Bottling Success
Company Size
1,000+
Region
- America
Country
- United States
Product
- JDA® Warehouse Management
- JDA® Warehouse Labor Management
Tech Stack
- Warehouse Management System
- Workforce Management Technology
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Productivity Improvements
- Waste Reduction
Technology Category
- Functional Applications - Enterprise Resource Planning Systems (ERP)
- Functional Applications - Warehouse Management Systems (WMS)
Applicable Industries
- Food & Beverage
Applicable Functions
- Logistics & Transportation
- Warehouse & Inventory Management
Use Cases
- Inventory Management
- Warehouse Automation
About The Customer
Pepsi-Cola & National Brands Ltd. is an independent retail distributor and bottler of Pepsi-Cola and Dr Pepper Snapple Group brands and many other nationally distributed waters and teas, including Canada Dry, Schweppes, 7UP, Snapple, Mott’s, Lipton and private-label brands. Based in New Jersey, Pepsi-Cola & National Brands Ltd. distributes throughout the northeastern United States and manages a breadth and volume of offerings wider than the industry average.
The Challenge
Pepsi-Cola & National Brands Ltd., an independent retail distributor and bottler of Pepsi-Cola and Dr Pepper Snapple Group brands, was facing challenges with its immense number of stock-keeping units (SKUs). Rising wages, concerns around productivity, inventory visibility, breakage, and stock rotation led the company to evaluate its systems and seek new technology. The company decided to invest in a warehouse management system (WMS) and workforce management (WFM) technology to help reduce costs, improve processes, and enhance its relationship with union employees.
The Solution
After a diligent market evaluation process, Pepsi-Cola & National Brands Ltd. selected JDA Warehouse Management and JDA Warehouse Labor Management, from JDA Software’s Intelligent Fulfillment™ suite. The implementation of JDA’s workforce management solution replaced the company's paper-based systems that required manual interaction to calculate daily results. The new system created a database for each picker with a time-stamp using voice picking for every transaction within the picking task. This added total accountability for individual results based on the assigned task using predetermined engineered standards. The company also implemented practices such as FEFO (first expired, first out) to track the date of manufacture and calculate shelf life, reducing out-of-date product that previously had to be destroyed.
Operational Impact
Quantitative Benefit
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