The Carlson Consulting Enterprise (CCE) is dedicated to assisting clients to identify, analyze and implement opportunities to improve and transform their business. The CCE works closely with its clients to drive bottom-line results with a disciplined, fact-based approach. The CCE works in the strategy and operations space and most projects are cross-functional in nature, typically dealing in multiple business competencies: strategy, finance, marketing and supply chain or operations.
CCE projects are generally semester-based 13-week projects that occur in the fall and winter/early spring; other alternatives may be available. Teams typically are made up of 4 to 6 students, depending on the scope of the project, and are supported by a professional director with extensive consulting and industry experience. Students average 15 hours per week on project work, which earns credits toward their degrees.
Reverse logistics best practices in the entertainment industry.
- Best Buy pays for all aspects of moving returns in the entertainment category from the store to the vendor in order to receive credit for the item. The objective for the project was to document the current return process, including physical flow, systems flow, and the costs incurred.
- Collect primary and secondary data
- Develop the as-is reverse logistics process
- Develop gap analysis between current situation and best practices
- Defined recommendations for strategy development and process improvements
Medtronic CRM Division
Supply chain safety stock analysis.
- The CCE was challenged to come up with an innovative solution to address the bullwhip phenomenon between facilities within their CRM supply chain.
- Develop a Smart Pull Process that would account and compensate for the monthly, quarterly, and year end spikes that occur in the medical device industry
- Perform an inventory sensitivity analysis that compared the current safety stock equation versus the recommended CCE equation
- Redefine key performance metrics
- Develop an implementation roadmap
- 12.2% savings in inventory investment and 23% improvement in service levels for the vertical suppliers
- Improved visibility, communication and organizational alignment, which allows the change from reactive to proactive management
Pricing strategy for ATV business.
- To develop an in-house pricing capability for six segments of the ATV business.
- Scan the ATV industry using a four-pronged assessment: consumer, company, competitors, and channels
- Conduct primary research with consumers to quantify three key unknowns: brand premiums by segment, consumer demand curves for each competitor, and price elasticity for each brand in each segment
- Client was given a generic pricing tool kit that can be used for future applications for both current segments and new undeveloped projects
- Team offered pricing recommendations on each of the six segments
- Finally, our scenario analyses and elasticity calculations offered fact-based explanations into some things the firm was already seeing develop in the marketplace