Distributed Order Management

SLAYING THE BEAST

A three-year, $40 million program to re-engineer the digital supply chain of the world’s largest sports retailer sounds like a huge task. A huge, three-headed monster of a task. But to us, dragon slaying is second nature.

Head 1: Focus, Daniel-san
The department charged with the project lacked a strong track record when it came to large, multiyear projects. In fact, they had a history of dismissing consultants and shifting priorities. They needed a cultural paradigm shift to achieve success and maintain focus over the long haul. Most importantly, they needed strong leadership through the life of the program to ensure success.

Crane kick: ACME developed a multiyear business plan to reorient operations and keep all eyes on the future. From vendor selection to core decision-making, we helped reshape thinking for long-term success.

Head 2: Looking out for number one
The department had always operated as a stand-alone business within a much larger organization. Its systems didn’t mesh easily with the mothership. The department needed to be integrated into the company’s larger operational structure.
Kumbaya moment: We helped design a new approach, one that focused on integrating operations across the board. The end product will work better for the department and better for the company.

Head 3: Musical chairs
Key stakeholders weren’t always on the same page. With a dynamic leadership structure, the project could have easily been lost in the shuffle. Stakeholders were constantly re-evaluating the project and its priority.

Board rooms, not chairs: By engaging key senior executives, we were able to stop the re-evaluation merry-go-round. ACME also engaged staff on the program. Keeping people talking kept the program top of mind and moving forward.

With all three heads down for the count, the client was able to maintain funding, staff up and begin execute against the program plan. The program keeps rolling along and is on track for a return on investment of $143M as it suppports $2 billion in sales by 2014.