‘If it Barks, it’s a Dog’: A Lesson Learned in Inventory Planning
One of the enduring lessons I learned as a new inventory planner at Lands’ End in the early 1980s was "if it barks, it's a dog."
Lands’ End was a smaller company then (less than $50 million in sales), and cash flow and inventory planning were monitored very closely. Most of its products were private label, with at least 12 months of product development invested in them. There was a lot of emotional attachment to the products, from both the merchants and the inventory planners.
Joe is Vice President of Product Solutions at Software Paradigms International (SPI), an award-winning provider of technology solutions, including merchandise planning applications, mobile applications, eCommerce development and hosting and integration services, to retailers for more than 20 years.
Joe is a 34-year veteran of the retail industry with hands-on experience in marketing, merchandising, inventory management and business development at multichannel retail companies including Lands’ End, LifeSketch.com, Nordstrom.com and Duluth Trading Company. At SPI, Joe uses his experience to help customers and prospects understand how to improve sales and profits through applying industry best practices in merchandise planning and inventory management systems and processes.