With industry giants invading the product niche that it created, the beverage maker turned to logistics outsourcing as a means to achieve a higher level of customer service, cost control and data integrity. Its attention now is focused on innovation and flavors.
As off-price stores moved upscale in recent years with the creation of attractive, shopper-friendly outlet malls, the demands of consumers and value retailers changed. Low prices were still expected, but shoppers also wanted a better selection of style and colors. To meet this need, Levi Strauss revamped its value-channel logistics.
Unreliable advance planning in the building trades, multiple manufacturing sites and the fragile nature of its products were just some of the logistics challenges faced by Pella Corp. It needed a total set of logistics solutions throughout its widespread enterprise.
Rapid growth, acquisition of a company with different distribution characteristics and a troubled ERP implementation created supply-chain problems for Hershey Foods in the late 1990s. A new strategy that focused on fulfillment speed and agility helped turn things around.
One of the world's most complex automotive supply chains has been tamed with an optimization tool that links thousands of suppliers and service providers with the component requirements of Ford plants all over the globe.
Costly automation and price cuts weren't working. A new approach centered on increased outsourcing, flexible manufacturing and distribution, and establishing operations in Mexico. Now, Master Lock is saving money and getting new products to market faster.
Unlike sequence-based tools for optimizing supply-chain operations, Ford's Inbound Planning Engine evaluates numerous factors simultaneously. Already, it is increasing frequency of parts deliveries to plants without adding to total costs.
For 20 years, the high-end data storage system and server assembler had used DCs on each coast. But a self-imposed $1m penalty for unavailability of parts required a faster logistics network. Indianapolis was the answer.
Consultants and 3PLs differ on whether the trademarked term is a distinction without a difference, but they agree that there is a real need for a "supermanager" to run a company's logistics, knowledge base and IT systems.
The consumer products division of Ericsson, the Swedish telecommunications giant, found additional dollars to invest in its capital-intensive business by outsourcing inbound logistics and shifting responsibility for inventory management to vendors.
