Case Studies
Case Study: Data-Driven Transformation of inventory practices
Challenge:
Client’s inventory operations were hampered by outdated legacy software that couldn’t scale with the company’s growing needs. The Inventory management reporting was slow, and inventory management lacked real-time visibility, leading to delays and inefficiencies. The company sought to test before implementing a centralized inventory strategy.
Solution:
I was tasked with leading the data analysis and migration effort for this transformation. My role involved evaluating the current system and identifying the gaps that we could improve within our pilot. I worked closely with IT, Operations, and the inventory teams to develop a strategy that ensured all our inventory data and financial models were accurate.
I developed and presented data-driven insights to the executive steering committee, showcasing how the new new strategy could improve our inventory movement and increase store profitability.
Outcome:
The pilot resulted in a 50% improvement in inventory turns at pilot locations. Created real-time data to capture improvements and ensure that the strategy worked across all locations. The pilot increased locations and scope and was deemed a success.
Challenge:
Les Schwab was facing inefficiencies in inventory management, resulting in slow inventory turnover at several pilot stores. The company sought a way to optimize inventory levels and increase profitability through better collaboration across departments.
Solution:
I collaborated with Operations and IT leadership to analyze inventory management workflows, identify inefficiencies, and implement a more data-driven approach to stock levels. I led the initiative to improve inventory management practices at pilot stores, facilitating cross-functional collaboration to ensure alignment between departments.
Outcome:
My efforts led to a 50% increase in inventory turns at the pilot stores. I prepared and presented data to the executive steering committee, securing approval to expand the pilot to additional locations and product lines. This initiative contributed to significant financial improvements for the company and enhanced inventory management processes across the organization.
Case Study: Pilot Program Rollout and Expansion Across Multiple Locations
Challenge:
The client needed to develop and implement a new remote operational role across multiple new locations as part of an acquisition. The pilot program aimed to bring the new locations up to speed to our company standards and practices. However, the challenge was that this new role had never been defined before, and the project needed to be implemented remotely across nine locations quickly and efficiently, while ensuring minimal disruption to operations.
Additionally, the new locations employees were not trained in maintaining their locations Profit and Loss (P&L) which meant that finding a way to do this for them until the training was able to take place. There was a need to create a process and frame work for this and finding a way to do it for more than one location remotely. I was able to create a program that is used today as the client continues to roll more locations on it.
Solution:
As the Administrative Operations Specialist, I took the lead in defining, creating, and rolling out this new role across the pilot locations. My approach was divided into several key steps:
Role Definition and Documentation:
I collaborated with leadership and cross-functional teams to fully define the responsibilities and goals of the new operational role. I created and managed the documentation required for this position, including training materials, Standard Operating Procedures (SOPs), and change management plans. By clearly outlining expectations and processes, I ensured that the new role could be effectively implemented across multiple locations.Training and Change Management:
Once the role was clearly defined, I managed the training and onboarding for 12 sites, 24 managers and 10 remote admins, ensuring that staff at each location were fully equipped to handle the new responsibilities. I implemented a comprehensive change management strategy, focusing on smooth integration into daily operations. This involved conducting in-person and remote training and providing ongoing support to ensure that all employees were confident in their new roles.Profit and Loss (P&L) Standardization:
I spearheaded the creation of a fully documented remote store payables program within just one week. This initiative included standardizing how locations managed their financial operations, particularly regarding P&L processes. By streamlining payables and financial reporting, I helped ensure that each store had consistent financial practices, which improved overall profitability.Pilot Program Rollout and Expansion:
I oversaw the pilot program's rollout to nine locations, monitoring performance, gathering feedback from staff, and adjusting processes as necessary to ensure operational consistency. The success of the pilot program, demonstrated by improved financial results and operational efficiency, led to its expansion and permanent integration within the company. The workflows and processes I developed were adopted company-wide, becoming the new standard for future operational roles.
Outcome:
The pilot program was a resounding success, leading to increased operational efficiency across all nine locations. The P&L standardization significantly improved financial oversight, reducing inconsistencies in financial reporting and ensuring better decision-making across the board.
The success of the pilot led to the program’s permanent integration across more locations. The processes and documentation I created are still in use, ensuring consistent operations, improved financial management, and streamlined training for new hires in the operational role. Additionally, the pilot’s success highlighted the effectiveness of having clearly defined operational roles, paving the way for future operational improvements.