Wholesale → omnichannel
Took a premium clothing brand from wholesale to direct-to-consumer, with $1.6M saved in the first year.
Expansion into new regions
Defined shared processes and a five-year roadmap for a membership club’s expansion across China.
New channels & product lines
Launched a wholesale channel for a luxury fitness retailer in four months, from process design to first delivery.
Scaling
for growth
Rationalized applications and built an integration hub for a fast-growing luxury accessories retailer.
Selected engagements led by our founder and team, including work delivered in previous roles.
Selected work
Wholesale → omnichannel
A premium utility clothing company had reached saturation in its wholesale business and wanted to move to a direct-to-consumer model with a luxury product line. We started by learning its product range, business processes and seasonality, then focused on four areas: forecasting stock levels for the new channels and building the supply chain network to support them; cutting lead time from forecast to inventory availability in stores and online; redesigning the supply chain application architecture and rebuilding the integrations between systems; and implementing returns management with real-time integration. Within six months, the client improved store-level inventory accuracy by 50%, with far fewer stockouts and better on-time, in-full delivery. Our architecture assessment and roadmap identified $4M in savings over five years, with $1.6M realized in the first year.
— Luxury Clothing Company, Canada
Expansion into new regions
A large membership warehouse club had entered mainland China as a test for expansion into East Asia. After early success, it planned to open five more warehouses across the country and needed to understand the process impact, strategy and systems roadmap to support that growth. We assessed its business processes, including merchandise planning, warehouse and inventory operations, point of sale, and VAT and local regulations. We defined centralized, shared-service processes, identified local impacts such as VAT and transfer pricing, and built a five-year technology roadmap timed to each new warehouse launch. With processes already defined, the business shortened its time to launch, and the roadmap gave clear direction for technology investment. The shared processes also helped it set up shared service centres and support local hiring.
— Membership Wholesale Club, United States
New channels & product lines
A luxury fitness retailer selling direct to consumers online decided to add a wholesale channel. We defined new supply chain processes from planning and procurement through to special packaging and fulfillment in the warehouse, and consolidated processes across channels to support the new one. This meant designing new processes across ERP, planning systems, 3PL and carrier integrations, along with integration with Amazon Vendor Central. From process design to the first systematic delivery of goods, the implementation took four months, letting the business launch its wholesale model quickly with its first customer. The client’s own technology team later rolled the solution out to many other major wholesalers in the US.
— Luxury Fitness Retailer, United States
Scaling for growth
A luxury accessories retailer, fresh from its Series C, set out to grow its store count, enter new geographies and add ecommerce and wholesale channels. Its systems were giving way, with cracks across the supply chain: poor inventory visibility by channel, long manufacturing and sourcing lead times, and fragile integrations. Orders were missed because stock wasn’t in the right location, omnichannel capabilities were missing, and transactions were lost in integrations and hard to recover. We ran an application architecture study to identify which applications to rationalize, which to enhance and where to invest, backed by an implementation roadmap that aligned business objectives with technology capability. We consolidated processes, rationalized applications and implemented new processes, such as flash title sales to make inventory available across regions. We also fixed the supply chain integrations by designing an integration hub connecting applications to third-party vendors, and defined the source of truth for key data. The result was multi-million-dollar savings from application rationalization, higher sales, better use of inventory, and improvements in OTIF delivery and forecast accuracy.
— Luxury Accessories Retailer, United States
Merger integration
A major direct-to-consumer brand acquired another company to support its growth, adding business-to-business sales to its channels. With a fixed exit date from the transition services agreement (TSA), it faced a strict timeline to merge business applications and processes. We built an inventory of systems and processes, then assessed individual contracts, how each application was used by business process, and which systems and processes to merge or retire. For shared systems such as ERP, we defined a strategy to carve out process-related data, configuration and development objects, and ran rigorous test cycles to validate the new systems and process architecture. The business successfully merged the acquired company’s systems and processes, with a strategy in place to extend them as it grows. Renegotiated contracts also delivered substantial savings by consolidating applications and contracts with the same vendors.
— Fitness & Apparel Retailer, United States
Global systems integration
A major life sciences company acquired another large business to support its growth, adding new product categories to its lines. Given the nature of the business and its commitments to the board and customers, it needed a multi-geography systems integration strategy covering 52 systems in more than 150 countries. We defined a multi-year strategy that targeted geographies by product line and mapped the impact on systems and process integration. Two ERPs and 20 satellite supply chain applications were sunset, with centralized processes defined across regions. SAP ERP, a legacy planning system, SAP EWM and Salesforce CRM were integrated through the full lifecycle of design, implementation, testing and deployment. In all, 22 systems were retired and 7 major business applications were integrated, with new processes defined to enable the business. We also supported a de-merger during the same period, identifying and implementing the required system carve-outs.
— Major Life Sciences Company, United States