When stakeholders throughout the extended supply chain understand their customer's expectations and how their performance compares to those expectations, they have the best possible opportunity to execute the merchandising plan. They also have the best possible opportunity to improve performance in their piece of the supply chain. Merchants, in turn, have the best possible opportunity to optimize their plans, because they have a clear and accurate view of the merchandising plan's performance and where it should be adjusted.

Margin Risk - Web Article - Supply Chain Digest
Richard Wilhjelm, VP, Sales & Business Development, Compliance Networks
Systematically Identifying and Eliminating Supply Chain Performance Related Issues Can Help Mitigate Events that Put Margin at Risk

Camille Fratanduono, Vice-President, Merchandising Operations, The Pep Boys - Manny, Moe & Joe
Camille describes the importance of a data (information) and collaboration with suppliers to continually improve supply chain performance.

CMO/Buyer Challenges: Visibility   Reporting   Omni-channel

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“Poor judgment and uninformed assumptions result in market miscues, setbacks, mediocre performance, politicized cultures, demoralized workers, and workforce reductions.”

Stephen Covey
7 Habits of Highly Effective People

"Where does the supply chain executive start in their quest to influence margin performance? While opinions will vary where the best place to start is, most will agree the desired outcome is a more predictable and consistent supply chain."

Richard Wilhjelm
Vice President, Sales and Business Development
Compliance Networks