ORSAY, a vertically organized fast-fashion retailer, manages the complete supply chain, from design to production and selling. The company offers an up-to-date product range — a large selection of trendy styles and classical looks that customers are looking for right now. Because fashion trends are always changing, ORSAY is challenged to manage the pricing of its products across their life cycle — maximizing profits, but also ensuring that clothing will sell before it becomes outdated. ORSAY’s goals were to increase revenues and margins via fewer markdowns, reduce inventory costs by clearing stock more efficiently, improve staff productivity, and enhance shoppers’ satisfaction by meeting their merchandise and pricing expectations.

ATL, a fast-growing family-owned business offering mission-critical warehousing and logistics solutions to automotive, food and beverage, and packaging companies, among others, was facing challenges with its existing warehousing management system (WMS). The system lacked the flexibility and systematic traceability required to enable growth in the warehousing arm of the business and diversify in new products that required multi-level tracking. With plans to double business size over the next five years, accurate management and control of day-to-day warehouse operations was critical. The company needed a solution that could improve the speed and accuracy of its warehousing and logistics activities.

Americold, the world's largest temperature-controlled warehousing and distribution services provider, was facing challenges with its legacy warehouse management and labor management systems. These systems lacked the flexibility to adapt quickly to the fast-evolving marketplace. Americold needed to increase the productivity and efficiency of their logistics personnel to meet growing customer demand. The company also aimed to drive innovation in the cold-chain industry as the hub between food manufacturers and retailers, which required advanced capabilities and efficiencies not available from their legacy solutions. To address evolving customer requirements and develop new and innovative supply chain solutions, including cross-docking capabilities and other value-add products and services specifically designed to complement traditional temperature-controlled supply chain activities, Americold needed to upgrade from its legacy warehouse and labor management solutions.

Gousto, a London-based recipe box service, was facing a significant challenge due to its exponential growth in consumer demand and increasing product offerings. The company buys products like rice and potatoes in bulk, then these are broken down into smaller quantities. These ingredients support the assembly of 40 different weekly recipes. As specific work orders are created, about 60 unique SKUs are assembled into each individual box, which is then shipped to the consumer. Because many ingredients are perishable, or have special handling needs, time is always of the essence. The company's volume has grown considerably since 2012, increasing their warehouse logistics challenges significantly. The global market for meal kits is projected to reach $10 billion in sales by 2020, indicating that Gousto's growth is expected to continue.

Gedimat, a member cooperative with approximately 500 independent dealers in France and Belgium, is the second-largest home improvement player in the French market. The company's success is largely dependent on the in-store retail experience it provides, as customers rely on their local store for trusted advice and information. Speed of delivery is also crucial, especially during busy seasons and when new products are being introduced. However, Gedimat's old sales and merchandising solution lacked the analytical capabilities needed to support their large retail cooperative and build better relationships with suppliers and manufacturers. The company also wanted to automate time-consuming manual tasks to increase productivity and efficiency and better serve their dealers.

Kaufland, a supermarket chain active throughout Europe with about 1,200 stores, offers a range of around 60,000 items to its customers. The main product focus includes fresh food comprised of fruit and vegetables, dairy, meat and fish. The range also includes household goods, electronics, textiles, stationery, toys and seasonal items, as well as weekly promotional merchandise. Kaufland set itself the ambitious goal of automating the replenishment process in its fresh meat division, as their existing supply chain processes had reached their limits.

Michelin, a leading tire manufacturer, faced increased supply chain complexity due to scarce capacity, a growing portfolio of tire types, and a significant increase in parts resulting from the company’s innovation efforts. The market in which the company operates had also become increasingly volatile and competitive, as well as impacted by seasonal demand. After analyzing its existing S&OP decision-making process, several potential improvements were identified including undetected opportunities, risks, and constraints. Legacy tools and processes used by the Michelin business units were heterogeneous and didn’t have the flexibility necessary to support its S&OP transformation.

Compañía Cervecerías Unidas S.A. (CCU), Chilé’s largest brewery, was anticipating a 30% growth in order volume which would flow through their main distribution center (DC) in Curauma. They wanted to accommodate this growth with existing facilities and personnel. The company wanted full control over all warehousing operations through a single technology solution to drive greater efficiency and throughput. They also wanted to optimize its processes and use of personnel in order to improve its delivery speed and customer service.

Campbell Arnott’s, a player in the fast-moving consumer goods (FMCG) market, faced increasing competition and cost pressures across the supply chain. The company needed to adapt to new consumer trends and competitive strategies implemented by retailers. Amid these dynamic factors, Campbell Arnott’s recognized the need to ensure their teams continue to do their jobs efficiently and have the technology that supports the process of continuous improvement. The company sought to improve forecast accuracy, reduce stock-outs, and decrease inventory levels. They also aimed to create alignment across supply and demand planning to drive greater operational synergies.

International fashion retailer bonprix was struggling with outdated pricing and promotion systems, using rigid price-conversion tables. The company was facing high prices for many products in the highly competitive Russian market, leading to rising costs and falling profits. To modernize internal processes and meet the complex and changing market demands, the online German shop needed an automated solution to achieve consistent and granular price optimization with varying parameters for different countries. With five house brands in 30 countries, it was imperative the solution be seamless and effective.

