Global Logistics and Supply Chain Strategies - July 2008 - (Page 52) 100 GREAT SUPPLY CHAIN PARTNERS Terra Helps Campbell’s Sense Demand, Optimize Inventory ampbell Soup Company is a $7.9bn leader in the consumer packaged goods industry, producing what can only be described as some of the most widely known brands in the food industry. Pepperidge Farm, Swanson and Prego, all Campbell’s products, are among the lineup of staples found in many homes. And then, of course, there is Campbell’s Soup in the familiar red and white can. Campbell Soup North America, which markets to the U.S., Mexico and Canada, accounts for more than $5.2bn in revenue. It has 26 plants, co-packers and distribution centers, which produce almost 1,000 products. Terra Technology, developer of demand sensing and inventory optimization solutions, has been a partner of Campbell’s for years, according to Steve Cortese, director of supply chain infrastructure at the food industry giant. Campbell Soup reportedly was the first consumer products company to implement Terra’s Demand Sensing (DS) and Inventory Optimization (IO) solutions. Campbell’s consumer products divisions have been live on DS since 2004, reducing forecast error as much as 50 percent and improving quality of shipments from warehouses and plants from the day the software went live, according to Cortese. DS applies complex pattern recognition algorithms to daily demand information, including channel inventory and retailer data, to create an accurate prediction of demand. Because of the success of DS, Campbell implemented Multi-Enterprise Inventory Optimization (MIO) in 2005. MIO optimizes inventory across all echelons of the supply chain, from raw materials to warehouses to retailers. By modeling the entire supply chain, MIO generates an inventory strategy that decreases safety stock requirements by 10 percent or more without compromising service levels. The Terra implementations resulted in a $10m savings in inventory in the first year. Safety stock has decreased 20 percent across the food service business and order fill improved 5 percent, according to Cortese. Unplanned changeovers due to demand declined significantly, increasing manufacturing stability. In 2007 another division of Campbell C Soup, Away From Home, implemented Terra Technology’s solutions. Campbell Away From Home provides end-to-end support to a rapidly growing market that includes restaurants, schools, colleges and universities, health care, convenience stores, vending, and delis. The software has cut short-term forecast error more than 40 percent. Cortese says that the North American food service business unit had used older Terra solutions—Real-Time Forecasting and Real-Time Inventory—for years. Plans to upgrade to Demand Sensing and Inventory Optimization, however, had to wait until an SAP rollout was complete. “As you can imagine, when you embark on an SAP project, especially for a Fortune 500 company, you keep your environment stable with regard to the rest of your applications. So, we had to stay with the older releases,” Cortese says. Once that was complete, things changed, and in a big way. First, in March, “We upgraded Campbell USA and installed [Terra] tools for the North American food service organization,” Cortese says. “At Campbell, we produce a fair amount of the North American food service product. And the way our supply chain planning, opportunities, processes, organizations and systems are designed, we didn’t have visibility to that volume nor were we getting the more accurate demand signals or inventory planning capabilities that Terra Technology brings to the table. So it was a win-win for both organizations. We were able to produce more accurate demand signals for Campbell USA, given that we produce 40 to 50 percent of their volume.” Terra Technology says it offers the first demand sensing solution. DS applies complex pattern recognition algorithms to downstream data to create an accurate prediction of demand. DS updates these daily forecasts every day as more information becomes available. Because the software responds to what is happening in real time, forecast error typically drops by 50 percent or more, according to Terra. Terra’s Demand Sensing solution is a bolt-on to traditional demand planning systems. The developer says DS is