Parker Avery’s Top 5
Supply Chain Management Case Studies

A $2.8+ billion specialty outdoor retailer was hemorrhaging margin through chronic out-of-stocks, mismanaged replenishment logic, and an inability to forecast erratic demand patterns. Slow-moving inventory was piling up in the wrong locations while high-velocity SKUs (stock-keeping units) went unfilled.

Parker Avery conducted a nine-week assessment across allocation, replenishment, and fulfillment — surfacing process gaps, flawed methodology, and structural misalignment between planning and execution. The team then designed a prioritized improvement roadmap with clear accountability and quick-win milestones.

Result at a Glance: $25–$30M EBITDA improvement and $3M in inventory cost reduction within the first three months — while maintaining service level objectives.

A multi-brand, multi-channel designer, wholesaler, and retailer was carrying the weight of fragmented systems and siloed buying processes while simultaneously trying to expand internationally. The absence of a direct sourcing organization and a modern order management capability made scaling nearly impossible.

According to Parker Avery’s engagement with this client, the firm defined the end-to-end supply chain strategy, designed new processes from the ground up, and supported the implementation of an integrated platform spanning three interconnected applications.

Result at a Glance: Client is now positioned to fulfill demand from multiple global inventory nodes — with a consolidated sourcing function and a scalable system architecture built for international growth.

A leading US and Canada bedding manufacturer was caught between surging consumer lead time expectations, raw material shortages from a post-merger supply base, and legacy systems that couldn’t support the complexity of a combined organization. The pressure was coming from every direction at once.

Parker Avery ran three simultaneous system selections — advanced planning (APS), order management (OMS), and warehouse management (WMS) — while developing new supply chain process maps grounded in industry best practices. The work was done in parallel, not sequentially, compressing the timeline without sacrificing rigor.

Result at a Glance: A fully justified technology implementation roadmap, vendor selections across three platforms, and best-in-class process designs ready to execute — delivered concurrently.

Managing sourcing across multiple banners at Fortune 150 scale means reconciling competing calendars, redundant vendor relationships, inconsistent process standards, and organizational complexity that resists change. For this retailer, the inefficiencies were real — and so was the cost of leaving them unaddressed.

According to Parker Avery’s engagement, the firm redesigned sourcing processes across banners, eliminated redundancy, and brought a level of structural clarity that created both near-term efficiency and a foundation for ongoing optimization.

Result at a Glance: Streamlined multi-banner sourcing operations with reduced redundancy and a repeatable process framework — at Fortune 150 scale.

Distribution center networks that made strategic sense five years ago rarely reflect today’s fulfillment realities. Lease agreements, labor markets, carrier networks, and channel mix have all shifted — and for many retailers, the network itself has become a liability.

Parker Avery worked with this retailer to evaluate its full distribution center footprint, model consolidation scenarios, and identify the path that would deliver the greatest long-term cost reduction with manageable operational risk.

Result at a Glance: $50 million in expected savings identified through distribution center network consolidation.