1 / 9

Contracting Stores

Contracting Stores. Bill Brisiel CPPM JLAB. History. JLAB Technical Stockroom established during construction phase – Inventory value ~$1.8m Oct.1,1995 - Inventory value $1,401,778.04 Oct.1,2005 - Inventory value $502,454 Today - Inventory value $425,168 . History Continued.

laurel
Download Presentation

Contracting Stores

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Contracting Stores Bill Brisiel CPPM JLAB

  2. History • JLAB Technical Stockroom established during construction phase – Inventory value ~$1.8m • Oct.1,1995 - Inventory value $1,401,778.04 • Oct.1,2005 - Inventory value $502,454 • Today - Inventory value $425,168

  3. History Continued • Established E-Commerce to help reduce inventory • Turn-over ratio ~1 • Satellite Stores

  4. About JLWS • JLWS is a Small, Disabled Veteran, Minority, Mentorship Protégée • Partnered with Grainger and Newark Electronics to start up store. • Previous experience at NASA • Small Business Partner for E-Commerce vendors, Corporate Express (Now Forms & Supplies), Grainger and Newark

  5. Preparation for JLWS • Physically move remains of JLAB store • Provide secure area for JLWS • Provide customer counter and computers • Provide computer for JLWS • Arrange for and provide computer support • Assign SOTR

  6. JLAB Administrative Changes • Change stockroom authority to requisition authority • Establish account for users • Establish and monitor a must stock list

  7. What Happened • Inadequate initial stock levels • Divisions reneged signature authority • Slow software • Price increases • Partnership woes / Billing issues • Groups “stocking up” ahead of change • Shipments coming to wrong address

  8. The Result • Unhappy customers • Low sales • Stock piling • Meetings

  9. Could The Result Have Been Different? • Vendor selection critical • Authorizations completed before transition • Solicit input & buy-in from lowest levels • Smoother transition, vendor fully stocked, stockroom excessed • Computer programs performing as advertised

More Related