May 17, 2020

3PL Transportation Insight awarded for green supply chain proficiency

green
Transportation Insight
3PL
Nye Longman
2 min
Transportation Insight awarded for green supply chain proficiency
Enterprise Third-Party Logistics (3PL) Provider Transportation Insight has received a Green Supply Chain Award from Supply & Demand Chain Executive...

Enterprise Third-Party Logistics (3PL) Provider Transportation Insight has received a Green Supply Chain Award from Supply & Demand Chain Executive magazine for the third consecutive year for its help in reducing waste within clients’ supply chains.

Transportation Insight utilises its Extended LEAN® methodology to reduce non-value-added activities within a company’s four walls or even throughout the extended supply chain. Clients meet green supply chain and sustainability goals while making financial savings by removing waste.

Transportation Insight President and CEO Chris Baltz said: “We are honoured to be recognised for helping clients to produce green supply chain results through the implementation of transportation mode optimisation strategies that lower mileage and reduce carbon emissions.

“By combining the Extended LEAN methodology with our bundled Enterprise Logistics solution, customers reduce waste, which leads to improved sustainability and lower supply chain costs.”

Transportation Insight received the award as a result of its work with an outdoor power equipment replacement parts provider, which was looking for help with maintaining its high service levels with rapid response.

RELATED: Four steps for an ethical supply chain

Using Transportation Insight’s business model and bundled logistics technology solutions, the company automated many manual processes related to transportation, procurement, documentation and tracking and leveraged the 3PL’s shipping recommendations to drive up the average weight per shipment, reducing the company’s overall transportation cost.

The SDCE Green Awards highlight companies that are making sustainability a core part of the businesses and supply chain strategies. About 100 submissions were received through an open nomination process.

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Read the November Issue of Supply Chain Digital. 

SOURCE: [Transportation Insight

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Jun 21, 2021

Pandora and IBM digitise jewellery supply chain

supplychain
IBM
Pandora
omnichannel
2 min
Jewellery retailer Pandora teamed with IBM to streamline supply chains as sales of hand-finished jewellery doubled across ecommerce platforms

Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery. 

The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales. 

A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.

Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs. 

Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption. 

"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added. 

 

Pandora’s pivot to digital 

The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand. 

“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”

Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”. 
 

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