Digital Evolution Consulting

Case Studies

A Client Success Story with a Global Fashion Retail Group

Situation

The client’s multi-brand landscape was de-centralised leading to duplication of efforts and inefficiencies of its supply chain.

Task

DEC Consultant tasked by the group’s leadership team to review its set up process and system and propose recommendations for improvement.

Actions

DEC Consultant reviewed the operational and financial supply chain and proposed a transformation programme addressing the people, process and system aspects which was adopted and executed:

  • Reviewed AS IS operational and financial supply chain.
  • Captured issues and priorities raised by the leadership team.
  • Defined priority areas to address for the new centralised operational and financial supply chain.
  • Led the re-design phase for the newly approved centralised financial and operational supply chain process introducing agile delivery elements.
  • Obtained stakeholder support and change management plan approval.
  • Led the staffing process and delivery vendor selection for the programme.
  • Analysed the process metrics and refined steps for future iterations.
  • Baseline a new delivery process and plan that all teams and client followed for each release.
  • Developed the Fashion Group’s PMs capability to deliver to the new agile and lean process and champion its implementation.
  • Utilised and coached leadership on best practices within the operational and financial supply chain areas.
  • Monitored the delivery process against KPI measures for each stage in the process and release cycle.
  • Transitioned process management into BAU.

Results

  • Significant improvement in Customer satisfaction improvement related to introduction of a true omnichannel and an integrated multi brand e-commerce site.
  • Establishment of an operational supply chain central function following industry best practices allowing over 50% improvement in TTM (Time to Market) and the set up of a five year plan for further improvements.
  • Within 2.5 years, a market leading centralised financial supply chain department was established covering 14 of the 15 group brands, running efficient operations and improved cash-flow.