McDonald's Mesoamerica, while thriving in the implementation of in-store kiosks, struggled with developing an effective planning process. This setback, along with rapid expansion and a competitive market, inhibited productivity and lowered service levels. The integration of SO99+ effected positive and rapid change for McDonalds.
A Consumer Products Company
→Like many of its competitors, ConsumerCo is seeking to move closer to its customers and achieve service level excellence without skyrocketing inventories.
→Absolut was rapidly growing, causing complexities to surface. With forecasting and production planning being performed by one planner, they needed the help of SO99+.
→ADI faced an ambitious project to transform its entire logistics network. Using the ToolsGroup solution, the company dramatically improved the performance of its supply chain.
→Alessi needed a planning process to guarantee product availability and consistently fill orders in a timely manner – a stock-mix optimization process.
→Allopneus.com Optimizes Inventory and Improves Competitiveness with ToolsGroup.
→Amara, facing a challenging MRO environment, sought to reduce MRO inventory and stock obsolescence while improving customer service levels. These goals were achieved with SO99+.
→Amplifon manages a highly complex extended supply chain. Gradually, they lost full oversight of their inventory. With SO99+, we helped them gain complete visibility again.
→The new demands posed by Aston Martin’s international client base prompted their board to raise targets for first-time availability by 2% without raising inventory.
→Bellota’s supply chain was challenged with increasing SKUs. To improve performance, they introduced a new KPI: availability rate. Now it needed a tool to deliver it.
→Boise struggled with long transit times and idle inventory. Their goal? Reducing stock by 10% while improving on-time delivery. With SO99+, these goals were accomplished.
→The BP Castrol team was faced with reactive supply chains caused by inaccurate, incomplete and unreliable forecasts. The goal was improving KPI’s and increasing service levels.
→Delphi’s supply chain team was under pressure to lower inventory and achieve high service levels. Within a few months, their process was revamped.
ECommerce Home Goods Retailer
→It was taking this Internet retailer roughly 100 hours to create a forecast and replenishment orders. Thanks to us, this is no longer the case.
→Eurofred was challenged with planning and optimizing its complex supply chain in order to improve customer service levels and manage stock levels.
→Franke’s tremendous growth resulted in a complex, non-optimal supply chain network. ToolsGroup’s probability—based forecasting made a huge difference for the company.
Garden Planter Co.
→This decorative garden company experienced an unsustainable inventory increase . We helped reduce their obsolescence and inventory by 30%.
Global Eyewear Co.
→This company had the challenge of intelligently managing inventory to maintain high service levels but avoid excess stock, so they sought the help of SO99+.
→Granarolo required optimized inventory management and complete visibility in an environment characterized by short shelf life and promotional pressures.
→Gallo was faced with a changing business environment, both internally and externally. They concluded that it was time for their supply chain to undergo change.
→The electronics distribution business is competitive and Gruppo Giovannini needed to make optimal trade-offs between working capital and service levels.
→Harrington Plastics ditches forecasting guesswork and improves network integration and visibility.
→Hero Spain faced the challenge of achieving substantial and sustained improvements in its supply chain KPIs, product availability, average stock levels and forecast accuracy.
→Hoganas’s demand varied heavily by location so their management team decided to migrate into a more reliable system with a goal of decreasing inventory by 10%.
→KIKO’s dramatic growth created greater complexity in a highly competitive and constantly evolving cosmetics market. SO99+ came to the rescue.
→Kronans Apotek’s could not properly manage varying seasonal patterns, frequent product replacements and new pharmacy launches. SO99+ came to the rescue.
→Lennox Residential Heating and Cooling faced the challenge of managing a North American distribution network enlargement while simultaneously transitioning to a hub-and-spoke model.
→Lubinski faced a challenging environment of managing over 20K slow moving items in their warehouse. With the help of SO99+, they saw decreased stock and more.
→Melitta needed a solution to support their sales and operations planning process to see more efficient management and increased statistical forecast accuracy.
→Mitsubishi Electric Europe needed to get inventory levels back under control. The company was seeking to reduce inventory while achieving equal or higher service levels.
→Mohawk’s SO99+ deployment supports collaborative goal-setting and decision-making by giving players a transparent view of trustworthy data.
→Moleskine had to manage supply chain planning across increasing brand complexity. They needed a demand forecasting tool that would increase service levels and reduce working capital.
Multi-National Coffee Bar Company
→This company’s real-time sales data wasn’t being used for replenishment. Because there was no system in place, the team relied on manual spreadsheet based estimates.
Multi-national Food Company
→Multi-national food company needed a reliable forecasting tool capable of predicting lift to baseline demand from trade promotions and media events. SO99+ came to the rescue.
Multi-National Olive Oil Company
→This business improved its product availability while reducing inventory and costs
→NHS was functioning off a sub-optimal process that could not respond to the future needs of its customers. SO99+ reduced their delivery cost and waste.
Nordic Food Company
→The company struggled to balance the conflicting demands of high availability and capital tied to inventory. They turned to ToolsGroup Demand Planning and Inventory Optimization.
→In this era of rapid evolution in telecommunications, O2 recognized the need to evolve the way it does business and the systems that support it.
→Saving Lives through Improved Supply Chain Planning
→Piaggio was faced with an abundance of backorders and was dealing with a high level of dead stock. With SO99+, their service level improved to 90+%.
Pilkington Automotive (NSG Group)
→Pilkington Automotive was faced with unpredictable demand, increasing SKUs and a diverse range of customers. This drove them to build a more competitive supply chain.
→Polaris's powersports supply chain is full speed ahead with automated planning.
→Pompea’s business became increasingly complex and it was challenged to build the right inventory. Their labor-intensive process was no longer cutting it. Something needed to change.
Power Generation Company
→This power company's Spare Parts Service team was faced with an increasingly competitive market and changing business environment. We helped them avoid late deliveries and unpredictable emergencies.
→Rajapack was challenged by high-value slow movers, difficulty in monitoring behavior of 4,000+ products, service level instability and stock-out penalties. That's where we came in.
→90% of Ratioform's inventory items were in the long-tail making it hard to balance costs with service level . SO99+ came to the rescue.
→Repsol wanted to start a project to improve product service levels and knew it would not be easy, that’s where we came in.
→For a company that makes eyeglass lenses, Shamir Optical had a visibility problem – at least when it came to inventory. That’s why we stepped in.
→Digital transformation is tough for any firm, but very tough for a $9 billion industrial manufacturer. SKF is currently on a journey towards this transformation.
Spar Gran Canaria
→Spar Gran Canaria faced new direct to POS distribution restrictions from suppliers trying to contain costs and needed to change its stock planning process.
Sports Car Co.
→Sports car company’s management set a challenging target of raising the spare parts service level from 70% to 90% in two years, without increasing inventory levels.
→Highly seasonal and intermittent demand drove the company to seek a centralized, automated solution to combat plummeting planner productivity and service levels that dipped below 80%.