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• Website Boosts Sales Contribution More Than 3%
  Company lacked B2C website for product visibility and with e-commerce capability. Products featured online were outdated or no longer available. Stores resisted change because of potential reduced in-store sales.
  Created mock-up website and secured buy-in from all executive management. Partnered with third party for all build-out work and created fully functional B-C site.
  Contribution to sales increased from 1% to 3%. In-Store Consumers doing prior research online, reducing in-store sales process.
• Data Warehouse Fosters 50% Improvement in Lead Times
  Improved measurement of vendor compliance, customer trends, and sales performance was needed to improve overall operations performance. Company was very focused on tactical and lacked knowledge of metrics' values.
  Assembled cross-silo team and collaborated to create functional data warehouse with more than 60 key performance indicators (KPIs) using Cognos technology. Identified key stakeholders in each vertical silo and worked with stakeholders to develop best practices.
  Lead-time compliance improved 50% and defective good rates were reduced 20%. COGS/Margin improved 5% to 8%.
• SaaS Solution Generates $324,000 Annually
  ISP/web host client wanted to begin SaaS (Software as Service) for web content management software, which would generate additional revenue. No resource with necessary skill set was available internally.
  Leveraged technological experience and conducted assessment to provide improved functionality; collaborated with ownership to become branded in marketplace.
  CMS was sold internally first and then to external customers. Average revenue generated was $324,000 annually.
• Tracking System Ensures 90% On-Time Delivery Rate
  Delivery drivers' overtime pay was exceedingly high, and delivery costs exceeded revenues. Deliveries to customers were consistently late. No real-time, two-way communication existed between driver and warehouse. Drivers did not want to decrease overtime.
  Route and driver tracking system was implemented with route optimization software. Driver was tracked and drive times were measured.
  Overtime was reduced 46%. More than 90% on-time delivery rates were achieved.
• Revised Project Delivered within New Time Frames
  Client's SAP project was more than $200,000 over budget and eight months behind schedule. No skilled project management was located on-site at client's location.
  Conducted assessment, restructured blueprint and roadmap, and co-managed project's implementation.
  Project team was reduced 20%. Project was delivered on time with new schedule.
• Auto Call System Improves Not-at-Home Delivery Attempts & Reduces In-Store Admin Staffing More than 80%
  Customer service was ineffective with little attention to detail and customer service follow-up. Employees resisted change and lacked understanding between measurements and returning customers.
  Designed and implemented central customer service call center with automated call confirmation and customer self-service options. System survey was launched that called and surveyed customers after delivery was complete.
  On-hold rate improved 100% and abandoned call rate was less than 3%. Not-at home-delivery attempts were reduced more than 90% due to automated call confirmation. Customer satisfaction increased to more than 96%.
• Automated Payroll Delivers 30% Improvement in Accuracy
  Commission payroll accuracy was only 70% accurate because all steps were performed manually. Payroll employees resisted upgrades to processes and were concerned that automation would further reduce accuracy rates.
  Secured buy-in from HR and collaborated with Payroll during solution and design phase to secure additional buy-in. Payroll was automated for sales associates that included earnings statement.
  Payroll inaccuracies were eliminated and HR productivity improved 1.5 FTE.
• Best Practice Streamline Project Completion Time
  IT was unable to complete any value-added projects because more than 80% of staff time was spent on administrative tasks to support projects. No standard process or accountability was in place.
  Implemented best practices in triage, measurement and expectations; cultivated partnerships with vendors to identify root causes and solutions.
  Ratio was reversed and 80% of staff time was spent on project completion. Strong communication was created, and staff focused on end-user community's needs.
• Call Center Improves Customer Wait Times More than 100%
  Company lacked single point of contact with customer. Poor customer service rates of up to 80% were measured. Management lacked support to foster changes, and no best practices were in place to effectively measure customer interaction and satisfaction.
  Initiated call center with automated calling system to confirm deliveries and developed survey system. Identified customer areas for improvement and implemented reward system for warehouses that met standards in each of six broad categories. Scorecard was used as primary management tool to determine customer requirements.
  Customers' telephone wait time improved more than 100%. Delivery commitment improved to 90% of three-hour window.
• Integration Strategy Reduces COGS More than 13%
  Company was acquired by overseas product manufacturer, and no vertical system integration plan or communication system existed. Two teams disagreed on measures or reporting priorities; cultural differences and conflict further aggravated process.
  Conducted one-on-one interviews and identified cultural and communication commonalities. Integrated two tightly measured systems; eased integration process by fostering collaborative method of change management.
  On-time delivery of goods rate exceeded 90% with less than 1% defect rate from partner. COGS was reduced more than 13%.
• Customer Service Center Saves $1.5 Million
  Administrative costs did not align with industry standards, including data and voice network costs; many functional areas were protected.
  Devised and implemented central customer service center. All calls were designated to agents who specialized in issue resolution or routed calls to appropriate functional area. MPLS network with VoIP functionality was implemented.
  In-store administrative expenses were reduced more than 80%, saving more than $250,000 annually. FTE in each warehouse was reduced one to two, saving $900,000 annually. Decreased telephone costs more than 31% and data network costs more than 19%.
• Process Improvements Slashes Inventory Costs $8 Million
  Analysis of KPIs revealed company was far below COGS standards, transfer of goods, and inventory turns. Transfer of goods for balancing and order satisfaction was excessive. Merchandise area was slow to adopt changes and no process was in place to introduce effective process improvements.
  Assembled cross-functional team and implemented end-to-end supply chain and transportation optimization software. Process improvements were restructured and central dock facility was initiated. Call center software was purchased.
  Excessive inventory reduction more than 12% was realized, or nearly $8 million annually. Logistics costs reduced 30%. Transfers between regions to balance inventory were reduced 41%. Warehouse labor was reduced 24% due to lower transfer value. Customer call wait times improved 100%, and delivery times were improved to 90% of quoted times.