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FCBC CDC - THE DREAM CENTER HARLEM. Charles Powell - Treasurer Retired Lawyer/ Director Staff, Greater Harlem Chamber o May 5, $ / sqft. MLS ID #A, Carlos Avila, , Royal Dream Realty Corp, Robert Morgan Educational Center and Technical College. The Dream Center has multi-colored rooms. Each room brings a different kind of creativity where is this reflected in FCBC? Signs-FCBC welcomes so many.
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fcbc dream center

Harlem&#;s First Corinthian Baptist Church Receives Spectrum Grant For Senior Program

Spectrum today announced First Corinthian Baptist Church(FCBC) Community Development Corporation has received a $5, Spectrum Digital Education Grant for its Senior Connect program.

The grant is part of the company’s multi-year, $6 million cash and in-kind national commitment to digital education in Spectrum communities across the country.

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The company doubled its original commitment to digital education, awarding a total of $1 million to 47 organizations providing broadband education, technology, and training.

The FCBC Community Development Corporation is one of two New York City recipients of the Spectrum Digital Education Grant program. The Northern Manhattan Improvement Corporation will also receive a grant.

The Dream Center, based in Manhattan’s Harlem neighborhood and founded by the FCBC Community Development Corporation, will use the funds to expand its Senior Connect program virtually and year-round and upgrade on-site equipment and software.

The Center’s mission is to unlock and cultivate the opportunities of the community through transformative programs centered on creative arts, leadership development, and economic empowerment.

NYC Sightseeing Pass

The FCBC Community Development Corporation is a catalyst for transformation, challenging, and empowering individuals to realize their infinite possibilities through education, arts, health awareness, and civic engagement.

“The FCBC Community Development Corporation is instrumental in bringing digital education into the community,” said Camille Joseph-Goldman, group vice president of state government affairs for Spectrum. “Through the Dream Center’s Senior Connect program, we can help and support the FCBC Community Development Corporation to provide those in need with the resources to navigate the challenges of the digital age.”

Desiree Elder, executive director of the FCBC Community Development Corporation and the Dream Center said “The pandemic widened the digital divide as people were forced to quickly adjust to technology or be further alienated from the world. Seniors were disproportionately affected by this. Senior Connect helps close the digital and technological divide by empowering those on the negative side of the divide to receive the skills and support needed to help them better thrive in the digital economy. By making these resources digestible and tangible, we can demystify the fear and stigma around learning new digital-based skills.”

I am proud to play a part in helping Harlem seniors learn technical skills such as navigating email, setting up social media accounts, and even how to pay bills online.

New York State Senator Brian A. Benjamin said, “I am proud to play a part in helping Harlem seniors learn technical skills such as navigating email, setting up social media accounts, and even how to pay bills online. I want to thank Spectrum for understanding the importance of public-private partnerships. That is really what this is all about. Everyone needs to come together. We need to do our fair share and when corporations are doing the right thing we should acknowledge that.”

Through the use of technology, the Senior Connect program aims to inspire seniors and reconnect families, build community, develop self-confidence, and make the world of technology less intimidating.

The program teaches seniors Internet basics such as email and social media set-up, Google and Office training, and setting up online accounts for bills and government assistance programs.

The program teaches seniors Internet basics such as email and social media set-up, Google and Office training, and setting up online accounts for bills and government assistance programs.

With this year’s grants, Spectrum has surpassed its multi-year commitment to award $6 million in cash and in-kind donations to support broadband education across the company’s state service area.

With this year’s grants, Spectrum has surpassed its multi-year commitment to award $6 million in cash and in-kind donations to support broadband education across the company’s state service area.

This year’s recipients are from 15 states and Washington, D.C., and were chosen from eligible applications.

This year’s recipients are from 15 states and Washington, D.C., and were chosen from eligible applications.

Recipients include nonprofits working to empower disadvantaged residents in towns and cities, boost small businesses in rural areas, provide computer assistance to senior citizens, and organizations that meet educational needs for children — including those experiencing homelessness and remote learning challenges.

Since its inception in through JulySpectrum Digital Education Grants have benefitted more than 41, individuals in 17 states and Washington, D.C.

Spectrum Digital Education Grants is one of several philanthropic programs developed by Charter to support the communities in which Charter provides service and where its employees both live and work.

Additionally, Spectrum Housing Assist, launched in to make homes safer and healthier, surpassed its goal of improving 50, homes by the end of

Charter’s Spectrum Employee Community Grants program, launched in to support employees’ volunteer activities at local social and human services organizations, has already impacted more than critical services organizations across 25 states.

This year, Charter announced the launch of the Spectrum Community Investment Loan Fund, which will invest $10 million in the capital by the end ofmaking loans up to $1 million to community development financial institutions (CDFIs) in the company’s footprint.

In June, Charter announced additional investment partnerships with the National Urban League and National Action Network to support Black and other minority-owned small businesses.

The addition of those partnerships increased Charter’s Loan Fund commitment to $13 million.

Finally, this spring, Charter introduced Spectrum Scholars, a two-year educational program for eligible rising juniors in financial need, that will award a total of $, in scholarship aid, provide company mentors for students, as well as connecting them with potential internship opportunities at Charter.

Spectrum is a suite of advanced communications services offered by Charter Communications, Inc., a leading broadband connectivity company and cable operator serving more than 30 million customers in 41 states.

Over an advanced communications network, the company offers a full range of state-of-the-art residential and business services including Spectrum Internet®, TV, Mobile, and Voice.

For small and medium-sized companies, Spectrum Business® delivers the same suite of broadband products and services coupled with special features and applications to enhance productivity, while for larger businesses and government entities, Spectrum Enterprise provides highly customized, fiber-based solutions. Spectrum Reach® fcbc dream center tailored advertising and production for the modern media landscape.

The company also distributes award-winning news coverage, sports, and high-quality original programming to its customers through Spectrum Networks and Spectrum Originals.

More information about Charter can be found at

Photo credit:New York State Senator Brian A. Benjamin; Pastor Michael A. Walrond Jr.; Syreena Howard, The Dream Center’s Operation Manager; Desiree Elder, The Dream Center’s Executive Director; Rodney Capel, Spectrum’s Vice President of Government Affairs for the New York City region.

This entry was posted in politics and tagged Brian A. Benjamin, Community development corporation, First Corinthian Baptist Church, Michael A. Walrond Jr., Rodney Capel, Spectrum Digital Education Grant, Syreena Howard by Harlem World Magazine. Bookmark the permalink. Источник:


About This Cause

The Dream Center was created as a self-sustainable, multifaceted and transformative hub that unearths unlimited possibilities. TDC inspires, informs and ignites the imaginations of intergenerational visionaries and dreamers across a myriad of genres. TDC’s primary objective in this unique, troubled, yet beautiful community is to assist it in unlearning destructive habits and empowering it to breathe life into itself. This occurs by reactivating the dreamer in all. Harlem needs more imagination, creativity, and visionaries fcbc dream center within to actuate tangible change.

