Case studies

Presentations

03/07/2012
Grupo Pao de Acucar (GPA), one of the leading food and grocery retailers in Brazil, operates a responsive and effective multi-channel supply chain in a rapidly changing retail landscape. Discover how the retailer has built scale into its supply chain to absorb intense sales growth, while maintaining on-shelf availability, managing volatility and providing an effective service to a number of sales channels.
14/05/2012

The deployment of a multi-channel offer is a 2012 priority for the Casino group as it looks to capitalise on its broad estate and online operations. Drive, (click and collect for grocery in France) has been gaining momentum for the past 24 months, and shows the pace at which online and offline are converging. We visited Casino Express in Lyon, France to bring you exclusive insight on how the supply for this model works.

05/04/2012
One of the biggest challenges for business is serving the multi-channel environment. With a network that covers some of the UK’s largest supermarkets, convenience stores, forecourt operators and motorway service stations, Palmer and Harvey has developed a truly multi-channel solution from its national distribution centre in Coventry. Read this presentation to discover how one of the experts in the multi-channel arena has achieved this.
28/03/2012

The opening of Morrisons’ new multi-temperature DC in Bridgwater marks the concluding part of the retailer’s supply chain restructuring programme. The DC represents Morrisons’ latest supply chain thinking and demonstrates how the retailer has modified its operations to build a flexible, agile supply chain to support business expansion. Expected to generate supply chain savings of ?20m per year, discover how Morrisons developed and implemented the Bridgwater DC into its network and what it means for your business.

20/03/2012

Asda’s ‘we operate for less’ programme has engineered a step-change in its supply chain: distribution centre (DC) throughput is up 24% with space utilisation up just 1%. Read this case study to understand how Asda’s implementation of three key projects, re-engineering the DC network, implementing a ‘home grown’ lean programme and driving fewer and friendlier road miles, have saved £130m and significantly improved supply chain efficiency.

19/03/2012
In the drive to improve service and efficiency in its fresh operation, Spanish retailer Eroski has automated order picking. Using a unique collaborative approach they have improved service and driven out cost. Read about what they have done, how they did it and see what this innovation could mean for your business.
28/02/2012
In February 2012, Tesco launched its third rail service from Daventry running to the Wentloog rail head in Wales. The new rail service will take 22,000 vehicle trips of the road, further cementing Tesco’s strategy to build a true intermodal solution at its Daventry DC and actively supports its on-going commitment to be a zero-carbon business by 2050. Read this presentation to discover how Tesco implemented this strategy at Daventry.
15/02/2012

By forming a collaborative partnership, Nestlé and Eddie Stobart have extensively tested three dual-fuel vehicles in a real-life operation. The vehicles use new technology that allow more than 70% of diesel to be substituted with gas. Through the trial period, which saw the vehicles travel 225,000 kms, the vehicles used 60% less diesel per kilometre and reduced CO2 emissions by 14% helping to reduce costs and improve sustainability. Discover more about this award-winning initiative and how it could change Nestlé’s distribution operation.

15/02/2012
Discover how Danone has achieved higher on-shelf availability, reduced shrinkage and increased shopper satisfaction by re-engineering its replenishment process - transforming it from a 'push to the shelf' to a 'pull by demand' system - for products in the high-growth Russian market.
16/12/2011
Through a collaborative partnership United Biscuits and Musgrave have worked together to improve their promotions planning process. By aligning the promotions process both across different divisions within each company and between the two companies, promotional line wastage has reduced from 19.5% to 6.3%.