Implementation of Assortment Planning
O’STIN sought to improve the effectiveness of planning processes category management, forecasting and replenishment. Unclear distribution of responsibilities among planning, category management and product development and lack of transparency of the assortment structure were O’STIN’s main pain points.
After the successful implementation of Assortment Planning, O’STIN started another project with Veltio, using Retail Demand Forecasting & Veltio’s Supply Chain to improve stock level in stores.
The use of Excel tools restricted planning capabilities creating disparate silos of customer information, store and product performance that prevented accurate inventory forecasts. O’STIN replenishers would manually calculate stock levels for each SKU at every store for the previous four weeks, magnifying a scalability problem.
With the ability to directly integrate with Oracle solutions in a single deployment, Veltio provided O’STIN with an easy-to-use tool that offers increased automation to help predict product lifecycles, size and store split and initial allocation quantities to feed the supply chain.
O`STIN’s store clustering-based Assortment Structure approach became a consistent base for the whole planning process. Buying quantities were precisely calculated and ranked at store level based on the rate of sales for automatically picked historical like-items.