Globus CR, a part of the Globus Group, operates in three countries with a total of 47 hypermarkets, 91 DIY stores, and six electronics stores in Germany, 15 full-range stores in the Czech Republic, 15 in Russia, and two DIY stores in Luxembourg. The company was facing challenges with its supply chain management strategy, particularly in the areas of promotion and inventory replenishment. The market landscape they operate in is extremely promotion and price-driven, and their promotion planning processes were manual and cumbersome. This resulted in high leftover stocks after promotions and high planning and handling costs. The increasing labor costs were driving the need for automation. The company was also struggling with maintaining both promotion leftovers and out-of-stocks at a reasonable level due to data insights and planning activities being housed across different parts of the business.

Tesco, the world’s third-largest retailer, operates over 6000 stores across Europe and Asia, offering a wide product range, from groceries to clothing and electronics. The company produces one million planograms and 125,000 store floorplan changes annually. For over 20 years, Tesco has relied on Blue Yonder solutions to ensure the fast, accurate generation of these planograms. More than 100 colleagues at Tesco use Blue Yonder solutions. However, the company faced a challenge in maintaining software knowledge and best practices as the workforce evolved. The traditional on-the-job learning and peer training methods were not efficient enough to capture best practices that lead to higher-quality plans.

Wegmans, a family-owned supermarket chain with over 100 stores across the northeast and midAtlantic states, operates a private fleet to transport fresh, frozen, and dry foods and ingredients to their network of stores. However, with a network of this size and complexity, Wegmans wondered if they were getting the most utility possible from their fleet investments. The challenges they faced included tight store delivery windows, which limited opportunities for order consolidation or routing options, routing restrictions by type of commodity being shipped, and virtually no visibility to cost savings available from the use of backhauls.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

International fashion retailer bonprix, which operates an online shop with five house brands in 30 countries, was forced to reevaluate their pricing strategy due to the COVID-19 pandemic. Since 2014, bonprix has employed Blue Yonder’s pricing capabilities as a purely market-driven pricing tool. However, the sudden and drastic shift in the marketplace due to the pandemic required them to take more factors into account regarding individual stock and demand. The supply chain was heavily disrupted, and the supply of goods was no longer guaranteed. As a result, bonprix faced both overstocking and understocking of products due to delayed and canceled orders.

Accel Logistics, a leader in the Mexican logistics market, has been using Blue Yonder’s warehouse management solution to streamline processes in its 19 distribution centers. This has resulted in cost reductions, productivity growth, and superior customer service. However, the recent surge in market demand for logistics has also brought about an increase in demand volatility. Accel needed to improve its speed and agility to keep up with this unpredictable demand.

Retailer CR Vanguard (CRV), part of the CR Group, operates more than 3,240 stores across China, with total sales revenue of nearly 90 billion yuan. As one of the largest retailers in China, CRV must strategically orchestrate planning and merchandising across these stores in multiple formats, including hypermarkets, supermarkets, and convenience stores. The company's objective is to be customer-centric by leveraging best-in-class technology to understand and meet shopper needs, even as demand volatility increases. However, CRV's demand planning was accomplished by a homegrown solution that failed to capture the complexity of 3,000 stores, multiple formats, and localized shopper needs.

Lenzing Group, a supplier of high-quality botanic cellulose fibers to the global fashion industry, is committed to sustainability. The fashion industry is responsible for 10% of global carbon emissions and 20% of the world’s waste water. Lenzing aims to minimize its environmental impacts and become carbon-neutral by 2050. However, the company lacked the transparency to achieve this goal. Five years ago, Lenzing was struggling with an uncontrolled propagation of Excel planning spreadsheets. The lack of transparency and agreement was a significant problem, especially across the fragmented, large, extended fashion supply chain. When conditions changed, it took Lenzing three or four months to respond, leading to significant environmental impacts such as waste from overproduction.

Armada, a supply chain solutions provider with approximately $4.0 billion in revenues, was focused on enabling next-generation supply chain orchestration solutions. The company wanted to create a digital thread across the network that would enhance real-time visibility and connectivity of network stakeholders, leading to greater agility and responsiveness in the face of inevitable disruptions. Armada moves nearly 100 million cases annually and approximately 450,000 truckloads with speed and agility. One in eight US consumers benefits from Armada’s services each day. The company was looking for a solution that could help them maximize the value of its end-to-end solutions for existing clients while also attracting new ones.

HERBL Solutions, California’s largest cannabis distributor and supply chain solutions company, experienced rapid growth as demand for cannabis products exploded. The company grew from $20 million in revenues to $200 million in just three years. This rapid growth presented a challenge for HERBL to serve the growing demand profitably while also meeting strict regulatory requirements and supporting its retail partners. The cannabis industry is strictly regulated, which places huge pressures on all supply chain processes. HERBL needed a solution that could easily meet regulatory requirements and support the level of visibility and transparency needed to track and trace all their products in real-time.

Founded in 2014, HappyFresh is the fastest-growing online grocery platform in Southeast Asia, with its own delivery fleet and network of darkstore centers. The company serves millions of consumers in 14 cities, partners with over 300 supermarkets, and employs over 500 associates across Indonesia, Malaysia and Thailand. As demand increased for online grocery delivery, HappyFresh needed to digitally transform its warehouse operations to maintain its high level of real-time responsiveness, including customized order handling and delivery in as little as one hour.