The implementation took a phased approach to make sure the most critical issues were addressed quickly.
The Ethical Charter provisions are consistent with those established by the ILO, such as prohibitions against forced labor and child labor. This statement sets out our commitment to prevent the Samsonite global supply chain of modern day slavery within the Group and in our supply chain, and the steps we are taking to implement our commitment.
Solution The Atlas Planning Suite was implemented to address inventory and planning challenges. The majority of our products are manufactured by independently owned and operated facilities, which are mostly located in China.
Modern day slavery in any of its forms—whether forced, bonded, compulsory or labor, human trafficking —represents some of the gravest forms of human rights abuse. We are also committed to maintaining systems that are designed to reduce the possibility of modern day slavery occurring in our operations and supply chain.
If evidence of modern day slavery is found, the Group will examine the circumstances and develop the best possible strategy for resolution. Employees using the hotline are protected against retaliation. Its principal wholesale distribution customers are department and specialty retail stores, mass merchants, catalog showrooms, and warehouse clubs.
Compliance with the Ethical Charter is a requirement for doing business with the Group. In order for the planners to provide customers or management with accurate information, they were forced to dig through various spreadsheets and tabs to find it.
Program Evaluation Evaluation of the effectiveness of our efforts to ensure that no human trafficking or Samsonite global supply chain day slavery is present in the Company or in its supply chain rests with the country and regional management for employees, and with sourcing and production staff in the supply chain; this process is reviewed periodically by the internal audit team.
Atlas also allowed for easy integration with other business processes.
Using Atlas, Samsonite is now carrying the right amount of inventory to meet their customer service goals without tying up excessive capital in inventory, which in turn improved customer satisfaction and retention. The added structure allowed the company to segment their products and manage forecasts by exception when needed, while allowing Atlas to apply statistical forecasts for other products.
Samsonite owns and operates a range of sub-brands such as High Sierra, Speck, and Tumi. Benefit Samsonite automated the majority of the time-consuming and manual planning tasks, allowing planners to focus their attention on value-adding activities.
The result was lost revenue and excess capital tied up in inventory. The new demand plan automatically syncs with the ERP-system and sales portal to provide real-time visibility to business performance.
Sales forecasts, pricing and inventory levels were not readily available making it tedious and time-consuming to manage the global supply chain efficiently. The Company operates using a largely decentralized structure across four key regions: We uphold this commitment through our policies and governance process, supported by our leadership team.
One of the most pressing challenges facing Samsonite was inventory optimization. All legitimate reports are investigated and appropriate remedial actions taken as needed.
The Group has a zero-tolerance approach to such activities, strictly forbidding slavery in our operations and in our supply chain. The Group works to ensure that its global supply chain partners follow socially and ethically acceptable manufacturing procedures.
Approved by the Board on March 15, The Company educates its suppliers about the prohibition on human trafficking, child labor, and other violations of our Ethical Charter through the process of requiring adherence to the Charter and through our on-site monitoring and verification processes.
The company was dealing with frequent stock-outs on high value SKUs and often found themselves with excess stock of underperforming SKUs. Employees may use this hotline, anonymously if desired, if they have any workplace concern that they wish to report.
Challenge Like many organizations, Samsonite relied heavily on an Excel-based process for supply and demand planning prior to partnering with John Galt. The demand management engine was implemented first, giving Samsonite visibility to customer demand and increasing forecast accuracy.
Nevertheless, the Group understands that its greatest risk of modern day slavery is in our product supply chain; as such, we have undertaken activities to identify and minimize those risks with our direct and indirect final assembly suppliers, and with raw material or component suppliers with whom we have a direct contract.
We provide the opportunity for everyone who works in the Group to report suspected breaches of the Employee Code of Conduct, including via an anonymous confidential hotline and website reporting service. On top of that, keeping track of spreadsheet revisions made it a challenge to confirm that the data was up to date.
The Group sells its products through a variety of wholesale distribution channels, through its company-operated retail stores, and through e- commerce. The Group may act against those suppliers that do not demonstrate sufficient commitment to the Ethical Charter, or are in breach of it; subsequent actions can include terminating the supplier.
The manual processes also made it difficult to collaborate internally, and uploading the latest data to the ERP system and other business systems was arduous.
Monitoring and verification activities are carried out by a team of trained professionals based in China and in India. Atlas Planning Suite Automated planning process to minimize manual intervention and human error Determined inventory policies based on product performance and Forecastability Reduced inventory levels while improving customer service levels Improved reporting and ease of access to granular data Seamlessly integrated with SAP and BI tools Company Headquartered in Luxemburg, Samsonite is the global leader in travel bags, luggage and accessories.Mar 07, · Watch video · Many Chinese manufacturers are part of the global supply chain.
Li & Fung, which sources clothes and toys for retailers, counts Walmart and Macy’s Inc. as customers, while Yue Yuen. it has shut down several of its plants in Europe and decreased internal manufacturing of soft side luggage from 23 percent in to under 10 percent in Samsonite’s Global Supply Chain Samsonite entered into subcontract agreements in Asia and Eastern Europe for globalization.
In The subcontractors provided both final products and.
CASE~C= Sur CASE Samsonite’s Global Supply Chain Samsonite Corporation is a U.S. based company that manufactures and distributes luggage all over ther world. In fiscal yearSamsonite, which is listed on NASDAQ, generated $ billion in revenues but incurred a loss equal to $ per share.
Headquartered in Luxemburg, Samsonite is the global leader in travel bags, luggage and accessories. Their products are sold in over countries across the globe through a variety of wholesale distribution channels, company-operated retail stores as well as through e-commerce. Samsonite is the world’s largest travel luggage company, with a heritage dating back more than years.
We are principally engaged in the design, manufacturing, sourcing, and distribution of luggage, business and computer bags, outdoor, casual bags, travel accessories and slim protective cases for personal electronic devices.
Samsonite's Global Supply Chain Case Study Presentation - International Business - Practice Course - Dr Helene Tenzer in the Supply Chain: Samsonite in over countries more than 46, wholesale, retail, e-commerce mainly in Europe, India, Mexico in different countriesTUMI in 75 countries.Download