The Harlem community possesses a richness of ethnicities and nationalities, each adding character and dimension to this historic area. Current residents of Harlem reflect a diverse mix of cultures including those who identify as: African, African-American, Puerto Rican, Dominican, and a continued influx of European populations. Harlem is still emerging from the crippling crack era of the Mid 80s/early 90s, a scant thirty years ago. Children of families affected are adults today; many of them living below the poverty line, with the mean income of 22% of the population being less than $24, per year. This is our public, specifically theresidents of central Harlem. Moreover, this is the community in which we work and live.

Programs are open to all, but target those with difficulty accessing resources. Because of this, the necessity of quality, free programming is paramount. As a multi-generational space, dreamers span the ages of four to 34% of dreamers are ages 19 to 35; 32% are ; 21% are over the age of 50; and 13% are 18 and under. 82% identify as people of color and 83% are women.

Culture is based on and driven by the community in which it is situated. According to the census bureau, people who reside within the zip code are 62% African American, 53% women, 75% English speakers, with the median age of Our average dreamer is an English speaking, African American woman between the ages of 19 and 35 using our facility for the first time. This means that the programs we provide are on par and relate to the community we are situated in both culturally and linguistically. Our staff also mimics the look of the Harlem community. We continue to keep programming relevant by refusing to operate in a silo. We are often out in the community at events, community board meetings, schools, etc. hearing the needs of dreamers.

Harlem needs more imagination, creativity, and visionaries from within to actuate tangible change. The Dream Center has been providing culturally relevant programs to its community for the past seven years and has enjoyed significant growth. In1, dreamers participated in programming on top of those serviced through partnerships. Six days a week, TDC houses programming designed for catalytic change with more than 56 original program offerings annually.

The residents of Harlem are suffering from a lack of access to technology; the need for computer training; and access to resources that increase entrepreneurship, non-employer business, and business upstart. Age, income, and educational attainment are huge factors in who has exposure to the internet and technology. Effective computer training and education cannot be overstated. The technical training requirements of our community are overwhelming and mirror the needs of other urban populations living below the poverty line.

The Dream Center has identified four goals that speak to needs impacting this community: (1) fusing creativity, technology, and education to promote face-to-face collaboration and collective vision; (2) empowering marginalized populations to thrive in this digital and entrepreneurial age; (3) improving the technological and entrepreneurial knowledge and skills of those living below the poverty line; and (4) creating new businesses and entrepreneurs.

LIVE is an acronym for Live. Innovate. Visualize. Engage. LIVE empowers, pushes and supports adult dreamers in the actualization of their dreams. It is unlike any other program we offer as it takes a selected group of dreamers from ideation to execution of a business, project or non-profit they have struggled to manifest on their own providing them with the resources, mentoring, and courses needed to attain it. The Hub serves as an incubator and laboratory for entrepreneurs and dreamers participating in LIVE. This program creates real businesses and jobs in the Harlem community. The program also:
(1) Engages the community in measurable and tangible steps towards their goals and dreams; (2) Give entrepreneurs real life skills for successful business, platform, and brand building; (3) Helps build small businesses and startups in the community; (4) Fosters and cultivates a culture of giving back and supporting the community while building empires; and (5) Helps solidify TDC as a resource center and thought leader fulton savings bank baldwinsville ny entrepreneurs, startups, and small businesses.

Why is this necessary? Because technology and entrepreneurship are the future. Consider these stats as stated by the Comptroller’s report on Inequality Education in Manhattan:
27 percent (,) of NYC households lack broadband Internet at home. 17 percent (,) of NYC households do not have a computer at home. 40 percent of New Yorkers with less than a high school education lack broadband at home. 27 and 26 percent of Black and Hispanic households, respectively, lack broadband at home.

While access to technology and computer training are key, an equal area of concern is providing the necessary resources that equip persons in the community with the tools to fuel entrepreneurship. In the current societal context, where small businesses are being etched out by large brick and mortar stores, it is paramount the passion for entrepreneurship does not wane. With many entrepreneurs running non-employer businesses, there is a need to not only gain the necessary competencies to be successful, but also to network and connect with likeminded individuals.

With the growing number of entrepreneurs and non-employer businesses, it is vital to provide the community with tools that contribute to their growth. More than ever videos, social media, podcasts, and production are used to spread information and grow business. But the cost of purchasing the equipment needed is exorbitant to most.

With the strength that has made The Dream Center what it is today, the choice is an easy one -- help our community meet the challenges of the 21st Century. Our community needs to feel as if they have agency. That agency becomes a drive to dream. That dreaming creates a catalyst to make change in the world. We all possess unlimited possibility. Yet, some have not been given the tools to actualize it into something powerful.



Organization Information

Mission Statement

At CARES we believe that transformation does not begin in the statehouses, but in the houses we live in. African Americans--the high and the humble--are longing for what is greatly needed but rarely stated: a safe place to heal our hurt, depression and self-denial--legacies of centuries of enslavement, Jim Crow practices and racism internalized over generations--that often prevent us from caring well for ourselves and our vulnerable young. Impoverished African Amer- ican children have been long harmed and yet are expected to thrive without the whole body, mind and spirit support regularly offered to middle-class and affluent children when their lives are disrupted by violence and loss. We seek to provide our mentors with these same needed supports so they, in turn, will provide them to our youngsters.


The National CARES Mentoring Movement is a pioneering community-mobilization initiative established to propel impoverished Black children to succeed in school, careers and life. The National Mentoring Movement was founded in in the wake of Hurricane Katrina-which shed the scales from our eyes about the poverty our children were forced to live in-CARES is the singular organization dedicated to holistically securing and transforming the lives of Black children.

HarlemCARES was established in under Rochelle Hill. Now it is being revamped to provide wellness community circles in addition to providing mentorship to Harlem children. We partner with FCBC (First Corinthians Baptist Church), The FCBC Dream Center, Harlem Grown, and the Harlem Boys and Girls Club to recruit, train, and deploy adequate mentors to the children who need it most.

Report this organization


Contact Center Cost MGT FCBCways

Table of Contents

38 Ways to Improve Fulfillment 3

Benchmarking and Improving Performance 3

Manage the Labor Force 4

Continual Process Improvement, Reduction in Handling, Eliminate Touches 6

Warehouse Automation & Technology 11

Inventory Management in the Warehouse 13

Additional Warehousing and Distribution Ideas 13

23 Ways to Improve Inventory Management 16

Best Practice Inventory Metrics 24

13 Ways to Improve IT 27

9 Ways to Improve Your Contact Center 32

Need Help? 36

In F. Curtis Barry & Company wrote its first version of “70+ Ways to Reduce Costs, Improve
Productivity and Improve Customer Service.” Then it was simply a checklist of ideas you could consider.
This new version is a total rewrite with 36 pages of details that we have used to assist our clients in
improving profitability and customer service.

