Operations

COO - Operations

Operations

20%
Reduced inventory on-hand
50%
Reduced customer backorders
6 to 4 days
Reduced customer order time
20%
Reduced warehouse space needs
What we thought we would get was improved operations – but what we got was an entirely new, performance-based approach to all company activities – and the insights necessary to make substantial strategic changes.
Company Profile
Educational materials
In business for more than 40 years
$15+ million in revenues
Position/Timeframe
Director of Operations
2 days/week, 14 months
Situation
CEO saw need to focus on: Process improvements; staff effectiveness; management strength
Wanted to provide foundation for future growth
Implementation
Restructured and resized the organization to meet needs and objectives of the strategic plan
Optimized the supply and distribution processes and channels in order to ensure quality while minimizing costs
Developed a set of highly transparent, widely accessible performance metrics to demonstrate

Results

  • Bottom line effect of $600k+
  • Produced 20% reduction of inventory on-hand
  • Reduced customer backorders by 50%
  • Reduced warehouse space requirements by 20%
  • Reduced customer order time from six to four days
  • Renegotiated supplier contracts reducing costs