10 Years

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2010 is Compliance Networks's 10th year of providing leaner, more profitable supply chains for it's customers.

So, what do we have to show for our first decade?


- Over $120,000,000 of measurable recoveries,
- Significant and ongoing supply chain performance improvements for our customers,
- Billions of records of complete PO data to enhance our customers visibility into past, present, and future supply chain activity,
- Lots of very happy retailer partners,
- 10 popular videocasts over 3 years to promote great ideas from supply chain thought leaders,
- An exciting, new version of the Retail Compliance Management Solution: Revolution, a best-in-class solution for vendor compliance and supply chain data analysis, communication, and decision support.

The Compliance Networks Story

Out of the frying pan and into the fire Greg Holder was excited. In the Spring of 1998 he wrapped up eight years of successful distribution center management with Dillard's Inc. He had accepted a job in Store Operations with a Houston, Texas retailer and was looking forward to new challenges and opportunities. He found those and more. In his new position, Holder heard stories about supply chain problems and poor distribution center performance. Inbound shipments were invisible between pickup from the vendor to arrival at the retailer, merchandise was often lost in the distribution center, and the distribution center was painfully slow to receive merchandise, process it, and deliver it to the stores. The inevitable result was lost sales, lost customers, and a tarnished retail brand.

Holder knew what he needed to do to bring the greatest value to his new retail employer. He leveraged his experience driving distribution center operations improvement and his vantage point in Store Operations to become a business partner and consultant for the distribution center. Holder's quest for challenges and opportunities was rewarded again when he accepted a new position with the senior vice president of distribution to improve supply chain performance.

Holder's team developed a plan for aligning stakeholders and improving poor processes as efficiently and rapidly as possible, while also driving the difficult, but essential shift in corporate culture. As opportunities for improvement became harder to find, Holder and his team moved on to correct performance issues created by the extended supply chain. They soon realized that the extended supply chain, vendors in particular, offered huge opportunities to improve supply chain performance, bring greater value to stakeholders, and improve retailer profits. Holder's team followed this general methodology.
• Deal in reality, not fantasy: identify complete, accurate, and objective data to determine problems, their impact and their causes.
• Aggressively and continually communicate expectations, relevant data, and consequences.
• Increase expectations as processes improve performance and confidence levels improve among stakeholders.
• Continually seek out new opportunities for improvement.

Uncharted Territory Holder and his team encountered common retail supply chain problems. Like most supply chain executives Holder was tasked with solving problems with limited resources. As the scope of Holder's improvement efforts increased, he searched for a solution to manage and improve vendor compliance with retailer expectations. His program was successful, but had outgrown Excel and Access. Automation would save a lot of money. He had these minimum requirements:
• Maintain and communicate retailer expectations (routing guide and other fulfillment requirements).
• Identify and communicate failures to meet expectations including relevant details and images.
• Calculate the cost of failure to the retailer and recover the cost as a deduction.
• Deploy a supply chain intelligence tool for reporting, analysis, assessment, and decision support.

Holder's team soon discovered that they were looking for a solution that did not exist.

The rest is history A year later Holder abandoned his fruitless search.

• Offerings in the WMS space were too narrow in scope and too shallow in depth, and lacked necessary features.
• No stand-alone compliance programs could be found.
• Many services or solutions provided data from their piece of the supply chain cycle, but no one brought it all together and no one offered adequate vendor compliance functionality.
When the search yielded no commercially-viable standalone solutions, Greg Holder saw an opportunity to meet an essential need for retailers and Compliance Networks was founded.

In 2010 Compliance Networks proudly celebrates ten years of providing superior performance solutions to the retail supply chain. Through a combination of automated vendor compliance and supply chain visibility our flagship solution, rCMS Revolution, continues to be the industry standard for cost-effective supply chain profitability improvement with limited resources.

Does this story sound familiar to you? Perhaps we can help. Compliance Networks offers a no obligation opportunity assessment to help you uncover the avoidable costs and untap the hidden value in your supply chain. We will survey your operations and benchmark your performance against other leading retailers. The end result? A more consistent, predictable and ultimately more profitable supply chain.

In addition, Compliance Networks provides a highly confidential and proprietary report that details the information listed above.

Call 877-267-3671 Now to Schedule Vendor compliance optimization is a new focus for many organizations. Compliance Networks knows that no other process improvement solution will bring faster bottom-line results. Our successful track record and confidence in vendor compliance optimization makes it easy for us to offer the survey and presentation phases of the Opportunity Assessment at no cost to prospective business partners.

Compliance Networks is also available for additional vendor compliance and supply chain consulting beyond the presentation phase.

Thank you for your consideration. We look forward to a mutually beneficial and profitable relationship. More information is available at ComplianceNetworks.com or via email at This e-mail address is being protected from spambots. You need JavaScript enabled to view it

The Compliance Networks Story

 

Out of the frying pan and into the fire Greg Holder was excited. In the Spring of 1998 he wrapped up eight years of successful distribution center management with Dillard’s Inc. He had accepted a job in Store Operations with a Houston, Texas retailer and was looking forward to new challenges and opportunities. He found those and more. In his new position, Holder heard stories about supply chain problems and poor distribution center performance.  Inbound shipments were invisible between pickup from the vendor to arrival at the retailer, merchandise was often lost in the distribution center, and the distribution center was painfully slow to receive merchandise, process it, and deliver it to the stores. The inevitable result was lost sales, lost customers, and a tarnished retail brand.

 

Holder knew what he needed to do to bring the greatest value to his new retail employer. He leveraged his experience driving distribution center operations improvement and his vantage point in Store Operations to become a business partner and consultant for the distribution center. Holder’s quest for challenges and opportunities was rewarded again when he accepted a new position with the senior vice president of distribution to improve supply chain performance.

 

Holder’s team developed a plan for aligning stakeholders and improving poor processes as efficiently and rapidly as possible, while also driving the difficult, but essential shift in corporate culture. As opportunities for improvement became harder to find, Holder and his team moved on to correct performance issues created by the extended supply chain. They soon realized that the extended supply chain, vendors in particular, offered huge opportunities to improve supply chain performance, bring greater value to stakeholders, and improve retailer profits. Holder’s team followed this general methodology.

·         Deal in reality, not fantasy: identify complete, accurate, and objective data to determine problems, their impact and their causes.

·         Aggressively and continually communicate expectations, relevant data, and consequences.

·         Increase expectations as processes improve performance and confidence levels improve among stakeholders.

·         Continually seek out new opportunities for improvement.


Uncharted Territory Holder and his team encountered common retail supply chain problems. Like most supply chain executives Holder was tasked with solving problems with limited resources. As the scope of Holder’s improvement efforts increased, he searched for a solution to manage and improve vendor compliance with retailer expectations. His program was successful, but had outgrown Excel and Access. Automation would save a lot of money. He had these minimum requirements:

·         Maintain and communicate retailer expectations (routing guide and other fulfillment requirements).

·         Identify and communicate failures to meet expectations including relevant details and images.

·         Calculate the cost of failure to the retailer and recover the cost as a deduction.

·         Deploy a supply chain intelligence tool for reporting, analysis, assessment, and decision support.

 
Holder’s team soon discovered that they were looking for a solution that did not exist.

News Events Press


 New White Paper Series!
1 - Punished By Rewards
2 - The Glass Supply Chain
3 - Wireless Marketing - Opportunities and Implications
4 - Customer Experience Drives Merchandising Metrics

Compliance Networks Announces Expansion of Freight Audit Operations and Reflection

New facility will increase profit recovery and supply chain intelligence benefits of Reflection, a transportation audit and on-demand transportation data warehouse solution.