completely compatible with demand planning systems from all major ERP and supply chain vendors, including SAP, JDA/Manugistics and Oracle. Cortese says a Terra team determined how best to make DS work with Campbell’s JDA/Manugistics setup. Terra says that by modeling the entire supply chain, IO generates an inventory strategy that decreases safety stock requirements by 10 percent or more without compromising service levels. Cortese says safety stock levels have been lowered by twice that at Campbell’s, but he notes that the reductions he refers to apply only to the food service unit and not to the overall Campbell USA portfolio. Resource Link Terra Technology, www.terratechnology.com 52 JULY 2008 http://www.terratechnology.com
Table of Contents Feed for the Digital Edition of Global Logistics and Supply Chain Strategies - July 2008 Global Logistics and Supply Chain Strategies - July 2008 Contents Editorial GL&SCS Exclusive Fastforward Up Front Introduction Menlo Worldwide & Electrolux PathGuide Technologies & Tile City Servigistics & Juniper Networks Transplace & Rock-Tenn ClearOrbit & Blue Bell Creameries Cadec Global & Northwest Food Products Transportation CaseStack & Greystar Products NGC & Parigi Group Supply Chain Consultants & Constar TransGroup Worldwide & Surgiquip Terra Technology & Campbell Soup Baxter Planning Systems & SGI Cadre Technologies & Kansas City SmartPort TransportGistics & FMC Technologies DSC Logistics & Tree of Life FORTE & Vera Bradley Penske Logistics & Eaton Cardinal Logistics & Weyerhaeuser JPMorgan & Black & Decker Opinion Opinion Industry Voices Global Logistics and Supply Chain Strategies - July 2008 Global Logistics and Supply Chain Strategies - July 2008 - Global Logistics and Supply Chain Strategies - July 2008 (Page Cover1) Global Logistics and Supply Chain Strategies - July 2008 - Global Logistics and Supply Chain Strategies - July 2008 (Page Cover2) Global Logistics and Supply Chain Strategies - July 2008 - Global Logistics and Supply Chain Strategies - July 2008 (Page 1) Global Logistics and Supply Chain Strategies - July 2008 - Global Logistics and Supply Chain Strategies - July 2008 (Page 2) Global Logistics and Supply Chain Strategies - July 2008 - Global Logistics and Supply Chain Strategies - July 2008 (Page 3) Global Logistics and Supply Chain Strategies - July 2008 - Contents (Page 4) Global Logistics and Supply Chain Strategies - July 2008 - Contents (Page 5) Global Logistics and Supply Chain Strategies - July 2008 - Contents (Page 6) Global Logistics and Supply Chain Strategies - July 2008 - Contents (Page 7) Global Logistics and Supply Chain Strategies - July 2008 - Editorial (Page 8) Global Logistics and Supply Chain Strategies - July 2008 - Editorial (Page 9) Global Logistics and Supply Chain Strategies - July 2008 - GL&SCS Exclusive (Page 10) Global Logistics and Supply Chain Strategies - July 2008 - GL&SCS Exclusive (Page 11) Global Logistics and Supply Chain Strategies - July 2008 - GL&SCS Exclusive (Page 12) Global Logistics and Supply Chain Strategies - July 2008 - GL&SCS Exclusive (Page 13) Global Logistics and Supply Chain Strategies - July 2008 - Fastforward (Page 14) Global Logistics and Supply Chain Strategies - July 2008 - Fastforward (Page 15) Global Logistics and Supply Chain Strategies - July 2008 - Fastforward (Page 16) Global Logistics and Supply Chain Strategies - July 2008 - Fastforward (Page 17) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 18) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 19) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 20) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 21) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 22) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 23) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 24) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 25) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 26) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 27) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 28) Global Logistics and Supply Chain Strategies - July 2008 - Up Front (Page 29) Global Logistics and Supply Chain Strategies - July 2008 - Introduction (Page 30) Global Logistics and Supply Chain Strategies - July 2008 - Introduction (Page 31) Global Logistics and Supply Chain Strategies - July 2008 - Introduction (Page 32) Global Logistics and Supply Chain Strategies - July 2008 - Introduction (Page 33) Global Logistics and Supply Chain Strategies - July 2008 - Menlo Worldwide & Electrolux (Page 34) Global Logistics and Supply Chain Strategies - July 2008 - Menlo Worldwide & Electrolux (Page 35) Global Logistics and Supply Chain Strategies - July 2008 - PathGuide Technologies & Tile City (Page 36) Global Logistics and Supply Chain Strategies - July 2008 - PathGuide Technologies & Tile City (Page 37) Global Logistics and Supply Chain Strategies - July 2008 - Servigistics & Juniper Networks (Page 38) Global Logistics and Supply Chain Strategies - July 2008 - Servigistics & Juniper Networks (Page 39) Global Logistics and Supply Chain Strategies - July 2008 - Servigistics & Juniper Networks (Page 40) Global Logistics and Supply Chain Strategies - July 2008 - Transplace & Rock-Tenn (Page 41) Global Logistics and Supply Chain Strategies - July 2008 - ClearOrbit & Blue Bell Creameries (Page 42) Global Logistics and Supply Chain Strategies - July 2008 - ClearOrbit & Blue Bell Creameries (Page 43) Global Logistics and Supply Chain Strategies - July 2008 - Cadec Global & Northwest Food Products Transportation (Page 44) Global Logistics and Supply Chain Strategies - July 2008 - Cadec Global & Northwest Food Products Transportation (Page 45) Global Logistics and Supply Chain Strategies - July 2008 - CaseStack & Greystar Products (Page 46) Global Logistics and Supply Chain Strategies - July 2008 - NGC & Parigi Group (Page 47) Global Logistics and Supply Chain Strategies - July 2008 - Supply Chain Consultants & Constar (Page 48) Global Logistics and Supply Chain Strategies - July 2008 - Supply Chain Consultants & Constar (Page 49) Global Logistics and Supply Chain Strategies - July 2008 - TransGroup Worldwide & Surgiquip (Page 50) Global Logistics and Supply Chain Strategies - July 2008 - TransGroup Worldwide & Surgiquip (Page 51) Global Logistics and Supply Chain Strategies - July 2008 - Terra Technology & Campbell Soup (Page 52) Global Logistics and Supply Chain Strategies - July 2008 - Baxter Planning Systems & SGI (Page 53) Global Logistics and Supply Chain Strategies - July 2008 - Cadre Technologies & Kansas City SmartPort (Page 54) Global Logistics and Supply Chain Strategies - July 2008 - TransportGistics & FMC Technologies (Page 55) Global Logistics and Supply Chain Strategies - July 2008 - DSC Logistics & Tree of Life (Page 56) Global Logistics and Supply Chain Strategies - July 2008 - DSC Logistics & Tree of Life (Page 57) Global Logistics and Supply Chain Strategies - July 2008 - FORTE & Vera Bradley (Page 58) Global Logistics and Supply Chain Strategies - July 2008 - FORTE & Vera Bradley (Page 59) Global Logistics and Supply Chain Strategies - July 2008 - Penske Logistics & Eaton (Page 60) Global Logistics and Supply Chain Strategies - July 2008 - Penske Logistics & Eaton (Page 61) Global Logistics and Supply Chain Strategies - July 2008 - Cardinal Logistics & Weyerhaeuser (Page 62) Global Logistics and Supply Chain Strategies - July 2008 - Cardinal Logistics & Weyerhaeuser (Page 63) Global Logistics and Supply Chain Strategies - July 2008 - JPMorgan & Black & Decker (Page 64) Global Logistics and Supply Chain Strategies - July 2008 - JPMorgan & Black & Decker (Page 65) Global Logistics and Supply Chain Strategies - July 2008 - JPMorgan & Black & Decker (Page 66) Global Logistics and Supply Chain Strategies - July 2008 - JPMorgan & Black & Decker (Page 67) Global Logistics and Supply Chain Strategies - July 2008 - Opinion (Page 68) Global Logistics and Supply Chain Strategies - July 2008 - Opinion (Page 69) Global Logistics and Supply Chain Strategies - July 2008 - Opinion (Page 70) Global Logistics and Supply Chain Strategies - July 2008 - Opinion (Page 71) Global Logistics and Supply Chain Strategies - July 2008 - Industry Voices (Page 72) Global Logistics and Supply Chain Strategies - July 2008 - Industry Voices (Page 73) Global Logistics and Supply Chain Strategies - July 2008 - Industry Voices (Page 74) Global Logistics and Supply Chain Strategies - July 2008 - Industry Voices (Page Cover3) Global Logistics and Supply Chain Strategies - July 2008 - Industry Voices (Page Cover4)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.