Cost for returns was increasing at an extraordinary rate. Return rates were well above industry averages. Returns business had been outsourced and there were numerous issues. The issues ranged from the return goods policy to operational issues, organizational design structural and deficient process controls.
1. Project was established with objectives set, project timeline and deliverables outlined, and cross-functional team member responsibilities assigned.
2. Recommendations were made from all work streams and successfully implemented
3. Financial savings: ~$20M
(a) Policy changes: $4M
(b) Business improvements: $13M
(c)Operational improvements: $3M
4. Operational improvements implemented by new returns process owner inclusive of major process improvements and operational dashboard
(a) Monthly operational meetings held to ensure implementation was done correctly and the changes were sustained