Campbell Bakes Up a 20% Reduction in Planogram Generation Time
Company Size
1,000+
Region
- America
Country
- United States
Product
- Blue Yonder’s planogram generator
Tech Stack
- Software-as-a-service (SaaS)
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Employee Satisfaction
- Productivity Improvements
Technology Category
- Platform as a Service (PaaS) - Application Development Platforms
Applicable Industries
- Food & Beverage
Applicable Functions
- Sales & Marketing
Use Cases
- Inventory Management
Services
- Software Design & Engineering Services
About The Customer
Founded in 1869, Campbell earned $8.5 billion in sales in 2021 through two divisions: Snacks and Meals & Beverages. Campbell’s Snacks division was created in 2017 with the combination of Pepperidge Farm and the recent acquisition of Snyder’s-Lance. Its well-known brands include Cape Cod, Kettle, Snyder’s of Hanover, Pepperidge Farm cookies and bread, and Goldfish crackers. The company has a robust bakery product line, with 750 distinct items sold under 100 brands.
The Challenge
Campbell’s Snacks team advises on a robust bakery product line, with 750 distinct items sold under 100 brands. The advisor team must routinely produce and update more than 4,500 planograms to cover this complex product line, especially as marketing strategies and demand patterns shift. Historically, it took up to 10 weeks to create these planograms manually, and there was frequent employee overtime. The challenge was to find a solution that could automate and accelerate the process of producing thousands of customized space plans.
The Solution
Campbell rolled out Blue Yonder’s planogram generator to automate and accelerate the process of producing thousands of customized space plans. The solution is delivered via a software-as-a-service (SaaS) model, with implementation support from Blue Yonder’s partner Cantactix. The planogram generation solution is driven by data about store fixtures and configurations, product attributes, local sales and merchandising strategies. This allows Campbell to execute customized, store- or cluster-specific plans on a massive scale that have a higher probability of success, based on objective decision making.
Operational Impact
Quantitative Benefit
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