Merchandise Planning Capabilities Design and Roadmap

Deep dive evaluation of existing processes, systems, and organization, as well as comprehensive design of new end-to-end planning capabilities and assessment of solutions
to support the client’s vision


The Client

One of the largest mobile telecommunications providers in North America, operating over 2,200 branded retail stores and distributing through nearly 18,000 exclusive and non-exclusive dealer locations.


The Challenge

The organization strategically commenced an enterprise-wide journey to modernize its supply chain. A major component of this vision was focused on building a new set of world-class planning, forecasting, allocation, and replenishment capabilities. The existing planning process was inhibited by:
• Systems not optimized for retail planning and only partially implemented
• Proliferation of non-integrated, independent data sources
• Heavy reliance on spreadsheets and manual processes
• Manual data re-entry across multiple systems/tools
• Absence of critical master data components
• Organizational misalignment with common retail planning structures


The Parker Avery Solution

The Parker Avery Group worked closely with the business to perform a thorough evaluation of the client’s existing processes, systems, and organization, and more importantly lead the comprehensive design of new end-to-end planning capabilities that would support the client’s vision.
Parker Avery also led a formal selection process to identify a solution set that would help deliver the future-state planning capabilities—including requirements highly unique to the retail telecommunications segment.

The project included the following key activities:
• Deep dive current state assessment with a summary of key observations and gap analysis relative to leading practices
• Future state end-to-end planning process design, including introduction of new roles and capabilities such as
   merchandise financial planning and assortment planning
• Documentation of detailed business requirements
• Change management strategy and communication plan
• Development and analysis of detailed RFPs and end-to-end demo scripts
• Management of vendor client reference calls
• Identification of alternative implementation strategies
• Prioritization and sequencing of roadmap initiatives



The Result

The client is prepared to begin final contract negotiations with the selected software vendors who can support the business-specific data, process, and growth needs. Additionally, the client expects to realize enhanced multi-channel product planning, management, and decision analysis capabilities that support their robust growth objectives.



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