Project Description

Retail technology selection, strategy, and roadmap, improving antiquated processes and systems to support a complex business model.

The Client

A $2b+ specialty apparel retailer with retail, wholesale, direct, and international businesses

The Challenge

This retailer’s strategic plans were hampered by a number of issues and intricacies:

  • Complex multi-channel merchandising, sourcing, planning, and inventory business model
  • Rapidly expanding international business
  • Antiquated processes and systems
  • Inefficient planning, pricing, sourcing, buying and inventory management practices
  • No integrated calendar or process
  • Separate retail, direct, and internet businesses

The Parker Avery Solution

The Parker Avery Group assisted client executives in defining the strategy, developing processes, and outlining a detailed action plan. The scope included evaluating and selecting a suite of technology solutions to enable the strategy.

Key Parker Avery activities included:

  • Defining integrated processes across all channels
  • Outlining roles and responsibilities to support new processes
  • Benchmarking processes
  • Reviewing the solution landscape and determining a short list of vendors
  • Developing technical requirements
  • Evaluating and selecting software provider(s)
  • Defining detailed roadmap and action plan
  • Developing a detailed business case with timing, resources, costs, and benefits

The Result

As a result of the retail technology selection and strategy project, the client conservatively expects to realize:

  • Between 200-600 bps in margin (varies by channel)
  • 0.75 improvement in turn
  • 0.5% transition of product from markdown to regular price
  • A one time reduction of approximately $90 million in inventory

Additionally, the client initiated work on multiple project-related initiatives at the conclusion of the project.

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