May 17, 2020

Investment in Gregg's supply chain transformation likely to peak in 2018, says Chief Exec

Greggs supply chain
Greggs
Greggs chief executive
Supply Chain
James Henderson
2 min
Greggs is set to invest heavily in its supply chain this year
Investment to transform Gregg’s supply chain is likely to peak in 2018, according to its Chief Executive, Roger Whiteside.

The company’s supply cha...

Investment to transform Gregg’s supply chain is likely to peak in 2018, according to its Chief Executive, Roger Whiteside.

The company’s supply chain is being reshaped to support growth and compete more effectively in the food-on-the-go market.

Greggs is investing around £100mn in a major programme to create centres of excellence in manufacturing and distribution, increasing capacity to support shop expansion substantially beyond 2,000 outlets in the UK.

In a statement, Whiteside said: “In January 2017 we communicated details of the next phase of our major investment programme focused on increasing logistics capacity and consolidating our manufacturing operations into centres of excellence in order to support shop growth. 

“Once implemented this new supply chain platform will deliver improvements to product quality, our competitiveness and, alongside systems investment, will complete our transformation from traditional bakery to food-on-the-go.

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“Overall our expansion plans will create thousands of new roles in retail and distribution operations but will result in fewer jobs in manufacturing.  Decisions such as these, which impact our people, are always difficult but our teams have shown commitment and professionalism throughout these changes and we have been able to agree a way forward on a basis of voluntary redundancy in the majority of cases.

“This investment phase is a complicated programme of work which will take until 2020 to complete.  We have made a good start in 2017, completing the transfer of our Edinburgh operations to our Glasgow bakery, which has been extended to become a centre of excellence for 'Yum Yum' production, and extending our Leeds bakery to create a centre of excellence for cake and muffin manufacturing.

“The year ahead will be the peak year for investment in the programme including the creation of our centre of excellence for doughnuts in our Gosforth Park bakery.”

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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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