The client was struggling to balance inventory needs by category and by store. They did not have a formal assortment planning process and did not differentiate, or tier, their assortment mix by location. This approach resulted in smaller volume stores holding excessive inventory, while larger volume stores were struggling to stay in stock on key programs.
This dichotomy caused a combination of both missed regular priced sales and excessive clearance inventory. There was also inconsistent use of product attribution which made it difficult to analyze and optimize product offerings. The client’s existing item planning process was time consuming, performed in a cumbersome spreadsheet-based tool, and disconnected with the assortment and purchasing processes.