fmcg

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By: SAP     Published Date: Oct 11, 2018
New forces are reshaping the fast-moving consumer goods (FMCG) sector – and SAP anticipates that they will spur more change in the next five years than has been seen in the last 50. While the sector’s focus for the last half-century was getting consumers into retail stores to shop, we anticipate a focus shift to seizing “moments of opportunity.” This involves serving consumers when and where they need it. Sourcing and supply chain leaders are playing a key role in driving this evolution.
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     SAP
By: SAP Ariba     Published Date: Oct 11, 2018
New forces are reshaping the fast-moving consumer goods (FMCG) sector – and SAP anticipates that they will spur more change in the next five years than has been seen in the last 50. While the sector’s focus for the last half-century was getting consumers into retail stores to shop, we anticipate a focus shift to seizing “moments of opportunity.” This involves serving consumers when and where they need it. Sourcing and supply chain leaders are playing a key role in driving this evolution.
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     SAP Ariba
By: Socialbakers     Published Date: Jul 22, 2015
In this report, we use extensive social media metrics and benchmarking to demonstrate how FMCG brands can benefit from providing excellent social customer care.
Tags : sales, social, customer care, social customer care, customer service
     Socialbakers
By: Bahrain EDB     Published Date: Nov 23, 2016
This KPMG report looks at the typical costs associated with setting up and operating a manufacturing business in Bahrain, compared to the costs in other Gulf Cooperation Council (GCC) countries. It covers company format>on; land rental and construction; utilities; manpower; visas and labor; and ports and commerce.
Tags : gulf, gcc, bahrain, saudi arabia, uae, manufacturing, logistics, fmcg, food, industrial services, aluminium, steel, trading, construction, cost, business, comparison, fdi, investment, abroad
     Bahrain EDB
By: Intermec     Published Date: Jun 20, 2013
This research, commissioned by Intermec and carried out by research company Vanson Bourne, surveyed 250 senior supply chain and distribution center managers at organizations with over 500 employees in the UK, France, Germany and North America. The interviews were conducted by telephone with respondents spanning industries including retail, manufacturing, distribution, transport, chemicals, logistics, pharmaceuticals, wholesale and FMCG. 50 interviews were conducted in each European country with 100 interviews taking place in North America during October 2012.
Tags : intermec, vanson bourne, distribution center, retail, manufacturing
     Intermec
By: HireVue     Published Date: Feb 09, 2018
Unilever is a global player in the fast-moving consumer goods (FMCG) sector, with nearly a third of the world’s population using its products every day. The company has more than 169,000 employees working around the world, and its leaders estimate that within three years, as many as 60 percent of those employees will be Millennials. Critical to Unilever’s ongoing success will be its ability to attract these recent college graduates. For its signature Future Leaders Programme, the company wanted its recruitment efforts to get ahead of the curve. The existing process was rooted in paper-based applications, phone interviews with recruiters, and manual assessment tests. It took four to six months to sift through 250,000 applications and ultimately hire 800 individuals. The company sought to radically transform this process using online gamification, digitally recorded interviews, and science-based assessment tests and data analysis. In this case study, we: • Explain the challenges facing U
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     HireVue
By: HireVue     Published Date: May 16, 2018
OVERVIEW Unilever is a global player in the fast-moving consumer goods (FMCG) sector, with nearly a third of the world’s population using its products every day. The company has more than 169,000 employees working around the world, and its leaders estimate that within three years, as many as 60 percent of those employees will be Millennials. Critical to Unilever’s ongoing success will be its ability to attract these recent college graduates. For its signature Future Leaders Programme, the company wanted its recruitment efforts to get ahead of the curve. The existing process was rooted in paper-based applications, phone interviews with recruiters, and manual assessment tests. It took four to six months to sift through 250,000 applications and ultimately hire 800 individuals. The company sought to radically transform this process using online gamification, digitally recorded interviews, and science-based assessment tests and data analysis. In this case study, we: • Explain the chal
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     HireVue
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