Discover the latest software purchases and digital transformation initiatives being undertaken by Del Monte and its business and technology executives. Each quarter our research team identifies on-prem and cloud applications that are being used by the 5600 Del Monte employees from the public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources.
During our research, we have identified that Del Monte has purchased the following applications: Anaplan for in 2017, Rootstock Kenandy ERP for in 2013 and the related IT decision-makers and key stakeholders.
Our database provides customer insight and contextual information on which enterprise applications and software systems Del Monte is running and its propensity to invest more and deepen its relationship with Anaplan, Rootstock or identify new suppliers as part of their overall Digital and IT transformation projects to stay competitive, fend off threats from disruptive forces, or comply with internal mandates to improve overall enterprise efficiency.
We have been analyzing Del Monte revenues, which have grown to $1.60 billions in 2019, plus its IT budget and roadmap, cloud software purchases, aggregating massive amounts of data points that form the basis of our forecast assumptions for Del Monte intention to invest in emerging technologies such as AI, Machine Learning, IoT, Blockchain, Autonomous Database or in cloud-based ERP, HCM, CRM, EPM, Procurement or Treasury applications.
About the Customer
Del Monte Foods, Inc (trading as Del Monte Foods) is a North American food production and distribution company headquartered at 3003 Oak Road, Walnut Creek, California, USA. Del Monte Foods is one of the country's largest producers, distributors, and marketers of branded processed food for the U.S. retail market, generating approximately $1.8 billion of annual sales.
Scope and Challenges
Del Monte Pacific Ltd. was using a mix of hundreds of large spreadsheets and inflexible legacy tools to manage their supply chain process and financial planning.
The process was slow, even simple scenarios required up to six hours to run. In order to avoid the inflexibility and delays of using the legacy tool, averages were used for many planning scenarios, leading to large discrepancies between forecasts and actual costs. Inventory management was disjointed, and when there was a misalignment in the planning process, it led to lost sales opportunities and excess inventories.
Outcome and Implications
The supply chain finance planning process, which previously took two weeks, was narrowed down to two days using the Anaplan platform.
Previously, when there were demand changes, it took Del Monte five days to react. With Anaplan, it now takes less than five minutes to come up with the necessary adjustments in its production. Del Monte can now look at what drives the profitability of a channel, SKU, or customer on a monthly basis.
Decision-makers now have visibility to this information, which arms them to make quick, informed decisions.
"We achieved a level of integration among supply chain commercial and finance planning workstreams at a level not achievable before Anaplan." Steve De Castro, Finance Business Partner for Commercial and Operations, Del Monte Pacific Limited
|Vendor||Old Product||New Product||Category||Market||Users||VAR/SI||When||Live|
|Anaplan||Legacy Applications||Anaplan||Planning and Performance Management Platform||EPM||n/a||n/a||2017||2017|
|Subscribe||Subscribe||Subscribe||Enterprise Resource Planning||ERP Financial Management||Subscribe||Subscribe||2013||2013|
|First Name||Last Name||Title||Phone|
|Subscribe||Subscribe||Chief Corporate Officer||Subscribe||Subscribe|