Product Portfolio/ Assortment Optimization
SKU, Pricing, Mix, and Placement Rationalization at Large Catalog Company
Led effort to optimize 45,000 active SKU assortment, which yielded ~$7MM in cost savings. Reclassified 45,000 SKUs into approximately 500 classes of merchandise to align with how merchandisers thought about products. Developed reporting to review performance over time, by price point, by occasion, by performance, etc. Optimized assortment by class to eliminate poor-performing items and reduce cannibalization. Adjusted pricing to ensure competitive pricing and proper mix by price point. Determined most efficient catalog and web placement.
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Developing Segmented Operations and Service Strategy at Full-line Industrial Goods Manufacturer
Devised an approach for segmenting SKUs in a diverse SKU environment based on a several qualitative factors such as contractual customer requirements, marketing strategy, and sourcing considerations, and a statistical scoring methodology incorporating several demand pattern factors such as sales, margin, demand variability, demand frequency, broken shipments, and requirements of top customers. Devised and implemented differentiated operations and service strategy (make-to-stock vs. manufacture-to-order) for the SKU segments which contributed to an 28% improvement in on-time delivery and a 25% reduction in inventory.
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Rapid Inventory and Supply Chain Cost Structure Diagnostic at Niche Apparel Producer
Conducted an inventory and cost structure diagnostic and created a plan for capture of opportunities at a recently acquired private equity portfolio company. Identified $11+MM in inventory reduction, $1.2–1.9+MM in overhead expense reduction, and $0.4–1.2MM in freight cost reduction opportunities.
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Improving UK Supply Chain Performance for Multi-National Soup Company
Worked hand in hand with UK manufacturing division managers to reduce and manage complexity, leverage purchasing scale, and simplify products, with a near-term target of capturing $5MM in aggregate savings in the first year while ensuring core operational processes were strengthened so that in year 2, the division could capture additional value from broader optimization of the supply chain. After 1 year, $4MM+ had been saved with another $2-3MM in savings expected over the next 6 months, and customer service had improved. Our team was then asked to review the entire European supply chain.
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