Change in the direct-to-customer (DTC) marketplace is happening at a very rapid pace. The small
parcel carriers are forcing higher shipping costs and the customer wants “free shipping”. Amazon’s
growth to $ billion is threatening not only direct-to-customer businesses but it has caused a sea
change in retailing. In the Presidential Campaign, the issues of the “living wage” and $15 per
hour have become realities.

How prepared is walmart prepaid visa card check balance company to deal with change today and to be

profitable in the future?
Our answer is that in the majority of DTC businesses, there is still plenty of room for improvement.
Here are some examples. Companies are actively addressing multiple DCs as a way of shortening
time to customer and reducing freight costs. Many companies implementing departmental
benchmarks and productivity reporting to maximize labor productivity. Companies are improving
their inventory management as a strategic advantage. What are your operational strategies to
combat these threats?

Our “70+ Ways” has been expanded to include:

• 38 Ways to Improve Fulfillment

• 22 Ways to Improve Inventory Management
• 13 Ways to Improve IT
• 9 Ways to Improve Your Contact Center

We are thankful for the hundreds of direct-to-customer clients we have had in the past 32 years.
We also are indebted to the editors of Multichannel Merchant for the hundreds of articles and blogs
we have written and they published.

That’s our mission—to assist your company to become more profitable by increasing productivity,
reducing costs and at the same time improving customer service through these strategies.

Feel free to call me at to discuss these as well as any projects you are considering.

Curt Barry
Founder & Partner
F. Curtis Barry & Company

[email protected]

38 Ways to Improve Fulfillment
The key to an efficient warehouse and distribution operation is strong data. You can’t improve
something you haven’t measured. The data will help companies to understand exactly what is going
on, how long it is taking, and at what costs. This will help you to implement a plan for continual
process improvement within your operations. F. Curtis Barry & Company has outlined the most
significant warehouse and distribution center improvement strategies for you to consider in your
operations. FCBCO has been successful in lowering the cost per order, increasing storage capacity
within the center, reducing inbound and outbound freight, improving service levels and turnaround
times by implementing these strategies with clients.

Benchmarking and Improving Performance

Implement an internal benchmarking plan to monitor your productivity, transaction throughput and
your cost per transaction. In fulfillment, productivity reporting will assist with keeping a pulse on
the performance of the major direct labor functions such as receiving, putaway, picking, packing and

1 All benchmarking and productivity measures should be accumulated at the individual

level, and rolled up/reported to the shift and department level.

2 Feedback to the employee and department manager is key weekly. Benchmarking

programs ensure that employees are working to a standard or goal instead of just working to
the workload. Use printed reports or TV monitors to display the performance against the goal
or standard so that employees know exactly how they are performing. Place these in common
areas such as near time clocks and breaks rooms.

3 Measure the key units of work produced per hour. Some examples include receiving
pallets, cases, units per man hour. In picking, track the lines and units per man hour. In packing,
the cartons (packages) packed per order. With shipping, track the packages shipped per man
hour. In returns, customer returns processed south georgia state college financial aid office man hour. Use this data to look for areas of
process improvement in order to reduce the time for each function.

4 Measure customer service and time based metrics such as dock to stock, item and order
fill rates, picking and shipping error rates, return processing time, and order turnaround pauls valley first united bank These metrics are vitally important to understanding throughput as well as how you are
servicing the customer. Companies should utilize these results to make improvements in the
processes and to improve the overall customer experience.

5 Measure and report on cost based metrics such as the total warehouse costs as a percent
to net sales and the total cost per order and shipment. Other important metrics include the
cost per unit for various warehouse functions like the cost per unit received, picked, kitted or
assembled. These cost based measures will help you understand where to reduce waste and
excess handling.

Set Goals – Report Results – How Do My DTC Fulfillment

Improve Productivity Costs Compare?


Manage the Labor Force

Labor is the second largest distribution expense item next to freight costs for most companies.
Being able to effectively recruit, train and retain individuals is just as important as managing the
existing workforce.

6 Hiring, recruitment, retention and attrition (turnover). Companies must focus on how
to recruit the best candidates, and to retain those individuals. In working with a wide variety
of clients, FCBCO has found the cost to recruit, train and retain an hourly employee can
be as high as $3, to $10, Factor in the HR costs, training costs etc. and how many
employees you lose in order to find the one that is willing to perform the work.

7 Consider doing a brief video reflecting the “day in the life of a warehouse worker.” Use
it as a way to eliminate those individuals who don’t understand the manual requirements of
the job.

8 Develop a “career path” for workers, showing a way for them to be able to move up and
earn more based on mastering various skills, meeting the work standards, attendance, little
to no infractions, etc. This will allow workers to know there is room to grow, and a long term
home for them based on performance.

9 Companies must be diligent in ensuring that management and supervisors are “on
the floor” and balancing the workloads on the floor, and monitoring performance
and throughput throughout the day. These individuals also need real-time data to
help understand when workers are not meeting the efficiency standards across various
warehouse functions.

10 Another key ingredient is the skillsets of your manager and first line supervisors.
How well do they manage the people and the workload? Do they need to improve their
management skills? Local colleges and on-line universities offer management training
courses that help your managers can more from the workforce?

11 Team building, successful organizations take team building seriously, promoting the
strongest leaders to management and supervisory roles. Identify those people that
are capable of coaching employees to achieve more through training and developing those
workers. Promoting a strong team approach, and developing those teams is critical to
meeting the increasing needs of the organization.

12 Many companies are still using Excel for their staffing software. Excel cannot save you
as much money year over year as a good workforce program. Consider teaming up with your
contact center to share a scheduling system. Or purchase a standalone warehouse labor
system. It will pay for itself quickly. If you have one, understand how to use it to its maximum.

How Would a $15 Per Hour Minimum Wage Affect Your Company?
This year as we work with clients to perform Operational Assessments to reduce costs
and improve productivity, a $15 per hour hourly wage is being voiced as a concern for
many companies. This column is NOT meant to be political or a scare topic. We are all
concerned about our employees too. If you haven’t already, spend a couple minutes thinking
strategically how major increases in minimum wage would affect your company’s expense
structure and profitability if this were to become law. What business process changes or
adaptation of technology and automation can you make to offset this?

