The Limited Designs Supply Chain to Begin and End With the Customer

Bottlenecked distribution center convinces Limited Brands to rebuild it supply chain systems from the bottom up, making it transparent to staffers, and responsive to customers.

Four years ago Limited Brands, the $9.4 billion specialty retailer, learned about the need for supply chain visibility—and the cost of not having it in place—the hard way.

"We had a pretty significant catastrophe," Paul Matthews, the company's senior vice president of supply chain transformation, told attendees at the National Retail Federation (NRF) annual convention in New York in January.

This article was originally published on 04-03-2006
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