A major retail organization, getting ready to install a computer
system to handle on-shelf labeling and pricing of products, was
concerned it wasn't ready to undertake the endeavor. There was a
lack of knowledge about and no procedural system in place for understanding
what should be on the shelves or when products needed to be replenished.
The crux of the problem lay in the antiquated labyrinth of the supply
chain - the highly complicated process of getting things from the
warehouse to the stores was basically broken from end-to-end.
Rheault-Williams pulled together a cross-functional action team
to diagram the glitches in the existing processes. In only one and
half days, the team created a breakthrough redesign that resulted
in a several million-dollar savings for the company.