This white paper discusses the success of variant pricing in adding profits to manufacturing companies and the related benefit it could have among distributors.
This paper outlines the steps distributors can take to protect margins from being squeezed...
Is your company facing a storm of increased customer requests around online buying and customer...
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This case study explains how a major electronics distributor got an additional 230 basis points of profit through pricing alone by going from instinctive, manual pricing to science-based, optimized pricing.
Learn how this electronics distributor was able to turn around continuous margin decline in a hyper-competitive environment. By ditching time-consuming manual processes and gut instinct for price optimization using science-based segmentation and pricing guidance, this multi-billion dollar, high-tech electronics distributor saw dramatic results. Below-floor prices reduced by more than 10 percent, a more than 10 percent increase in invoices exceeding target, and a 230 basis points increase in gross profits. And that’s just the beginning.
The pricing power of most distributors is fading away. With manufacturers and suppliers building closer relationships with retail and wholesale customers, increasing price transparency in the information age, and better differentiation of their products by manufacturers, your margins are being squeezed from all sides. Download this whitepaper and learn the steps you can take to overcome your biggest pricing challenges.
In recent years, the rise of omni-channel commerce and proliferation of digital channels have precipitated seismic shifts in consumer behavior. Customers who might have previously beenmotivated by brand loyalty are now faced with a superabundance of shopping options and limited time to navigate them – a scenario that promotes more carefully considered purchasing decisions in response to precise desires and requirements.
As digital commerce has transformed all commerce over the last decade, customers have been offered increasing control over their buying experience. Ease of use, mobility, and consumerization of technology has increased customer demand for curated and personalized experiences, whether it is business or consumer commerce. But where is the biggest gap in meeting these demands?
B2B companies everywhere are under heavy pressure to offer their customers and employees robust e-commerce capabilities that rival best-of-breed consumer-focused companies like Amazon.com and Dell. Whether buying books for themselves, computers for their family, or industrial parts for their employers – shoppers demand and expect the same features and performance from e-commerce systems.
The accessibility to real-time data for any sized logistics operation is critical. For years now, warehouse and distribution managers have turned to wireless barcode data collection systems for immediate access to inventory, purchase orders, and customer orders. But as the technology wheels have turned, those old devices have in large part gone by the way-side. Users have been left with little choice other than to move to more costly, complex devices that run a Windows® operating system.
Supply Chain Planning in the Cloud Can Help Midsized Businesses Tackle Their Most Pressing Challenges and Capitalize on Expansion Opportunities.
Airgas Leverages JDA Solutions and Services to Better Balance Supply and Demand and Manage Growth.
Global Wholesaler Würth International Reduces Inventory by 30%,Maintains Customer Service Levels at 98.5% with JDA Supply Chain Management Solutions.
Fundamentally, there are three types of barcode data collection devices. We’ll cover the main factors of each type to help you select the right device.
Many companies have either made — or are in the process of making — the transition from a regional, build-and-sell business model to a sell-anywhere, build-anywhere and source-anywhere business model. This globalization has led to dramatically increased supply chain complexity. The transition includes both new global sources of supply and new global sources of demand. In many cases, these demand and supply location decisions are interlinked as companies invest and create sources of supply in countries they also desire to become markets for their products.
More than a matter of statistical models, strategic inventory management requires a deep understanding of how the end-to-end supply chain is actually managed. From intelligently micro-segmenting their products to creating continuous inventory process improvements, few businesses have the capabilities and vision to transform their inventory into a competitive advantage. Today — backed by technology and expertise from JDA — a number of forward-looking leaders are changing the very definition of inventory optimization. What lessons can your business learn?
Sometimes we forget the basics when thinking about inventory optimization, but as AMR Research and others have noted,organizations hold inventory for three basic reasons. First, because it takes time to make and move products, inventory is needed as work-in-process and in-transit material. Second, safety stocks protect companies against changes in demand, production yield and forecast errors. Third, inventory can, at times, protect companies against price increases and provide other economic advantages.
While globalization has resulted in many bottom-line benefits, it has simultaneously increased the level of complexity and uncertainty by which companies operate today, making the sales and operations planning (S&OP) process more critical to a company’s success than ever before. Companies now face a host of new business challenges – such as increased service level demand from retailers, shorter product lifecycles and global competition with cost pressure – and their position in the market is being defined by how quickly they can react to these challenges.