A leading UK department store retailer
Egremont Group, 2005
Reducing complexity and finding focus
Summary
Our client had identified that the overall costs of running its central buying and merchandising department were high compared with competitors and the function was steeped in organisational complexity. With nearly 2000 live suppliers, a store by store approach to buying and ranging and inaccurate space data, priorities and accountabilities were unclear and the function was overwhelmed. Egremont was asked by the client to evaluate activities within the buying and merchandising functions in order to take out complexity and reduce the running costs.
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