Here is an example of one large multichannel distribution center client with sales in excess
of $ million annually. They employ about full time equivalents (FTEs) during the
year. Their average wage rate is $ per hour. Every $1 increase in wage rate results
in an incremental cost of $, annually. Obviously, there will be other general &
administrative personnel in the company which may be affected too. This company’s
increase to $ per hour would mean a % increase.


Continual Process Improvement, Reduction in Handling,

Eliminate Touches
Distribution management must focus on continual process improvement. It sounds easy and
simple, but most companies struggle to achieve this. They get distracted and never follow through,
additionally it’s not a continual process each year for many companies.

13 Each warehouse function must continually be evaluated to understand whether or not

certain steps, process or materials can be excluded from the process. The less touches
or materials used will improve the efficiency, and decrease cost. Mapping out each process
will identify tasks that are done “because that’s the way we have always done it”. This mindset
must be changed.

14 Slotting is one area in the warehouse where many companies fail to implement a
disciplined process. Studies show that 75% of a picker’s time is in travel between locations
while order picking. Slotting is the process of ensuring that SKU’s are assigned the optimal
primary picking location based on its item velocity (movement), cube of the product, and
replenishment frequency. Slotting must also take into account the fact that optimal locations
are those at chest height that don’t require bending or reaching to pick the fastest moving
products. A properly tuned slotting plan will reduce the footprint of the picking area, reduce
the lost time due to excessive walking in the pick process, increase the throughput and reduce
the cost per pick.

15 Picking Options. Within the direct labor functions, picking (and packing) are one of the
largest labor areas. Developing effective picking processes is critical to the efficiency and
throughput. Does your Order Management or Warehouse Management System give you the
capability to organize the picking queue rather than printing and manually sorting? In many
companies 50% of the orders are single item picks (e.g. ship alones, back orders, etc.). These
should be separated from the multiline orders which are more complex. Picking options would
include wave picking, cart bin picking, pick and pass, efficient ship alone processing, etc. In
addition, your software should manage the walk routes of the pickers including “hot picks”
which are located in the shortest distance.

16 Strengthening partnerships between operations, merchandising and other

departments. Most management teams expect their departments and senior managers
to be synergistic and achieve sales, profit and other goals set. However in practice are your
relationships as good as they can be? Clearly at the heart of some of this is our attitudes.
Operations is often looked upon as maintaining the “status quo” and inflexible. Merchandising
is always chasing something new and not practical. I’ve used these extremes to make a point
to get you thinking about how you view each other.

FCBCO’s attitude is that without the Merchants we don’t have a business. Without
Operations shipping product companies don’t have sales. Simplistically, we need each other’s
talents, and there are ways to work more diligently on improving relationships.

Is Your Distribution Center a Safe Place to Work?
As we do warehouse assessments for clients, we see many issues
routinely that need to be rectified.

• Pallets overhead extending well beyond racking cross beams;

• Discarded trash in the base of the racking systems;
• “Slip and trip hazards” aisles of broken wooden pallets, trash,
discarded shrink wrap;
• Excessive pushing, pulling or lifting by employees as they
pick, process and move product;
• Countless racking support risers and cross beams damaged
by fork lift operators to the point of compromising the
racking system’s strength.

OSHA statistics show that more than 50% of all warehouse

accidents to employees involve forklifts.


17 Use what you have more productively. This seems straightforward, but most every
company has material handling equipment that is not utilized how it was intended, or is
not maximizing its usage. Examples of this are power conveyors that aren’t tuned to the
operations and requiring manually turning on and off versus using sensors to direct workflow.
Companies make substantial investments in material handling equipment, and management
must continually review how it is used, and what improvement s must be made. In some cases,
this misuse means that companies have outgrown the capabilities and need to investigate new

18 Companies should take a hard look at the packing functions in the warehouse. Along
with picking it is the most manually intensive processes in the warehouse. It can be the

most costly from a freight and materials perspective. Look to reduce the packing efforts
by separating any ship alone products and process these separately, these should be in a
different warehouse zone all together.

19 Does your order taking, customer service and fulfillment build customer confidence?
E-commerce and omnichannel shopping has become a major force in retail sales. But it isn’t all
good. Step back and measure whether how you serve the hdfc forex prepaid card net banking login from a contact center and
fulfillment center build confidence in your business.

20 From a freight perspective, the packers

Does Your Order Taking, Customer
control what box will be used to ship a
Service and Fulfillment Build
customer order. If they select a box that
Customer Confidence?
is too large, you will paying for it from your
carrier due to dimensional freight rules. Utilize
warehouse software to look at the cube of
the products and fill material to properly size
the boxes. Continually evaluate the packing
materials used to ensure that it is the cheapest option, without risk of damaged products. A
properly sized shipping carton will also help packers from using too much fill material.

21 Use proper levels of quality checking. At times, companies will over inspect the inbound
goods. This process can lead to excess direct labor costs, and reduce the time from receiving
to the planet fitness is it open today locations. Consider altering your inbound inspection to spot checks and to those
vendors that have a historical problem with quality. Avoid reaching a point of diminishing
returns – i.e. spending more in labor to find a problem unit, than the cost of the unit etc.

22 Receiving practices and cross docking. Efficient businesses measure their “dock to stock”
time which is the elapsed time it takes the merchandise to be received until its putaway. Dock
to stock for best in class is 2 hours. Many businesses are same shift received. Part of this
process should also be to look at cross docking inbound receipts from receiving to the packing
station in order to reduce touches and steps and facilitate the fulfillment of backorders and
fast moving items.

23 Process returns more efficiently. For most every company, returns cost more than orders
to process. Untimely processing of customer credits, refunds and exchanges can damage
customer service relationship. Companies must utilize software and good process to avoid
letting returns back up. Efficient business focus on processing the customer credit/refund
within 24 hours of receipt of the return, and perform the inventory disposition as a secondary
step. This reduces the inbound calls from customers inquiring into the return. Acknowledging
the return receipt with the customer via email, and the next steps will eliminate many of the
customer service inquiries.

Is “Tribal Knowledge” Impeding the Growth of Your Business?

We all know the value of our employees, department and senior managers to our
businesses. Within most warehouses you can find staff that is albright knox first friday and has longevity
with the company. These individuals can most likely tell you exactly where most SKU’s live
union savings bank mt washington the warehouse, which vendors have the most vendor compliance issues, and who the
fastest pickers and packers are. This type of knowledge, “tribal knowledge”, is what makes
things click.

But for many companies, a negative form of tribal knowledge is a detriment to the short
term and long term health and throughput of a company. Let me give you an example.
Recently we worked with a hard goods wholesaler that needed to consolidate two
warehouses into one. When laying out the project plan for how the consolidation was
going to be executed, it was quickly determined that 3, SKUs was going to take about
60 days just to do the move. The reason for this was only two individuals – maybe three –
could identify SKU’s in the warehouse. Further complicating the process was the fact that
their systems in the old warehouse were antiquated and multiple SKU’s per pick location,
upwards of 25 to 30 SKUs were stocked in each location. There was no barcoding to assist
with the process, and product descriptions were insufficient. The process would be much
faster by having multiple teams identifying, cleaning, moving and put away merchandise
into newly labeled stock locations.


