Case Studies

Using proven methodologies, Mainsail's team of consultants have years of experience acting as trusted advisors to a wide variety of retailers and wholesalers. The case studies outlined below highlight the various types of projects our team has successfully delivered.

• Developed comprehensive Omni-Channel consumer engagement strategy
• Led product selection and implementation for supporting technologies
• Implemented new Point-of-Sale, CRM, OMS, Pricing / Promotion, & Ecommerce resulting in a much improved customer experience
• Implemented new replenishment solutions to minimize out-of-stock in stores

• Developed a five-year omni-channel roadmap for a major retailer of specialty gifts
• Identified organizational structure, business processes and technology infrastructure required to support business growth
• Managed selection and implementation of enabling technology
• Designed a Change Management plan and communication cadence

• Eliminated considerable downtime in point-of-sale ecosystem coupled with antiquated software capability that was dramatically impacting sales
• Process optimization identified prioritized issues and led to methodic replacement of majority of elements of the architecture
  • Remediated systems software and application issues
  • Created new network WAN & LAN, physical servers & redundant datacenter
  • Replaced point-of-sale with modern solution enabling facilitated sales
• Changed business processes to maximize and optimize customer contact in store

• Selected and implemented merchandising systems to be used for multiple channels
• Created a change management program to ensure new systems met business objectives and were adopted by existing organization
• Immediately reduced inventory and increased in stock rates by implementing the new system

• Opened 100 branded stores domestically and 14 stores internationally
• Tripled revenues within three years
• Created systems and organizations to support merchandising, assortment and visual planning processes

• Identified which systems to adopt for the integrated company
• Created a transition plan to combine join operations
• Identified GAPS and developed a 5 year IT strategy to address
• Assisted in designing a new headquarters to accommodate larger organization and support greater team work and interdepartmental communication
• Finished IT merger activities within 8 weeks, minimizing pain across the organization

• Led assessment of current store procedures and the impact of a new POS system
• Assessed gaps and provided recommendations for process improvements
• Created customized user guides and procedure manuals, along with a user training curriculum and quick help tools

• Managed the review of Sales Audit processes
• Gathered data on current processes and assessed any anticipated limitations or advancements resulting from a new financial system
• Worked with the software vendor to configure the application to best meet customers needs
• Developed updated procedures, created customized user documentation and conducted user training

• The new system incorporated multi-divisional activities associated with all major areas of business
• Historically, changes had been greeted with strong resistance
• Best practice processes and procedures were implemented creating new roles and responsibilities for individuals
• The outcome of the initiative had a significant positive impact to the business, while mitigating the risk of the initiative failing
• Sustained and enhanced technology adoption through the use of training, measurement, feedback and continuous improvement initiatives

• Assessed the impact of an enhanced change management methodology on their ability to successfully implement new systems
• The following improvements to their current change readiness approach were identified
  • Communicating proactively about project activities, status and upcoming milestones would improve stakeholders' understanding of progress, issues, etc.
  • Helping break down internal barriers built over time as each department strived to survive during turbulent times
  • Stressing the importance of inter-departmental teamwork in achieving business results
  • Providing ample and varied opportunities for training

• Evaluated processes associated with shipping, receiving, store transfers, physical inventory and cycle counts, both at the store-level and at the corporate warehouse
• Worked with operations team to identify areas of improvement and collaborate on process changes
• Validated that merchandising system supported the recommended changes and assisted with the development of new procedural manuals

• Reviewed current state with existing POS system and policies
• Documented changes in policies and procedures for management review
• Updated documentation including new operations procedures
• Rolled out policies and procedures documentation to the stores

• Reviewed store operations processes to improve communication with Planning, Buying, Allocation, Sourcing and Manufacturing
• Identified GAPS between current processes and best practices

• Analyzed North American supply chain operations
• Modeled distribution options with new factories and Distribution Centers
• Determined the optimum number of facilities for North America
• Modeled P&L and Balance Sheet impact of new network design
• Designed fully automated Distribution Facility
• Identified location for new facility and negotiated state and local grants

• Developed supply chain strategy to support wholesale and retail operations
• Architected technology framework to support business operations
• Developed business requirements for new software applications
• Managed successful package implementation and integration
• Defined and implemented new KPI’s for ongoing operation

• Developed a distribution network strategy to support growth from 250 stores to nearly 1000 stores and e-commerce facility
• Determined timing of the build-out of distribution centers to support store growth
• Designed two automated distribution centers of 250,000 sf each

