May 17, 2020

Dunkin' Donuts' makes pledges on global supply chain

Dunkin donuts
dunkin supply chains
James Henderson
2 min
Dunkin Donuts has made a number of pledges about its global supply chain
Dunkin’ Donuts’ has announced plans to eliminate all polystyrene foam cups in its global supply chain beginning in spring 2018, with a targeted comp...

Dunkin’ Donuts’ has announced plans to eliminate all polystyrene foam cups in its global supply chain beginning in spring 2018, with a targeted completion date of 2020.

In U.S. restaurants, Dunkin’ Donuts will replace the foam cup with a new, double-walled paper cup.

The majority of Dunkin’ Donuts’ international markets are currently using paper cups, and the brand will work with its franchisees to eliminate foam cups from the remaining international markets by the 2020 goal.

The move complements Dunkin’ Donuts’ earlier commitments in the U.S. to have 80% of fiber-based consumer-facing packaging certified to the Sustainable Forestry Initiative Standard by the end of this year; eliminate artificial dyes from its menu; build new, more energy-efficient restaurants; and partner with the Rainforest Alliance to source certified coffee.

The new, double-walled paper cup is already in use at Dunkin’ Donuts’ next generation concept store, which opened in mid-January in the company’s birthplace of Quincy, Mass.

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It will be introduced at all Dunkin’ Donuts restaurants in New York City and California in spring 2018, and will be phased in across the U.S. as supplier manufacturing capabilities ramp up.

According to Karen Raskopf, Chief Communications and Sustainability Officer, Dunkin’ Brands: “With more than 9,000 Dunkin’ Donuts restaurants in the U.S. alone, our decision to eliminate foam cups is significant for both our brand and our industry.

“We have a responsibility to improve our packaging, making it better for the planet while still meeting the needs of our guests. Transitioning away from foam has been a critical goal for Dunkin’ Donuts U.S., and with the double-walled cup, we will be able to offer a replacement that meets the needs and expectations of both our customers and the communities we serve.”

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May 13, 2021

5 Minutes With: Jim Bureau, CEO Jaggaer

SupplyChain
Procurement
riskmanagement
JAGGAER
3 min
Jaggaer CEO Jim Bureau talks data, the power of procurement analytics, and supply chain risk management

What is data analytics, and why is it important for organisations to utilise?

Data analytics is the process of collecting, cleansing, transforming and analysing an organisation’s information to identify trends and extract meaningful insights to solve problems. 

The main benefit for procurement teams that adopt analytics is that they’re equipped to make faster, more proactive and effective decisions. Spend analysis and other advanced statistical analyses eliminate the guesswork and reactivity common with spreadsheets and other manual approaches and drive greater efficiency and value. 

As procurement continues to play a central role in organisational success, adopting analytics is critical for improving operations, meeting and achieving key performance indicators, reducing staff burnout, gaining valuable market intelligence and protecting the bottom line. 

How can organisations use procurement analytics to benefit their operations? 

Teams can leverage data analytics to tangibly improve performance across all procurement activities - identifying new savings opportunities, getting a consolidated view of spend, understanding the right time for contract re-negotiations, and which suppliers to tap when prioritising and segmenting suppliers, assessing and addressing supply chain risk and more. 

Procurement can ultimately create a more comprehensive sourcing process that invites more suppliers to the table and gets even more granular about cost drivers and other criteria. 

"The main benefit for procurement teams that adopt analytics is that they’re equipped to make faster, more proactive and effective decisions"


Procurement analytics can provide critical insight for spend management, category management, supplier contracts and negotiations, strategic sourcing, spend forecasting and more. Unilever, for example, used actionable insight from spend analysis to optimise spending, sourcing, and contract negotiations for an especially unpredictable industry such as transport and logistics. 

Whether a team needs to figure out ways to retain cash, further diversify its supply base, or deliver value on sustainability, innovation or diversity initiatives, analytics can help procurement deliver on organisational needs.

How is data analytics used in supply chain and procurement? 

Data analytics encompasses descriptive, diagnostic, predictive and prescriptive data. 

Descriptive shows what’s happened in the past, while diagnostic analytics surface answers to ‘why’ those previous events happened. 

This clear view into procurement operations and trends lays the groundwork for predictive analytics, which forecasts future events, and prescriptive analytics, which recommends the best actions for teams to take based on those predictions. 

Teams can leverage all four types of analytics to gain visibility across the supply chain and identify optimisation and value generating opportunities.

Take on-time delivery (OTD) as an example. Predictive analytics are identifying the probability of whether an order will be delivered on time even before its placed, based on previous events. Combined with recommendation engines that suggest improvement actions, the analytics enable teams to proactively mitigate risk of late deliveries, such as through spreading an order over a second or third source of supply. 

Advanced analytics is a research and development focus for JAGGAER, and we expect procurement’s ability to leverage AI to become even stronger and more impactful.

 

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