Warehouse Automation & Technology
As labor becomes more costly, and as companies struggle to find qualified labor for the warehouse,
companies should investigate how warehouse automation can help to reduce cost and improve
efficiency and throughput.  Companies need to evaluate each process in the warehouse and
determine what touch points and processes can be eliminated by equipment. Voice enabled entry
has been successfully implemented throughout Fulfillment processes.

24 Inline scales for weighing products for shipping and manifesting, this reduces the need to
manually weight cartons, and speeds up throughput.

25 Overhead scanners for shipping and manifesting, this reduces the manual process in the
shipping department and speeds up throughput.

26 Label print and apply for shipping and manifesting, this reduces the amazon customer service chat usa process in the
shipping department and speeds up throughput.

27 Power conveyor, when properly configured, will reduce material handling costs and walk
time for workers needing to move goods.

28 On demand box cutting and building, in many operations people are used to assemble
boxes in order to keep up with demand. There are many options that now integrated with
your systems to build the right sized box, on demand, based on the items on the order.

29 Automation to support the automatic printing and delivery of customer invoices, spec sheets
and more into customer shipping cartons.

30 Voice picking for more efficient picking and ability to be hands free for larger cube/
weight products. Voice enabled on-line applications have been implemented throughout all
fulfillment processes.

31 Warehouse Management Systems (WMS). It used to be that if you wanted a Warehouse

Management System your initial investment could easily be several hundred thousand dollars
to millions of dollars. Through more competition and SaaS technology, these costs have come

down significantly, to the point where even companies as small as $2 to $4 million can invest
in a fairly robust warehouse management system for their needs. Companies can find a wide
variety of Software as a Service (SaaS) and perpetual license models, that can be hosted or on
premise. These systems can greatly reduce a company’s operating costs due to streamlined
processes and reduced labor.

6 Ways to Innovate in Your Distribution Center

“A problem thoroughly understood is always fairly simple. Found your opinions on facts, not
prejudices. We know too many things that are not true.”

-Charles F. Kettering, as quoted in Dynamic Work Simplification () by W.

Clements Zinck, p.

Kettering was an inventor, businessman, and engineer with patents. In the first half
of the 20th century, he invented the Delco battery, electric starting motor, leaded gas,
headed research for General Motors and NCR, invented Freon for refrigeration and cooling
systems, in association with DuPont invented Duco lacquers and enamel colors for mass
produced automobiles and much more. Can you believe the diversity of these ideas all came
from one mind?

When you think about it - here’s what inventors and scientists do – they challenge the status
quo. They do not accept, “No, we can’t do that.” They experiment and they often find answers
or solutions they weren’t even seeking.

Is your management teams accepting the status quo or not being able to take their
companies to the next level. You need to also or you’ll never improve the fulfillment process,
the capacity of your warehouse, the supply chain or your own operating results.


Inventory Management in the Warehouse
Effective inventory management is the single most important tool to improve customer service and
reduce cost of operation. Companies must look at the critical key performance indicators (KPI’s)
and report to management on a regular basis. These KPI’s will assist you with determining the slow
moving inventory that is negatively affecting margins, needlessly consuming excessive space in the
warehouse, and hurting customer service.

32 Measure inventory turns on a monthly basis. Inventory that is turning too slowly will eat
into your cash flow, and take up valuable space in the warehouse. Inventory that is turning
too quickly can also create customer service issues, and can increase the landed costs which
will affect margin dollars. Calculate this by taking the annual cost of goods sold divided by the
average inventory, at cost.

33 Measuring Inventory aging to understand where significantly aged and excess inventory
is consuming warehouse space. In addition, slow moving inventory has a greater risk of
becoming damaged or unsaleable.

34 Measure item and order fill rates of the orders taken over the life of a catalog, the
percentage of customer orders ultimately shipped % complete.

35 Calculate and report on your company’s inventory carrying costs. These costs include
interest rates on borrowed money invested in inventory, warehouse occupancy costs
including utilities, insurance on inventory, taxes owed on inventory – and lost opportunity
costs. The longer inventory sits, the more margin dollars are eroded due to the carrying costs.

Additional Warehousing and Distribution Ideas

36 Freight Management. In the past few years, freight has surpassed labor as the number
one cost in the warehouse. Companies must look at both the inbound and outbound freight,
and the ways the total volume can be analyzed in order to restructure freight agreements.
Companies must have resources in place that 1st convenience bank near me assist with negotiating these contracts,
as well as freight auditing. The costs are not going down, and neither are your customers’
expectations. Our clients have used our partnership with several freight consulting companies
to reduce freight mobile homes for sale atlantic county nj to 20%.

37 Multi-DC Strategy. To reduce time to customer and ultimately reduce freight costs, some
businesses have invested in multi-DCs. For many companies this is the right strategy to
service customers in 1 or 2 day ground shipping. In these types of studies you should
determine the increased cost of management, labor, occupancy, affect on freight costs,
systems functions required to manage and assign customer orders to centers, etc. Inventory
increases dramatically with each shipping location when SKUs are replicated.

38 Outsourcing Options. In some businesses, there are practical and cost effective reasons to
outsource part or all of your business. It may be to deal with a peak, support of new product
categories, when fulfillment is not your company’s core competency, establishing a new
distribution center in a new geographical area or when you are going international. Some
companies utilize outsourcing to handle specific kitting functions, or returns processing. You
must evaluate the internal processes and functions performed, and determine if some, or all
aspects, might be better suited by a 3PL or outsourcer. Outsourcing some functions can also
reduce HR and hiring burdens that many warehouses face.