• Defined PLM user requirements and managed the selection process
• Conducted As-Is and To-Be process redesign with RACI definitions
• Managed conference room pilot
• Led internal team with PLM implementation

• Defined PLM user requirements
• Conducted As-Is and To-Be process redesign
• Developed RFP and managed the PLM selection process
• Managed conference room pilot
• Managed internal team for PLM implementation

• Defined PLM user requirements
• Conducted As-Is and To-Be process redesign
• Managed conference room pilot
• Maneged internal team for PLM implementation

• Developed standardized Product Development process for all divisions
• Created RFP and vendor demo scripts
• Conducted user-driven PLM vendor evaluation and selection
• Designed technical architecture & future KPI’s

• Defined requirements and business needs for integrated solution
• Assisted with package selection
• Defined new operational and organizational requirements
• Managed implementation efforts and organizational change management

• Developed business case for Direct Import package
• Defined integration points to Oracle Merchandising software
• Defined new operational and organizational requirements
• Managed implementation efforts and organizational change management

• Defined new operational and organizational requirements
• Selected PLM software with sample production tracking & reporting
• Trained design team to fully utilize calendaring and Bill of Materials (BOM) capabilities
• Rolled out to over 110 suppliers across the globe

• Developed business case for Direct Import package
• Developed migration plan and reached consensus with the Executive team
• Established new operational and organizational KPI’s

• Created standards for enterprise architecture
• Reduced nine data centers to three
• Increased virtualization utilization from 20% to 80%
• Increased server density from <15 to ~40 instances per server
• Designed migration from >10 SAN instances with four vendors to 1 standard technology in three instances
• Implemented ITIL and supporting tools for ITIL processes

• Established geographic dispersed datacenter (co-location)
• Increased virtualization resulting in a 30+% reduction of physical servers
• Implemented new security program resulting in a successful PCI audit
• Implemented a new wide area network (WAN) for all stores reducing downtime and increasing performance
• Established a new development methodology resulting in enhanced quality and first release success

• Led process redesign and optimization to maximize efficiency of security architecture team
• Defined standards and templates to ensure consistent delivery of solutions
• Piloted new process in development of security architecture solutions for:
  • PKI
  • Vendor Access
  • Mobile device management
  • HIPAA/PHI compliant remote video pharmacy patient consult

• Architected and facilitate hardware selection
• Facilitated PCI security design & architecture
• Facilitated payment process and technology
• Assisted with integration/MDM governance and solution design

• Supported vendor in design and architecture for future state security solutions
• Assisted with bus-based migration from legacy technologies to future state solutions bringing gradual risk mitigation and resulting compliance
• Assisted with solution recommendation for tokenization solutions
• Architected solution for at-rest and in-transit encryption solutions for the PCI in-scope environments

• Developed migration and implementation strategy for the implementation of tokenization and encryption within the payment card environment
• Provided architectural options and designs for the solution
• Developed implementation plan and roadmap for adoption

• Designed new automated west coast distribution center totaling 1 million square feet for bulk, pallet, case, and break case goods
• Innovative wave-based sortation and pallet build concept significantly improved accuracy and productivity
• New facility exceeded design targets by reducing picking labor by 15% and reducing cycle time by ½ day

• Created highly successful automated modular distribution center to support US expansion from 250 stores to over 800 in 250,000 square feet
• Initial east coast facility duplicated on west coast to support additional growth and flexibility in sourcing
• Each facility features labor saving automated receiving, unit sortation, high speed shipping system and extensive conveyor systems

• Designed new automated 100,000 square foot distribution center to replace manual labor-intensive facility that Lacoste had outgrown
• Flexible design handles wholesale business and Lacoste-owned retail stores equally well and is positioned to handle consumer direct business in the future
• New facility cut labor costs by 20% while reducing cycle time by 2 days and improving order accuracy to 99.9%

• Updated online strategies for SEO, sweepstakes & social media, video content, and mobile experience
• Implemented a strategic separation of tobacco products into their site, which permitted more comprehensive media and social strategies for liquor sales
• Utilized rich content development, including video, and integrated social media, paid media, and digital properties (mobile & desktop) for more consumer engagement

• More than 8,000 Ratings & Reviews submitted within the first 2 weeks with support of Share & Win Sweeps
• More than 17,000 Ratings & Reviews have been submitted to date
• Over 4,000 Q&A questions answered to date

• Selected and implemented ATG’s platform
• Launched in 2012 and grew online sales to $9M by 2016
• Increased online wholesale purchases by 140%
• Achieved millions in cost savings due to increased efficiencies