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Situation Analysis: ClientCo is one of the world's largest cosmetics firm with annual revenues exceeding $20 billion. ClientCo USA provides roughly 30% of this volume and its order management group for a major business line supports 80 brands across multiple retail channels.

Several factors drove ClientCo senior management to seek rapid order management improvement: Recent technology deployment created pressure on existing, inefficient order processes while an acquisition increased volume by over 25%. Customers pushed for leaner inventories, demanding increased service performance: fewer errors, increased flexibility, more visibility of orders, and more.

Improvements Identified: An eight-week, Phase I analysis using The Lab’s template-based approach identified 125 improvement opportunities. Over 70% required no changes in existing technology, products or distribution strategy. All could be implemented in less than six months. Examples:

1. Mis-prioritized Customer Service - Carefully established e-commerce algorithms and service priorities were superseded by senior-level-management manual intervention. Result: small customers bumped the largest, most profitable to the bottom of the queue. Extensive rework was required—if the problem was noticed.
2. Under-managed Inbound Data - Over 85% of customer setups and changes bypassed the sales staff into the Master Data organization, creating errors, misunderstanding and [sometimes] credit losses. Improvements included: centralized intake and contact point; segmentation and prioritization of work; consistent notification of sales team.
3. Excessive Internal Blocks/Holds - Numerous internal blocks on returns, payments and other transactions substantially exceeded comparable benchmarks. The resolution process offered numerous improvements: simplification, standardization, clearer accountability.
4. Misaligned Metrics Service Level Agreements [SLAs] were in place with customers but not among internal groups that drove related service performance. Basic info was tracked for service requests, but segmentation and prioritization was lacking, i.e., simple/complex, small/large, urgent/routine.

Overall Results: The five-month implementation plan targeted an immediate-action [1-2 month] documented service improvement and a simultaneous labor cost reduction [15%].