Hugo Boss Case Analysis

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Hugo Boss is working toward improving their efficiency and responsiveness toward the NOS items buy utilizing a SCO Pilot system that will help with product availability issues. They are currently having issues during key retail replenishment periods, such as December, and losing revenue due to stockouts (1.1% of net sales in 2004). Changes in demand and production lag time created a persistent challenge to have the right amount of inventory at the right time. NOS (never out of stock) items do not change seasonally (style, color, and fabric remain constant for three years) and before the SCO pilot system, Hugo Boss was placing orders for these products once a month. Upon implementation of this system, they changed to ordering weekly. Compared to their “fashion” items, the ordering processes are much simpler and less costly because it cuts out design, prototyping, and preproduction steps. To find the “kinks” in their supply chain for the NOS items, they did process mapping where they tracked orders from placement all though fulfillment. The result from implementing this system was positive. Some of the benefits were reduction in lead-time by four weeks, allowed planners to readjust forecasts to meet changes in demand, 16% increase in production, and product availability increased to 99.9% from 97.9%. These numbers are based of 45 SKUs that were very similar and produced in a single factory, and their next question was if they should implement the SCO pilot system across all SKUs. I believe that Hugo Boss should only apply the SCO system to all of the NOS products due to the fact that they stay the same for 3 years. If they applied to the “fashion” products there is a lot more risk and could be more costly since fashion items never repeat. Although there is opportunity to produce more fashion items last minute to meet demand, I do not think that all items would need

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