WATCH: How Hain Celestial tackles supply chain risk with Inventory AI
By Jon Taylor on March 26, 2025Hain Celestial Group is a leading health and wellness company whose purpose is to inspire healthier living for people, communities and the planet through better-for-you brands.
For more than 30 years, its portfolio of brands — including Hartley’s, Robertson’s and Ella’s Kitchen — has focused on delivering nutrition and wellbeing that positively impacts today and tomorrow.
At Hain Celestial, combating supply chain risk has never been more pressing, with market disruptions making the past few years anything but normal. For James Cranfield, VP International Supply Chain, one of the biggest challenges has been understanding how inventory decisions impact service levels and on-shelf availability.
In this video, James explains how implementing Peak’s Inventory AI solution is helping the business gain real-time insights into stock levels, reduce inefficiencies and shift focus from manual data management to strategic decision making. But this is just the beginning — AI is not only optimizing supply chains but also reshaping long-held assumptions about inventory planning and service predictability.
Watch now
Transcript
Supply chain risk is becoming a bigger and bigger thing and how you mitigate that risk. If you look at market dynamics, it hasn’t been a normal year probably for four or five years. One of the challenges we were facing initially, when we started the conversation with Peak, was understanding how our inventory affects our service level and how that affects availability on shelf within the retailers. And we also recognized that we didn’t have accurate timely information flowing back within our supply chain.
The benefit of Peak is it sits over the top of all our other systems. We’ve initially gone with Dynamic Inventory for our finished goods product. It’s certainly highlighting to us where we’re overstocked and we’re understocked. As we go forward with Peak, we’re then looking at the finished goods inventory modules.
We’re then going to do raw material and packaging items. Some of the planners in our business who have been there for like 40-odd years are very positive about the whole Peak implementation because it gives them more time to go and focus on important things rather than just data administration and changing data in the system. The biggest opportunity we’ve got is service predictor, both in our internal customers and our external customers. Our inability to tell them what service is going to be going forward.
The Peak product allows us to become more customer-centric, sharing more data with them. So therefore, hopefully, we reduce and mitigate those risks going forward. Peak’s now got so much of our data. It’s what else we can do with Peak going forward.
So actually, this is just the start of the journey. It is absolutely starting to drive our behavior. And for me, look, one of the best bits about it is it’s challenging our teams back to say, well, actually, the logic you think you’ve applied for so many years is probably not right. That is really intuitive, and that’s really positive.
Transcript
Supply chain risk is becoming a bigger and bigger thing and how you mitigate that risk. If you look at market dynamics, it hasn’t been a normal year probably for four or five years. One of the challenges we were facing initially, when we started the conversation with Peak, was understanding how our inventory affects our service level and how that affects availability on shelf within the retailers. And we also recognized that we didn’t have accurate timely information flowing back within our supply chain.
The benefit of Peak is it sits over the top of all our other systems. We’ve initially gone with Dynamic Inventory for our finished goods product. It’s certainly highlighting to us where we’re overstocked and we’re understocked. As we go forward with Peak, we’re then looking at the finished goods inventory modules.
We’re then going to do raw material and packaging items. Some of the planners in our business who have been there for like 40-odd years are very positive about the whole Peak implementation because it gives them more time to go and focus on important things rather than just data administration and changing data in the system. The biggest opportunity we’ve got is service predictor, both in our internal customers and our external customers. Our inability to tell them what service is going to be going forward.
The Peak product allows us to become more customer-centric, sharing more data with them. So therefore, hopefully, we reduce and mitigate those risks going forward. Peak’s now got so much of our data. It’s what else we can do with Peak going forward.
So actually, this is just the start of the journey. It is absolutely starting to drive our behavior. And for me, look, one of the best bits about it is it’s challenging our teams back to say, well, actually, the logic you think you’ve applied for so many years is probably not right. That is really intuitive, and that’s really positive.
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