DC Velocity - July 2010

to support the operations. All sites were brought up on time and started receiving a significant number of inbound truckloads on their first day of operation.

QWhat do you consider to be the greatest obstacles to supply chain optimization? A I see five: volatile oil and fuel prices, a scarcity of cred- it, sustainability, global and national economic recovery, and the current lack of true event management and alert software along the entire supply chain.

QWhat have you gained from your involvement with industry organizations? A My association with professional organizations like WERC, CSCMP, ICSC, and RILA has been critical to my learning and maturing as a supply chain practitioner. I believe it is critically important to work on your professional network and education throughout your career. These organizations provide both elements to their members.

My association with the members of these organizations has led to friendships that have transcended business relationships. Many of my professional colleagues in these organizations have never directly done business with me. They have, though, been there to offer me, and I to them, counsel in finding a job and a one-on-one platform for solving day-to-day supply chain problems at our respective firms. That is the true value of membership in a professional organization.

Taking an active volunteer role in local or national activities in these groups allows you to give back to the organizations that have supported you throughout your career. That is why for the last 20-plus years, I have participated in the local and national events at WERC and CSCMP and in the past few years, have been doing the same for RILA and ICSC as I moved into another industry segment. I am a past president of WERC and proud to have been able to lead such a great organization through these tough economic times while still bringing significant value to its members.

Charlie Guardiola

WHEN CHARLIE GUARDIOLA JOINED Burlington Coat Factory in 2007 as executive vice president of supply chain, the retailer’s distribution network needed a major overhaul. The company had recently conducted a network rationalization study, which revealed that it had too many distribution centers. Not only that, but the DCs were in the wrong places, had the wrong capabilities, and in many cases, were using antiquated systems. In short, Guardiola had a major challenge ahead of him.

Today, just two years later, the initiative is well under way. So far, the retailer has successfully consolidated its DCs while installing a new warehouse management system and material handling equipment. It has also introduced significant process changes.

To ease the pain associated with wholesale operational change, Guardiola drew upon his previous change management experience at companies like Williams-Sonoma, Sears, Siemens, and Payless ShoeSource. He focused his team on two key objectives: evaluating all projects from a broad business perspective and maintaining respect for the experience and expertise of all of the company’s employees and its supply chain partners.

QWhat recommendations do you have for companies looking to revamp their own supply chains?
A You need to focus beyond the supply chain and truly take a business role. [Our initiative] was really driven
by improving in-stocks and top-line growth versus the old
supply chain emphasis on reducing costs or
performing better within the silo.

QHow do you identify the right people to help lead a major change? What makes someone a “change agent”?

A My experience is that great change agents are people who communicate a vision that’s easily understood at all levels of the organization. They believe in collaboration and exude confidence in the participants’ ability to do what needs to be done. They recognize that all associates have different roles and that none of those roles is more important than any other. The success of a big project like this really relies on many individuals and many smaller teams.