10 Ways Third Party Fulfillment Work Profitably For Multichannel Companies

Understand that much of our consulting is on internal fulfillment operations. We just completed
a project to compare 3 PF services and costs to expanding the cost of expanding a company’s
fulfillment operation. Here are 10 ways and benefits that our clients have profitably used third Party

1 Provide lower cost per order when compared to internally managed operations. This isn’t
always true but it can be for small to moderate sized companies.
2 Allows your company to concentrate management time on marketing, merchandising and
e-commerce front end marketing. One client has used 3PF since
3 Scale to peak. During the holiday season, some clients have order ratio (peak to average
week). 3PF allows them to successfully during the 60 days at peak without hiring staff and
having greater internal capacity.
4 Avoid capital investment in fulfillment facilities, order management systems, telephone
technology and website platforms. This lets you use capital to grow the business in other

5 Provide distribution across the country so that they are 1 day by ground from a high percent
of the customers. Many larger 3PF have strategically placed facilities that make this a reality.
6 Perform inbound bulk processing operations. For retailers using rail services, one client uses
3PF to break bulk and distribute to 1,+ stores.
7 Process inbound receipts at a port and distribution to stores. This is often common place
with larger retailers.
8 Distribution of international orders. Direct companies use 3PF partners to serve the EU and
9 Brick & mortar retailers contract with 3PF partners to ship direct orders from their
e-commerce marketplaces rather than bring this into their DCs.
10 4 PL managing transportation, some merchandise storage and cross docking to stores. One
large retail organization contracted for services to distribute from East and West Coast

23 Ways to Improve Inventory Management
Inventory management and forecasting are strategic walking the west highland way in 4 days. Companies that recognize this fact
can typically provide higher levels of service to their customers and post higher profits. Developing
a comprehensive inventory strategy involves a number of departments — including fulfillment,
marketing, and merchandising — as well as inventory control. It also involves implementing
inventory best practices. Here are 23 best practices that will most likely benefit your business the

1 Synchronize promotions. Successful strategic inventory management relies on tying

creative and marketing plans to merchandising plans. Marketers and merchants need to
develop companywide planning calendars and projections for all promotions in all channels —
catalog, online, e-mail, stores, space ads, pauls valley first united bank. Merchants and the inventory control group then
plan product purchasing, availability, and receipts to support these events.

There are three aspects to this planning. First, the marketing department compiles and
continually updates the marketing calendar. Second, the marketing team plans the expected
orders by week for the promotions. Third, the inventory control and merchandising teams
plan the demand in units for the promotions.

Often e-mail campaigns trip up multichannel merchants. The campaigns may appear on the
marketing calendar, but all too frequently no one decides which items will be promoted until
a couple weeks before the actual date of the promotion. By then product has been ordered
for the season and may already have arrived in the distribution center. This lack of longer
term planning can cause contention between channels for best-sellers, leading to customer
frustration and backorders.

2 Revamp the organizational structure. To implement more-streamlined inventory

practices, many companies have adopted a new organizational structure: The merchandising
department handles product selection, sourcing, and development and works with the
creative department on promotions. The inventory control group is primarily responsible
for overseeing the prior season’s category and item history, working with the merchants
on assortment planning, managing the inventory, forecasting, reordering, receipt planning,
post-mortem evaluation of item performance, and vendor communication and compliance.

Merchandising may still place initial purchase orders, but in most cases inventory control will
pick up relationships with vendors and do the necessary reordering and stock balancing.

3 Take a longer view of item planning. Rather than planning items one promotion at a time,
plan an item across promotions. Doing so enables you to plan receipts in line with promotions,
reduce backorders, make minimum order requirements, and significantly reduce planning

4 Develop vendor compliance policies and manual. Vendor compliance means that product
arrives from a vendor as it should in proper condition and delivered in the agreed-upon
manner. Merchandising, inventory management, purchasing, operations and finance all have a
vested interest in improving and developing vendor compliance.

In addition to product quality, compliance standards that vendors must meet include
packaging and shipping requirements, advanced shipping notices, master case and inner
case, case labeling, product packaging and polybag specifications, accounting and paperwork
requirements, logistics requirements and routing guides, scheduling and statistical sampling
requirements, to name just a few.

Other topics a manual should cover include service expectations, packing and shipping
instructions, invoicing, chargebacks and reasons, packing list information, purchase order
and other forms, transportation, labeling, palletizing, shipping carton identification and
labeling, routing guides, item specification sheets, retail and direct packaging, accounting
and paperwork standards, company contact lists, ship-alone carton specifications. Then put
your vendor manual out on your corporate website (with a link for active vendors) so fcbc dream center the
manual can be updated and communicated to the vendors.

Many operations don’t have a good vendor compliance manual, but admit they should have
one. This document lays out the details of how you and your vendors will handle each and
every step in the product fulfillment relationship. While creating such a manual requires a bit
of an investment in time, it can save a lot of headaches later on and reduce time to process
product and money. When questions arise as to how to handle situations with vendors, you’ve
already determined your company’s position on the issues – it’s in your manual! For example,

when it comes to bar codes, the manual may specify to vendors what type of bar codes should
be used, their location on the package, and whether they need to be human-readable.

5 Enforce vendor compliance. The inventory

control team is generally responsible for How Do I Develop and Implement a
administrating vendor compliance policies Vendor Compliance Program?
because they communicate most frequently
with the vendors. One of the basic goals of
a compliance program is to push inspection
up the supply chain and to have tasks like
inspection, repackaging or labeling done by the
vendor. Problems can be more readily corrected if they are identified before product ships to
the distribution center rather than rework in the DC.

6 Push compliance upstream. Wherever possible, push the quality control program to your
vendor facilities rather than to your receiving dock. For example, it is helpful if you can
fcbc dream center in inspections and approvals of
product before they are shipped.
How to Make Vendor Compliance
In addition, try to have your vendors complete Programs Work for You

as many value-added services as possible

under the quality umbrella established at the LEARN MORE
vendor site. The more work they can do at their
end, the less you have to do in your warehouse.

7 Product specifications. Include written item specifications in purchasing negotiations. Both

the multichannel retailer and the vendor should have something in writing that accurately
depicts each products specifications, including important factors such as representing colors
as victoria secret perfume black angel as possible and using the correct sizes and measurements. The multichannel
retailer should specify these standards.

This step is even more important if you have a unique product. Apparel items, for instance,
must have detailed specifications, because it is critical to ensure that your customers are
getting what they expect. Many return codes that list “not as pictured” as the return reason

are caused simply by depicting an item in your catalog or website inaccurately. Eliminate that
problem, and you likely eliminate a number of your returns.

8 Vendor Scorecards. Use vendor scorecards

in reviewing merchandising process. Develop How to Create a Vendor
a scorecard to measure and evaluate the Scorecard for Your Business
performance of your vendors. Used on an
ongoing basis, a scorecard enables you to rank
your vendors-for example, as level A, B and C.
These rankings can then help you determine
how often you need to inspect and sample
product shipments from those vendors: An A-level or best-ranked vendor is not going to
require the same level of scrutiny as is a B-level vendor.

Some multichannel retailers are extending the evaluation programs to include performance
standards such as on-time delivery, product design, knowledge of the market segment, price
competitiveness, and packaging and paperwork accuracy.

Make vendor review a part of the merchandise ordering cycle. Schedule a planned vendor-
review process to coincide with placing orders for product. It is a great time to review
performance and gain commitments for improvement while using the leverage of the
purchase order.

