May 17, 2020

US Foods: driving sustainability in its supply chain

Supply Chain
Sean Galea-Pace
3 min
US Foods: driving sustainability in its supply chain
US Foods is a leading foodservice distributor in the United States.

It partners with around 300,000 restaurants and foodservice operators to help their...

US Foods is a leading foodservice distributor in the United States.

It partners with around 300,000 restaurants and foodservice operators to help their businesses succeed. US Foods has around 28,000 employees in over 70 locations. The company provides customers with a comprehensive food offering and an in-depth suite of e-commerce, technology and business solutions.

The organisation has a range of different brands that delivers quality, performance and value. These are:

  • Cattleman’s Selection

  • Cross Valley Farms

  • Del Pasado

  • Devonshire

  • Glenview Farms

  • Harbor Banks

  • Harvest Value

  • Hilltop Hearth

  • Molly’s Kitchen

  • Monarch

  • Monogram

  • Monogram Cleanforce

  • Optimax

  • Pacific Jade

  • Patuxent Farms

  • Rituals

  • Roseli

  • Superior

  • Thirster

  • Valu+ Plus

Sustainability goals 

US Foods are centred around improving the efficiency of its facilities and fleet, while decreasing its environmental footprint. Its distribution centres need substantial amounts of energy to store, refrigerate and manage its vast portfolio of products. 

US Foods works tirelessly to reduce the energy intensity of its business, having achieved an over 12% improvement in its broadline business since 2015. The organisation currently operates three Leadership in Energy and Environmental Design (LEED) Silver-certified facilities, with two additional locations in progress in Marrero, LA and Sacramento.

The company is striving to optimise its routing to reduce miles driven and rightsizing vehicles by route type to improve transportation efficiency. This work, as well as its other efficiency measures, has allowed for a reduction in gallons of fuel used annually and decreased Scope 1 and Scope 2 emissions.

  • There has been a 8.4% decrease since 2015 in gallons of fuel used per case delivered.

  • There has been a 10% reduction in Scope 1 and Scope 2 emissions intensity since 2015.


Customers with a broad interest in where their food comes from and how they’re made, US Foods has several programmes and policies in place to provide a thorough portfolio of innovative products. The company has prioritised key initiatives that the company believes will have the most impact.

  • Responsible Sourcing Policy

  • Serve Good

  • Sustainable Seafood

Its Serve Good programme represents its continued effort at US Foods to serve delicious food while serving good. From sustainably sourced foods for sustainable development to items made from recycled materials, products within the Serve Good portfolio are developed with suppliers that are committed to responsible practices, with many items coming with the reassurance of verification by third-party certifiers. 

US Foods - Serve Good

US Foods CHECK Business Tools

US Foods’ suite of smart and simple tools can help run restaurants more efficiently and with less effort. It is designed to drive traffic, simplify your staffing and reduce waste, which will enable more money to be made long-term. Its team of restaurant experts will recommend custom solutions to suit all requirements and needs, from a handpicked portfolio. Click here to view the full range of services that CHECK Business Tools offers.

For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.

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Jun 21, 2021

Pandora and IBM digitise jewellery supply chain

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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