talbots, a leading multi-channel retailer, was looking to optimize its merchandise assortment across its 540 stores. The retailer was using a 20-year-old system that was not providing the necessary insights and capabilities to meet customers' needs. The legacy system was manually intensive and had limitations that prevented users from allocating packs and loose product together, as well as viewing sales trends. The company needed a new technology that would enable more accurate and meaningful allocations. The goal was to replace the legacy system with advanced allocation technology that optimizes each store’s potential by placing the right merchandise in the right location at the right time.

Mark’s Work Wearhouse, a retail chain that sells work clothes, boots, business wear, casual wear, and outdoor apparel, faced a challenge in managing its inventory. The company's product complexity and geographic coverage increased over the years, creating merchandising challenges. The company recognized a gap between what and how much they were placing in their stores and what customers actually wanted. For out-of-stock products in specific stores, Mark’s had a customer promise that was expensive to fulfill. The company had a service — Mark’s FastFind — where they would deliver merchandise that’s out-of-stock in a certain size or color to the shopper’s home or local store at no cost to the consumer. However, this commitment was depleting the company's margin due to the vast distances involved in transporting goods across Canada.

Bon Preu, a retail company, was faced with the challenge of managing 14,000 items across all of its stores. Ensuring high levels of product availability and service with such vast product diversity was a daunting task. The company aimed to optimize the performance and profitability of its stores, warehouses, and transportation network, while ensuring that their stores stayed stocked. The goals were to improve store revenues via increased product availability, reduce inventory levels in warehouses, increase profitability through strategic pricing, and enhance overall efficiency and productivity across the supply chain.

Tyco, the world’s largest fire protection and security company, was facing challenges with its distribution and logistics processes which were previously outsourced. The outsourced warehouse management solution was very manual and inefficient. In order to improve service levels and reduce costs, Tyco decided to automate and standardize its distribution and fulfillment environments. The company needed a robust warehouse management solution that could provide a standardized, high-velocity distribution model. The solution had to interface with seven different enterprise resource planning (ERP) systems, driving consistency across the warehouse floor.

TE Connectivity (TE) needed to improve the sales and operations planning (S&OP) processes in each of its business units. The challenge was that every division was approaching this from a different perspective, and many, if not all, were simultaneously managing organizational, process or IT issues. While TE’s global IT organization supported all of the company’s business units, the company did not have a common S&OP platform or tool set, and business units were replicating information across multiple tools. TE needed an S&OP solution with the scalability to handle multiple business units and the ability to support flexible corporate hierarchies and various product coding, customer and other structures. Integration with current enterprise resource planning and other systems, as well as robust exception management capabilities, were also key requirements.

Positec, a China-based manufacturer and marketer of home improvement tools, was facing several challenges in managing its global supply chain. Despite its industry-leading growth and presence in 12 countries, the company's internal tools for managing the supply chain were not up to the mark. Positec lacked an aggregate forecasting tool and intelligent fulfillment capabilities to optimize inventory levels and profitably deploy products. The company had a long replenishment planning cycle that delayed its response times significantly. It also had no real basis for planning at the regional distribution center level and low visibility across its entire global supply chain.

Briggs & Stratton, the world’s largest producer of air-cooled gasoline engines for outdoor power equipment, was facing a challenge in its warehouse labor management. The company's replacement parts division ships aftermarket and service parts worldwide from two facilities. It handles between 70,000 to 75,000 SKUs representing $40 million to $45 million in inventory. Prior to 2003, the Menomonee Falls Distribution Center (MFDC) had no standardized way for associates to do their jobs or to measure productivity. The MFDC management team felt they could get greater productivity if they standardized work methods, set goals and measured results. To help research this hypothesis the University of Wisconsin Supply Chain Consortium conducted a study that suggested there was significant opportunity for return on investment if the MFDC deployed labor management technology.

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.

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.

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).

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.

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.