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Many products “settle” in their packages, appearing to take up much less space than they should. But settling isn’t the only issue with deceptive or “slack fill” packaging problems; these problems happen when manufacturers deliberately or inadvertently misrepresent the amount of product a consumer can “reasonably expect” when opening a package of tasty tidbits or expensive moisturizer.
PackagingWorld.com, September 29, 2014 Chainalytics’ packaging experts went to work with Energizer to reduce costs associated with packaging materials and with supply chain related items such as logistics, labor, storage, and warehousing.
SupplyChainBrain.com, January 06, 2011 Chainalytics and MIT worked with IPC to analyze its distribution network. Significant environmental savings resulted from Chainalytics’ Carbon Footprint Analysis.
SupplyChainBrain.com, July 22, 2010 Kraft Food’s partnership with Chainalytics has delivered both hard and soft benefits, enhancing efficiencies in its transportation network and improving relationships across the supply chain.
Food Logistics, June 2010 Sandwich maker Subway was an environmental leader long before sustainability was in vogue. When the Independent Purchasing Cooperative (IPC) was formed in 1996—Subway’s franchisee-owned and operated buying cooperative—the group took a long hard look at its supply chain.
Clorox Finds Savings through Transportation Analytics that Reduce “Leakage” from Carrier Contracts to Execution
Supply Chain Digest, October 7, 2009 “Carried bid optimization” programs and technology can deliver significant savings to companies in procuring transportation versus current rates, but too often those potential savings are lost in both the negotiation and execution phases. Clorox worked with Chainalytics to reduce “leakage” in its bid optimization process.
STORES Magazine, September 2009 Can squeezing more pickles into a pouch make that $5 Footlong easier to swallow? SUBWAY thinks so. Guided by its “Eat Fresh” motto, SUBWAY is intent on nurturing a “green” logistics strategy by reducing the carbon footprint of its massive supply chain while reducing costs at the same time.
Logistics Management, April 2009 Over the last three years, the quick-serve leader’s green logistics strategy has cut carbon emissions by 120,000 metric tons and reduced its oil consumption by 277,000 barrels annually—all while growing its number of stores by 12 percent. And they’ve only just begun.
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