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Managing Rapid Growth
Technology Category
- Functional Applications - Enterprise Resource Planning Systems (ERP)
- Functional Applications - Inventory Management Systems
Applicable Industries
- Food & Beverage
Applicable Functions
- Logistics & Transportation
- Warehouse & Inventory Management
Use Cases
- Inventory Management
- Supply Chain Visibility
Services
- Cloud Planning, Design & Implementation Services
- System Integration
The Challenge
Glazer’s Distributors, a company selling wine, spirits and malt beverages to big-box retailers, bars, restaurants and liquor stores, was experiencing rapid growth. Its total sales of $400 million in the mid-1990s would eventually reach $3.2 billion by 2010. Its inventory was also expanding to include more than 47,500 individual products, held in 29 regional distribution centers. The company could no longer rely on spreadsheet-based processes and legacy systems, and needed a more sophisticated platform to make faster and better supply chain decisions. The company needed a reliable demand-driven supply chain that focuses on customer service, supports vendor collaboration and optimizes inventory.
About The Customer
Glazer’s Distributors is a company that sells wine, spirits and malt beverages to a variety of customers including big-box retailers, bars, restaurants and liquor stores. The company has experienced significant growth over the years, with its total sales increasing from $400 million in the mid-1990s to $3.2 billion by 2010. The company's inventory has also expanded to include more than 47,500 individual products, which are held in 29 regional distribution centers. To manage this growth and the changing industry landscape, Glazer’s realized that it needed new supply chain planning and collaboration solutions.
The Solution
To support future growth, Glazer’s turned to JDA Software. The company implemented solutions from JDA’s Category Management and Intelligent Fulfillment™ suites, along with exception-based processes and procedures. As a result, Glazer’s has been able to combine a granular, local level of demand visibility and forecasting with a cost-effective, overarching fulfillment strategy that spans all of its markets. Glazer’s now has a decentralized forecasting process, with all of its demand planning groups operating in each state. The planners forecast at the state level, working with local marketing and sales teams. Then Glazer’s rolls the regional forecasts up into a centralized fulfillment plan, which is used to purchase products centrally back at its corporate headquarters in Dallas.
Operational Impact
Quantitative Benefit
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