9 Track key inventory metrics. An industrial engineering axiom states that what isn’t
measured can’t be improved. From an inventory perspective, the metrics are the same
for online sales as for catalogs and other mediums, although the forecasting systems
requirements for Internet promotions may be different from those for catalog and retail
inventory. The metrics include:

• top-line and bottom-line growth

• maintained gross margin
• initial customer order fill rate (see chart)
• final fill rate/returns/cancellations
• gross margin return on investment (GMROI)

• turnover
• cost of backorders
• age of inventory
• measures of overstock
• write-downs as a percentage of costs

Key metrics for stores would include:

• top-line and bottom-line growth
• comparable-store sales (year over year)
• maintained gross margin
• turnover
• weeks of supply
• markdowns/margin loss from write-downs
• age of inventory
• sell-through percent
• stock-to-sales ratios

10 Invest in technology to support the inventory processes. At the heart of capturing

these metrics are your retail and direct systems. Keep in mind that metrics produced by
systems will be used for dashboard reporting to top management and that management
will need drill-down capability to see details at lower levels of reporting such as
merchandise divisions.

Ideally a multichannel merchant wants to implement channel-appropriate merchandise

planning, inventory forecasting, trending, and performance systems now. In the real
world, many multichannel companies are still working through what their requirements
are specifically for e-mail and Internet forecasting functions. Analyze your Internet
demand and determine how different it iboc church scandal from catalog demand, and develop systems
functions accordingly.

11 Become an expert at the art of master scheduling. A system with master-scheduling

capability takes into account all promotional plans by item. It will also add demand

projections by week, subtract returns and cancellations, add in the expected receipts and plot
delivery dates for purchase orders (POs), and then calculate whether an item is running short
or overstocked across channels. Because the calculations are by week, you can see where
more on order is needed or the effect of delaying POs on the net requirements.

To acquire a system with this capability,

Multichannel Inventory:
management needs to make a significant
What You Need to Know
investment. In a recent client study the
costs ranged from $, to $ million.
Software companies are looking to develop full- LEARN MORE
fledged retail, Internet, and catalog planning
and inventory management functionality; no
one vendor has all the functions needed today.

12 Develop exception reporting. A natural outgrowth of systems with master scheduling,

exception reporting helps rebuyers and inventory managers know where to take action
without their having to review every item every week in detail. Fcbc dream center and direct inventory
systems both use exception reporting. Types of exception reports include:

• top-line and bottom-line growth

• maintained gross margin
• management reports (for instance, top 50/bottom 50 in sales)
• product characteristic reports (e.g., all items in a certain fabric across departments)
• POs needed based on stock-out calculations, on hand and on order, and projected
demand with item/vendor lead time
• ranking reports for returns, cancellations, gross margin, and liquidation
• forecast variance plan to actual
• slow sellers and candidates for liquidation
• new vs. repeat performance
• imported vs. domestic product

13 Identify lost demand. To capture and plan for phantom, or shadow, demand, multichannel
retailers must record order information in the contact center. For Web sales, analytics
systems are starting to have the capability to report when items move in and out of a

customer’s order process. Once you’ve captured the metrics, you need to report to the
merchants the consequences of being fcbc dream center of stock in cases when customers substituted items
for those that were sold out. Then the numbers need to get into merchandise planning for the
next season. Multichannel retailers have found that best-sellers that were out of stock might
have been able to sell an additional 10%% based on phantom demand.

14 Plan by assortment. Preseason assortment planning of categories and products relies on the
past sales performance of items or, for items not sold in the past, similar product, along with
item availability. Retail assortment planning is top down by category and bottom up by item.

15 Track inbound receipts. Inbound tracking of receipts not only benefits the fulfillment
operation but also helps inventory management. Smaller companies often lack this capability,
and it can really hurt their DC planning and
their customer service. But many freight
consolidators and carriers, including United 10 Steps to Taking a Financial
Parcel Service and FedEx, offer tracking View of Inventory

services. Or you can implement inbound

systems so that vendors send ASNs when LEARN MORE
purchase orders have shipped. Columbia bank fair lawn nj 07410 and FedEx
both provide this service.

16 Create coverage reports. Coverage is defined as having sufficient quantities of products

already in the DC when a promotion is in-home. Companies need to develop coverage reports
to show how much is in DC vs. the initial demand projected. There are always some games
played in this area with management. Because 50% or more of orders related to a catalog
drop take place in the first four weeks after the drop, if you don’t have sufficient quantities of
a product by the time the catalogs hit mailboxes, you’re going to create backorders early in the

Merchandising and inventory control need to follow up closely with vendors to ensure higher
initial coverage by the time first orders arrive. As for the initial coverage rate, defined as the
quantity of units in stock by product and SKU before a catalog mails or an e-mail promotion is
sent, you should have sufficient coverage for the first two to three weeks in all SKUs, but most
businesses are well below these levels.

17 Balance understock/overstock. What is the balance point between the cost of being out of
stock on an item ($7-$12 per unit on backorder, according to our proprietary studies) and the
cost of overstock (margin loss you experience from liquidating categories of product)? Chief
financial officers often try to identify this at a top level. Merchants and inventory control
experts need to identify how much risk lies in being under- or overstocked as they do the
merchandise planning. New items, exclusives, and imports obviously have much more risk.
Exclusives and imported merchandise may also have higher minimum quantities.

18 Optimize your SKUs. SKU optimization crosses finance, DC, and inventory lines. In the past
decade, many multichannel retailers expanded the range of color and size SKUs for individual
items, and sales increased accordingly. Merchandise with high SKU counts (bedding, shoes,
apparel) creates the biggest challenges. Now companies recognize that the cost of fulfillment
(labor, space) and liquidation for slow-moving items can be high compared with their actual
sales. SKU profitability or optimization needs to be determined with fully loaded costs
(advertising costs, fulfillment costs, overhead, etc. Can SKUs be reduced without significant
sales decreases but owning far less inventory?

19 Don’t forget drop-ship controls. Drop ship merchandise is a great way to broaden the
assortment without owning the product until you order it to be sent to the customers.
Vendors who drop ship to your customers require a slightly different type of control. There
are software systems available that can track drop-ship performance and order status
information. Having some degree of control over the service levels being met by your vendors
in drop shipping is critical.

You still need a type of system in place to make sure the order gets to the customer, even
though it doesn’t physically go through your hands. You may have to pre-approve the vendors,
see a certain number of samples, or institute some other measure of control with regard to
drop shipping.

Implementing a vendor quality control program - and enforcing it consistently - is not easy,
but its potential benefits make the effort worthwhile. Such a program can keep your overall
costs in line, improving your bottom line and at the same time enhancing long-term customer
satisfaction and the lifetime value of your customers.

