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Project Gemini
In 2005, Forzani launched a bold plan to replace four of its key IT systems -- all during the same 18-month period -- with a target go-live date of June 2006. Called Project Gemini, it was an ambitious undertaking, to say the least. It involved simultaneously deploying Manhattan Associates Inc.'s WMS as well as the vendor's pack optimization system, JDA Software Group Inc.'s allocation software, with Tibco Software Inc.'s middleware tying everything together.
Consultant Retail Process Engineering LLC based in Tampa, Fla., dispatched a team of consultants to help Forzani with the rollout. Q4 Logistics (now Fortna Inc.) oversaw project management and testing. In total an army of 80 internal and external people worked on the project, with a number of consultants staying on afterward.
"We like to bring in consultants for deployments and hire them afterwards," Sartor says. "We get a chance to try them before we buy them. Why not keep them on board? We're a known commodity to them, and them to us." In order for Forzani to be able to use the technology in time for the back-to-school and Christmas seasons, meeting the deadline was crucial. "We had to have it deployed by the key buying season," says Richard Hannah, senior director, business solutions. "If we didn't do it by June, we'd have to wait until next June."
Ultimately, the project met its deadline. "Within 24 hours [of going live], we were at our existing productivity levels," Lambert says. Before long, the new system was moving more items through both distribution centers at a faster clip, improving product availability and decreasing labor requirements.
The results were substantial: The number of units moved per dollar increased by 5%, while cost decreased by the same amount. Sales increased 7%. "IT has helped us enormously, increasing our margins and inventory turns," Sartor says.
And then Gillis moved on, joining Home Depot's Canada operation. "A CIO life span is only two years or so, and Debbie was here for five," Hannah says. "Under Debbie's leadership, we've replaced a lot of the technology that runs this company. From an IT standpoint, we're in an optimization and stabilization period. We have all this technology; let's make sure we're using it."
Lambert adds, "Five years ago, we couldn't have done without a CIO. Now we have a strong IT team in place." Hannah says he was concerned that Sartor might be wearing too many hats. "Can Bob do both from just a bandwidth perspective?" he wondered.
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