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Swizzels Matlow Optimises Supply Chain Performance
Technology Category
- Functional Applications - Warehouse Management Systems (WMS)
Applicable Industries
- Food & Beverage
Applicable Functions
- Warehouse & Inventory Management
- Logistics & Transportation
Use Cases
- Inventory Management
- Warehouse Automation
- Supply Chain Visibility
Services
- System Integration
- Training
The Challenge
Swizzels Matlow faced significant challenges with their existing paper-based warehouse management system. The manual system required staff to re-enter information into a computer, leading to mistakes and duplication of effort. The growing business, driven by increased customer demand, needed a more efficient and reliable system to manage stock location and improve operational efficiency. The lack of real-time visibility and the potential for errors in re-keying information were major concerns, impacting customer service levels and overall business performance.
About The Customer
Swizzels Matlow, a family-owned business, has a rich history dating back to 1928 when Alfred and Maurice Matlow started Matlow Bros. Ltd. The company, known for its popular sweets like Love Hearts, Drumstick, and New Refreshers, employs over 500 people. Its distribution center in Adlington, Cheshire, processes over 1,000 pallets of stock per week. The company has grown significantly over the years, driven by increasing customer demand. However, the existing paper-based system for managing stock location within the distribution center was becoming a bottleneck, necessitating an upgrade to a more advanced warehouse management system.
The Solution
Swizzels Matlow selected Manhattan SCALE™ as their new warehouse management system after a thorough review of the market. The Manhattan solution was chosen for its flexibility, reliability, and strong market reputation. The implementation included an expansion of the distribution center, increasing capacity by almost 10%, and the integration of radio frequency picking technology supplied by Zetes. The company involved staff from the beginning, with a Manhattan consultant on-site for three months before the go-live. Training was provided to three 'super-users' who then trained an additional 20 staff members. The transition to the new system was smooth, with the company back to full capacity within two days of going live.
Operational Impact
Quantitative Benefit
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