Operational improvement for retail
About the company
The customer is a large nordic retail player with an extensive store network and centralized logistics structure. The company serves both professional B2B customers and the consumer market, managing a broad and seasonally driven assortment of technical goods and consumer items. Operations are characterized by complex purchasing processes, significant inventory levels, and a need for precise coordination between stores, central warehouses, and suppliers.
Project background and challenge
A major player in retail faced challenges with an outdated assortment model. The stores did not fully follow the concept, roles and responsibilities were unclear, and the systems did not support the effective management of the assortment across channels. This led to varying data quality, unnecessary duplication of work and low operational efficiency.
How did we work?
We started by establishing a clear goal for assortment management, with clear criteria for success and solid anchoring in management. This gave the project a common direction and created a strong ownership of the change.
1) Defining target state:
- We began by establishing a clear target state for assortment management, with defined success criteria and strong anchoring within leadership. This gave the project a shared direction and created strong ownership of the change.
2) New assortment model:
- Development of a new category and product group structure, harmonized across channels and systems.
- Standardization of category levels and introduction of a more precise classification model.
- Establishment of an annual audit process for classification with clear feedback windows from the store.
- Introduction of “building blocks” to adapt the assortment to different store sizes and local demand, without losing central frameworks.
3) System- and process improvement:
- Adaptation of the assortment process to a new
- ERP system and strengthened support for e-commerce.
- Development of a dedicated user interface for assortment changes, with increased transparency and easier interaction between category & store.
- Controlled migration through a structured configuration for a safe transition to a new system.
4) Change management and alignment:
- Clarification of roles and responsibilities between category, store and support functions.
- Establishment of permanent cooperation arenas and targeted training courses to ensure anchoring and ownership.
- Focus on simple and structured space management and sharing of best practices across the organization.
The results
The project resulted in more precise and efficient assortment management, better interaction between process and system, and clearer role clarifications. The solution has provided a stronger basis for profitable growth, while at the same time increasing flexibility for local adaptations and ensuring central control.
Why this works
The project demonstrates how strategic thinking, process improvement, and technological modernization can be combined to create lasting operational improvement. Through clear role definition, structured change management, and strong organizational alignment, the organization has established a more robust and efficient model for assortment management — from strategy to operational execution.
