A publicly traded home furnishings retailer with $1.4B in revenue.
Conversion completed in under six months.
The Dallas distribution center was run by a third-party logistics provider whose cost and service no longer fit the growth plan. The decision sat within a network of five distribution centers, 3.2M square feet, 700+ employees, and a $230M operating budget: how to improve the economics and customer experience while maintaining service through the transition.
Connect labor, occupancy, systems, inventory control, and service commitments in one business case. Evaluate the full operating model so the decision reflected the cost of running the site and the work required to protect customer commitments.
Coordinate the workforce transition, hiring, and onboarding with the operating plan. Prepare the people who would carry the work under internal management, with responsibilities and expectations aligned to the new model.
Bring systems, inventory, and control routines into the transition plan together. Connect the system handoffs to inventory ownership and daily execution so internal management could take responsibility for both the records and the physical operation.
Manage people, systems, inventory, and service as one operating program. Monitor service daily through the cutover and ramp-up, keeping customer commitments visible while resolving operating issues with the team.
Complete the transition in under six months, carrying executive ownership from the decision and business case into the internally managed operation. The conversion was completed without missing a customer commitment.
Conversion completed in under six months.
The in-house operating model remained the standard for the Dallas site after the executive role ended. The approximately $8M in annual Dallas conversion savings is included in the broader $10M+ in annualized savings and EBITDA gain across roles. The two figures are not additive.
Results reflect Warren's prior executive roles and the teams involved.
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