Whirlpool Spins Optimized Supply Chain Benefits
Whirlpool implements Manhattan Associates' Warehouse Management, Slotting Management and Labor Management from the Manhattan SCOPE Distribution Management solution suite to optimize its vast distribution network, along with the Extended Enterprise Management solution to optimize inventory visibility with vendors and trading partners.
"Whirlpool's supply chain is complex primarily because we're not only a manufacturer, but we also service tens of thousands of different retailers, along with our other channels," says Brian Hancock, vice president, supply chain, Whirlpool. "So when you think about everybody from a Lowe's, Home Depot, and Sears, to the new home builder, to Mrs. Jones down the block, they all expect the same type of products and service. We have to make sure our supply chain helps protect the Whirlpool image -- ensuring the brand is enhanced by the service we're providing."
After Whirlpool acquired Maytag in 2006, its supply chain encompassed more than 40 manufacturing facilities sourced from approximately 7,000 different suppliers in every region of the world. Those facilities not only import, but also export products to separate regions where they are then delivered to more than 30,000 retailers worldwide, while also delivering products to builders as well as consumers' homes within 48 to 72 hours. Whirlpool has, at any given time, 2.2 to 2.5 million units in inventory.
Whirlpool has received benefits including: eliminating 40 million travel miles between facilities; reducing pick process time by 50 percent; cutting damage to products by 50 percent; improving warehouse up time to more than 90 percent; developing an accurate, real-time view of inventory inside the Whirlpool warehouses; gaining warehouse efficiencies through integration of pick pack logic and process; improving order-to-delivery time; and enhanced yard-management capabilities.
"Whirlpool's supply chain is complex primarily because we're not only a manufacturer, but we also service tens of thousands of different retailers, along with our other channels," says Brian Hancock, vice president, supply chain, Whirlpool. "So when you think about everybody from a Lowe's, Home Depot, and Sears, to the new home builder, to Mrs. Jones down the block, they all expect the same type of products and service. We have to make sure our supply chain helps protect the Whirlpool image -- ensuring the brand is enhanced by the service we're providing."
After Whirlpool acquired Maytag in 2006, its supply chain encompassed more than 40 manufacturing facilities sourced from approximately 7,000 different suppliers in every region of the world. Those facilities not only import, but also export products to separate regions where they are then delivered to more than 30,000 retailers worldwide, while also delivering products to builders as well as consumers' homes within 48 to 72 hours. Whirlpool has, at any given time, 2.2 to 2.5 million units in inventory.
Whirlpool has received benefits including: eliminating 40 million travel miles between facilities; reducing pick process time by 50 percent; cutting damage to products by 50 percent; improving warehouse up time to more than 90 percent; developing an accurate, real-time view of inventory inside the Whirlpool warehouses; gaining warehouse efficiencies through integration of pick pack logic and process; improving order-to-delivery time; and enhanced yard-management capabilities.