A private equity backed outdoor furniture manufacturer.
Network expansion: 12 months.
A single distribution point reached only 40% of customers within two days as demand grew across two brands. Freight costs and transit times were constraining growth. The decision was how to extend delivery reach while keeping inventory, fulfillment, and service standards consistent across a larger footprint.
Model demand by region against transit time and cost. Connect the location decisions to the customer promise and the economics of serving demand across two brands, rather than expanding the footprint in isolation.
Sequence the expansion from one to five company-controlled distribution locations over 12 months. Coordinate the operating footprint with inventory placement and fulfillment workflows so additional locations extended useful delivery reach.
Implement TMS-enabled routing and carrier negotiations. Align transportation workflows and carrier strategy with the expanded network to improve reach while reducing transportation cost.
Standardize inventory and fulfillment processes across the sites. Connect local execution to a consistent operating model so network growth did not fragment the service standards customers experienced.
Network expansion: 12 months.
The five-location network and the routing and carrier structure remained in place as the operating footprint. Standardized inventory and fulfillment processes connected those locations into a company-controlled network with broader delivery reach.
Results reflect Warren's prior executive roles and the teams involved.
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