DuPont Personal Protection Products Ramps Up On-Time Delivery Rates

Headquartered in Richmond, Virginia, DuPont PPE products are manufactured in ten global production facilities, located primarily in the United States, Mexico, South America and China. Given its highly-complex global sourcing, manufacturing and distribution supply chain, DuPont PPE sought to replace its disparate, non-integrated local and regional forecasting systems with a consolidated forecasting tool and demand planning system that the business unit could use to formulate a detailed production plan for the approximately 3,000 products it manufactures.

After evaluating several forecasting technology offerings, DuPont PPE chose to implement John Galt Solutions’ Atlas Planning Suite™.

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Hartz Mountain Improves Forecasting-Process Efficiency by Nearly 50 Percent

Headquartered in Secaucus, New Jersey, Hartz Mountain is a well-known manufacturer and distributor of high quality, clinically-proven pet products and supplies. The $400-million company produces approximately 2,000 finished items, sold through a variety of retail, wholesale and direct sales channels, including the nation's largest pet superstores, discount and grocery chains.

As Hartz’s Eric Rosenbaum explained: “To sustain our market-leading position, we needed to gain greater visibility of our own internal supply chain, and monitor our customers' inventories more closely in order to keep their shelves adequately stocked to meet seasonal and promotional demands.”

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Hasbro Bridges Communications Gap Between Analysts, Sales and Retail Partners

Hasbro (NYSE:HAS) is a worldwide leader in children's and family leisure time entertainment products and services, including the design, manufacture and marketing of games and toys ranging from traditional to high-tech. Both internationally and in the U.S., its PLAYSKOOL, TONKA, MILTON BRADLEY, PARKER BROTHERS, TIGER, and WIZARDS OF THE COAST brands and products provide the highest quality and most recognizable play experiences in the world.

The retail environment in the toy and game industry is very dynamic and change is constant. Hasbro Games needed a sales forecasting and demand planning solution that would produce accurate and powerful forecasts. Hasbro Games chose John Galt Solutions and its Demand Management Engine because of its accuracy, ease-of-use and scalability.

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L’Oreal creates a more accurate forecast with less effort using John Galt’s Atlas Planning Suite

L’Oreal is one of the world’s largest cosmetics companies, employing more than 52,000 workers in Europe and the Americas. Today, L’Oreal has four major divisions and owns more than 30 brands, including such household names as Redken, Maybelline, Garnier, The Body Shop, Ralph Lauren, Lancome, and many more. These brands are distributed via a complex global supply chain that includes numerous channels and thousands of retail partners. Company revenues topped $17 billion in 2005.

Prior to 2005, L’Oreal USA’s Luxury Products Division (LPD) lacked a single demand planning system and process. Forecasting was conducted manually using Excel spreadsheets and it was a time consuming process. The manual process didn’t have the ability to shift its key metrics quickly, a capability that is critical in the beauty industry. With a major SAP implementation imminent, L’Oreal USA LPD sought a demand planning tool that would support process standardization and produce a systematic input for the ERP system.

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Tastykake improves forecast accuracy from 15% average error to 8%

Tasty Baking Company manufactures some of America’s best-known and most-loved snack cakes. Since the first Tastykakes were produced in 1914, the company has grown and expanded consistently and now sells to the entire eastern US. Tastykake also pioneered the individually packaged snack cake in the 1930s, a concept which has gained traction and spawned countless imitators in today’s grab-and-go culture.

In 2004, Tastykake was on the verge of a major SAP implementation but still lacked a formal forecasting process. The resulting inaccuracies led to an uneven production schedule and unnecessary overtime costs for bakers and support staff. The sub-optimal forecast also meant that Tastykake lost a significant amount of inventory to spoilage on the warehouse floor.

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