Powered by people case studies

Presentations

30/09/2019
This case study looks at how Tesco used its scale to optimise transport through collaboration. The work covered in this case study has seen Tesco shortlisted as a finalist in the 2019 IGD Supply Chain Excellence award category.
20/03/2019
This case study focuses on how SPAR International used best practice and expertise from its global operations and applied it to develop a modern centralised distribution centre for its new business in Saudi Arabia.
10/10/2018
Greencore won the IGD Learning and Development Award in 2018 for Grow with Greencore, its online learning platform. In this case study, we explore how Greencore invested in its people to transform its culture and improve engagement.
17/09/2018
This case study showcases the collaboration between IGD and CHEP that resulted in the creation of a pan-European blended learning programme. The programme aims to upskill CHEP’s commercial team to help them demonstrate the added value of the company’s solutions. In essence, thanks to IGD’s retail immersion with CHEP’s senior leadership team in Toronto, a meeting with CHEP EMEA’s president and CHEP’s learning & development team, and a client consultation with key CHEP influencers, the cross-functional programme is finally designed. The core components of the programme include webinars in addition to 3 workshops, each of them covering a particular area. Following a successful first year, the programme has the potential to grow even further. In fact, access to IGD’s Retail Analysis and Supply Chain Analysis platforms will significantly help support this.
29/06/2018
Smurfit Kappa and Nestlé Cereal Partners embarked on an End-to-End Walk initiative, aiming to identify cost reductions, improve efficiencies and minimise waste. This case study examines how the two businesses built mutual trust and worked together to deliver savings for both businesses.
06/06/2018
In this report, we look at how Target’s $7bn investment programme for its stores and supply chain has driven growth for the business. Essentially, Target’s supply chain strategy consists of the following pillars: * Flow replenishment (Less stock in-store / Demand-driven replenishment / Upgrading its WMS’s) * Omnichannel shopping (Stores fulfilling online orders / Acquisitions / Drive-up service / “You shop, Target delivers” * Considering stores as distribution hubs (Establishing picking routines / In-store pickup / Increased responsiveness) * Investing in people (Developing customer service / Increasing wages / Investing in training) The investment programme has resulted in the following: * 40% drop in out-of-stocks in the first quarter of 2018 * Stores with functional fulfilment services are able to offer a more responsive omnichannel shopping proposition * Target has significantly moved ahead of many of its competitors in terms of offering same-day deliveries (thanks to its acquisitions) and its stores’ ability to fulfil online orders * Through its investment in people, Target has been able to create a team of loyal, motivated associates who are likely to stay at the business for longer
23/01/2017
The SCA team explores how Tesco has relaunched its supplier representative forum with the aim of strengthening working partnerships by engaging a broader spectrum of its supplier base. A number of actions were taken to address any ‘quick wins’ that had surfaced: * ‘Tesco Connect’ champions * Order volume smoothing * Visual insights * Pre-filled unit (PFU) guide In addition, using the feedback provided at the event, the following projects, which will involve teams from both Tesco and its suppliers, have been put forward: * Range change guide for suppliers * Collaborative planning manager (CPM) network * Failed to arrive (FTA) review * Promotional critical path support * ‘Tesco Connect’ best practice guide
20/04/2016
SCA Hygiene, along with KraftHeinz, Refresco, FreislandCampina, Hero, Jumbo and Nabuurs & Bakker Logistics are operating a collaborative distribution project creating a more sustainable and responsive supply chain from manufacturer to consumer. All companies have cut wasted road miles, reduced CO2 emissions and enhanced the overall sustainability and effectiveness of their transport networks. The collaborative distribution project has been running for over ten years, discover the secrets to their success.
17/08/2015
Two Sisters Food Group (2SFG) has made significant progress to develop a more collaborative relationship with Aldi and Lidl. The companies have worked on a number of supply chain projects, helping to drive efficiency and improve capability, marking a collaborative change in the relationship.
15/07/2015
Walmart and Nestlé were trading in China with a complicated business model that was inefficient and expensive. Working collaboratively, the companies have radically simplified operations leading to improved case fill rate, better on-shelf availability and increased sales.