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.

Grupo Marti, the largest sporting goods retailer in Latin America, was facing challenges with inventory control and out-of-stock conditions in stores due to rapid expansion and reliance on manual processes and Excel spreadsheets for planning replenishments. As the company grew from 39 stores to over 270, these methods proved inadequate. The company was also struggling with maintaining focus on their basic products, which were a significant part of their business. Another challenge was the inability to factor in seasonality and promotions into their replenishment plans. Communication between stores and operations on inventory plans was also a problem. Marti wanted to extend the view of inventory and demand beyond their operations to improve communication with suppliers and optimize the overall supply chain.

Bel Group, a global cheese brand, faced logistics challenges as it expanded its operations internationally. The company had to manage the shipment of highly perishable products over long distances, with transportation times ranging from a single day to three months. Safety stocks, promotional events, and other variables had to be carefully managed to ensure both the availability and freshness of Bel Group’s products. The company needed a solution to support a global sales and operations planning (S&OP) process and provide a consolidated view of demand, capacity, and service levels across its worldwide operations.

Beaver Street Fisheries, a leading wholesaler of seafood and meat, was struggling with operational efficiency, accuracy, and customer responsiveness in its warehouse operations. The company's 25-year-old homegrown legacy system was no longer able to keep up with the increasing customer requirements for special processing requests. The company was running an old school, paper-based, pick-ticket warehouse where employees would choose a pick ticket and then spend anywhere between five and 20 minutes looking for the product to fill the order. This lack of visibility affected productivity in the warehouse. The company also had issues with inventory accuracy, with products in the warehouse that couldn't be located, leading to delays in order fulfillment.

Access Business Group, a full-service outsourced manufacturing and supply chain organization, was facing challenges in maintaining high customer service levels while minimizing inventory at its 11 distribution centers across Russia and Europe. The company was working with outdated supply chain technologies that made it difficult to maintain a balance between rapid fulfillment and tight inventory control. The company had an older warehouse management platform and some homegrown systems that were not sustainable for the future. The lack of standardization of processes and transparency across operations was also a major issue.

GEODIS, a global supply chain operator, manages over 38 million square feet of warehousing in 126 facilities across North America. The company offers flexible and scalable warehousing solutions to its customers, including value-added warehousing, e-commerce and e-fulfillment, support for promotions and product launches, and reverse logistics, among others. Labor productivity is a key to success for all of GEODIS’ operations. As a result, when the company set a goal to boost productivity for its upcoming peak season (September-December), it turned to JDA and JDA’s implementation partner 4SIGHT Supply Chain Group to help update the standards in its workforce management system. The key components GEODIS needed for its labor solution included an incentive program, a labor management system (LMS), and engineered labor standards (ELS).

Sephora China, a leading luxury goods group, was experiencing a disconnect between their stores and main supply chain team due to its tremendous growth over the last few years. The company was facing challenges in improving collaboration with their suppliers and creating localized assortments and planograms for store-level execution. The high-end customers are Sephora China’s focus, and the attractive store display and high-quality customer service are their business key focus points. Therefore, it was crucial for Sephora to find a solution that would help them manage their supply chain more effectively and efficiently, while also catering to the specific needs and preferences of their local customers.

UTi Worldwide, a global business based on air and ocean freight forwarding, was facing a challenge. Its customers were demanding more than just the operational business offering. They wanted enhanced supply chain management services that would optimize their supply chains. UTi's existing IT systems were not equipped for this task as they were primarily geared towards processing orders and not optimizing logistics flows. The company needed a new IT solution that could provide a range of new logistics services, evaluate different distribution solutions, simulate alternative distribution networks, and optimize supply chains.

Hibbett Sports, a company that operates nearly 1,100 stores in 35 states, was founded in 1945 with one store in Florence, Alabama. For 73 years, Hibbett Sports was solely a brick and mortar retailer. However, the company believes e-commerce is going to be a major contributor to their revenue stream and overall growth going forward. With speed-to-delivery being a key component of reaching this success, the omni-channel retailer recognized the need for having the right technology in place. The majority of the product they sell is either seasonal or fashion oriented. Because of this, it’s critical to have the right merchandise in front of the customer, whether it’s on their website or in stores. Due to the high volumes, it’s essential they have the right technology in place to support the speed to market. To remain competitive in the marketplace, the long-time customer, migrated some of their existing Blue Yonder solutions to the cloud in an effort to grow sales and profits, gain consistent support, increase uptime availability of their systems and the ability to keep up with the latest software upgrades.

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.

Pernod Ricard China, the world’s second largest distributor of wine and spirits, was heavily reliant on Microsoft Excel for its data analysis, which was very time-consuming. Their forecasts did not match demand, resulting in out-of-stocks and excess inventory. They wanted to automate their S&OP process to improve operational efficiency and align all functions to operate from one consensus plan. Pernod Ricard China operates in a fast-changing business environment. Their mostly manual processes had limited cross-functional communication and a lack of clarity. Forecast accuracy was only 40%. For over 40 years, Pernod Ricard’s ongoing growth has been bolstered by its commitment to continuous innovation, which enables it to quickly adapt to changes in trends, new consumer expectations and new consumption moments. But Pernod Ricard China’s forecasting process, based on Microsoft spreadsheets and manual processes, was a limiting factor in improving their supply chain.

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).