In addition, thanks to the efforts of the combined Change Management team, Campbell Soup Company achieved success in the adoption of the Workday suite across its global enterprise and launched new HR Shared Services teams in the Americas and Asia-Pacific regions to manage its HR functions.
Headquartered in New Jersey and employing more than 18, people, its products are sold in over countries around the world. Our aim was to maintain a 3 to 3. Equipment and plant design Our focus was on the plant of the future. This comprehensive strategy included a multi-tiered global change network, executive stakeholder management, differentiated training programs and materials, and thorough communication throughout the process.
As we became more efficient with our assets and began building more flexibility into our plants, we improved cost and service results, along with creating an opportunity to streamline operations, which fell under our Network Optimization program.
The lessons of the team in the trials and tribulation of building supply chain excellence apply to all. Dave asked his team to join him for the discussion. We think that it requires a focus on both total performance and measured supply chain improvement.
It takes many years to build a culture to improve supply chain excellence, and many well-intended technology or plant design projects can quickly take a supply chain team off guard. We also underestimated the organizational investment it would take to achieve our desired results.
Luckily for Campbell, this supply chain team had the right stuff to self-correct and put the supply chain back on course. The Human Resources department received stellar feedback on the initiative and the company is rolling it out to all other departments.
Our intention was to maintain constancy of purpose and continuity.
Here are the notes from that discussion: It will also include some analysis of companies like Campbell Soup that are willing to share their stories. More broadly, we could have been more balanced in our approach to integrating an already aggressive supply chain agenda with a rapidly increasing product innovation agenda.
Managers now have deeper knowledge of different job roles, each employee has their own IDP Individual Development Plan and managers are better equipped to engage in relevant career development discussions with their employees.
We began with a focus on operational reliability; making products right the first time with no waste in a reliable manner. We named it the Supply Chain Index. As we improve in each of these areas, we also open up opportunities in the remaining areas.
We reduced 40 Campbell soup case study of assets and still make the same amount of product with greater flexibility. We now have the ability to focus more on materials management and suppliers upstream, and distribution and customer solutions downstream, to drive optimization. I strongly believe diversity of experience and thought leads to improved performance.
In the end, we experienced important learnings, built critical capabilities, and will now be able to generate more results improvements in the future because of that effort.
That blend has been key in helping us to make significant improvements. These strategy areas remain important today, while our priorities and tactics evolve as we make progress.
Each focus area alone is important and can bring great value; but, if key focus areas and programs are managed together holistically versus independently, the opportunity becomes much greater.
We took a holistic approach to accomplish this goal by developing training programs and tools to ensure that all employees had an accurate picture of total cost and how to drive improvements. While we are nearing the end of our work on the Soup Common Platform, we continue to focus on strengthening relationships and ensuring greater cooperation with our suppliers and customers.
The Challenge Over the past ten years, Campbell Soup Company steadily grew its product divisions and technology requirements and, as a result, began to outgrow its legacy systems that included PeopleSoft 8. What have you learned? Enter Workday and Collaborative Solutions.
Most important about this effort was that we were clear on our principles that quality was more important to us than cost. We look forward to getting your thoughts on the Supply Chain Index.z Case Study / With big plans to overhaul its campus, Campbell Soup Company figured it might be best to try things out on a small.
BUS CASE ANALYSIS WORKSHEET (rev. 1/10/16) SPRING Campbell soup Case study By: Jeff Woods, Shotaro Harachi, Sota Watanabe, Dylan Newman, Austin Ruiz, Gemael Thiombiano and Diego Ulloa KEY STRATEGISTS: 1.
InCampbell Soup Company launched a new product known as "Intelligent Quisine meals.". They were designed to assist in lowering consumers' cholesterol, blood pressure and. Over the course of the last two years, we at Supply Chain Insights have worked on a methodology to gauge supply chain improvement.
We named it the Supply Chain Index. We have found that supply chain metrics are gnarly and complicated. During the last two months, we have been interviewing supply. case study recap Campbell Soup Company With a global workforce, different HR and Payroll technology platforms, and an eye toward future growth, Campbell Soup Company was in need of a single configuration with advanced reporting capabilities.
Campbell Soup Career Pathing Case Study: Finding a career and culture that nourishes and nurtures.
Campbell Soup Company is a globally recognized brand with annual sales of more than $8B. Its worldwide reputation and prestige is built on powerful branding in three main categories: Soup & Simple Meals, Snacks, and Healthy Beverages.Download