Best Practice Inventory Metrics
Unless a company has a proprietary credit program, inventory will generally be its largest balance-
sheet asset - and knowing standard inventory metrics is the key to protecting that asset.  Here are
some best-practice standards:

Initial Order Fill Rate Final Order Fill Rate

Customer orders shipped complete Of the orders taken over the life of a promotion, the
percentage of customer orders ultimately shipped
% complete
Advanced fashion: 70%%
Reorderable, basic apparel: 80%% Advanced fashion: 90%%
Gifts/housewares: 85%% Reorderable, basic apparel: 95%%
Business products: 98%% Gifts/housewares: 96%%
Business products: %

Return Rates Cancellation Rate

Percentage of gross demand that is returned by the The percentage of customer demand that is canceled
customer regardless of the reason by either the customer (from backorders) or the
company (permanently out of stock)
Advanced fashion: 20%%
Reorderable, basic apparel: 10%% Advanced fashion: 2%-5%

Gifts/housewares: 2%-4% Gifts/housewares: 2%-4%

Business products: 1%-3% Business products: 1%

Inventory Turnover Rate

The annual cost of goods sold divided by the
average inventory, at cost

Advanced fashion: 3%-5%

Gifts/housewares: 4%-6%
Business products: 6%-8%

Gross Margin Return on Investment (GMROI)
You’ll need to know the turnover to measure your gross margin return on investment:  maintained margin
(decimal) x turnover = GMROI. Our studies indicate that good performance is over To see how
even small improvements in either gross margin or turnover can improve results, plug in your stats. 
Improve one or the other by a moderate amount and see how the GMROI improves.

Initial Order Fill Rate Reporting

Most multichannel retailers don’t measure and report a weekly order fill rate; instead they only
measure initial item fill rate or backorders.  Initial order fill represents what percentage of the
orders shipped complete (all items on an order) in the DC’s order turnaround time standard.  This is
an excellent measure of customer service.

Initial Order Fill Rate - Fashion Business











10 30 50 70 90 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51

20 Manage inbound freight much closer. Have a qualified consultant perform a freight audit
to see what additional savings can be gained. Join a freight consortium to maximize savings.
Some people have more experience than others in negotiating with carriers. Not everyone
can save money using a consultant. Where we have found savings we have saved clients 10%

to 20% annually. We analyze several months of transportation invoices and we will give you a
free analysis and an estimate which we will guarantee of the savings.

21 Streamline processes. As part of continual process improvement, assess the processes of

seasonal planning, weekly forecasting, and end-of-season analysis for your multichannel
business. Streamline how the Inventory Control buyers perform their work and manage
inventory. Process improvement should be aimed at:

• Improved planning and forecasting accuracy

• Improvement in customer initial order fill rate and turnover
• Implementing vendor compliance policies
• Dashboards for inventory management
• Reducing liquidation costs by achieving a higher percentage recovery of product costs
• Streamlining the weekly forecasting and rebuying processes

22 Invest in inventory control staff. The Inventory Control Department manages the largest
balance sheet asset in the company. Hire and retain strong people, provide them tools, have
high expectations of them, then reward their solid performance well. Do you have enough
people considering the number of products, vendors, promotions, purchase orders? Should
you have a different organizational structure?

23 Omnichannel shipping increases sales and customer service. Omnichannel shipping from
stores and distribution centers has dramatically decreased time to customer and increased
competition for the sale. However, managing inventory from many different shipping points
has increased the complexity significantly. WalMart has almost 11, stores and DCs.
Amazon has a DC within 20 miles of 44% of the US population. Additionally, options like pick
from store/ship to store has made Inventory Control Systems customer facing applications
rather than just back office systems. It is imperative to have accurate on-line inventory
and availability; in-store access to customer orders to process, pick and ship, etc. Product
is still #1 but service is becoming the great differentiator. Perform an assessment of your
customers’ service and customer facing systems. Develop a plan to improve.

13 Ways to Improve IT
1 Post implementation audit. Is there functionality you are not using that you were expecting
to with your new system? Are you creating workarounds already for the new system? If you
answered yes to either or both of these questions, it is time to conduct a Post Implementation
Audit of your recently installed software. These audits are typically done within the first
60 days from the “go live”, but can be performed at any time – even with older applications.
You have made a major investment in the new software, you need to get the most out of it to
realize your ROI. The objectives of the audit should be:

• Identify and document the open items which were not completed. These should
include modifications, training, procedures, system functions not yet implemented or in
operation, etc.
• Does the vendor have training classes which will help you get more out of advanced
• How well has the company’s employees adopted the new system and adjusted their daily
work and responsibilities? Are there people that need to be retrained?
• Is the system in balance with accounting totals?
• Develop a plan for management which includes who will be responsible, cost to complete,
date, any resources required, etc. There are often activities the vendor or VAR is
responsible for versus the user company.
• Is there functionality you completely forgot about?

2 Network with other companies. Networking with other users of your software to resolve
issues and work arounds. If the vendor has a user group be more proactive. FCBCO has
always found these to be invaluable. User groups give you other users to call to swap ideas
and understand how they have adapted the system and changed their processes. Look for
informal user communities where users are active, and help each other with answering

3 Develop exception reports. React faster to merchandising trends and get better utilization
of personnel’s time from wading through voluminous reports looking for the data they need
to react to with Exception reporting. Exception reporting may already be part of the standard

report offering from your ERP or OMS vendor. Exception reporting presents to the user only
the items that action needs to be taken with.

4 Single version of the truth. Every business

is dependent on spreadsheets to analyze Achieving a Single Version
and react in some fashion to the results. A of the Truth
fair amount of the time data is rekeyed into
spreadsheets and therefore prone to errors.
Making a buying decision, for example, based
on spreadsheet analysis that had data keyed
in can be costly if the data entered was
inaccurate. A single version of the truth means that all the stake holders agree to the source of
the data, the fields being used in a calculation, and the way the fields are being calculated. This
standardizes the way everyone in the organization looks at the data, all analysis and decision
making should be done based off this information.

5 Don’t use IT as an excuse. In many companies, IT is lean just like every other department.
There are fewer resources and an increasing list of system requests from users. As a company,
don’t let IT be the excuse for users not getting the data and analytics they need to manage the
business. Companies need to work with IT to put in place the tools that will empower users to
take control of their data needs.

6 If your ERP, OMS or WMS does not have built in tools to query/report on the database
consider building a data warehouse to do so. This could be as simple as replicating the
database on another server every night or if you are in a mirrored environment you will
have a secondary repository dynamically. Queries and reports should be done from the data
warehouse or the mirrored database so as to not interfere with the production response time.

7 An effective way for your business to save time and additional IT costs is to have a
report writer tool that is user friendly. With user based reporting they can extract the data
needed without having to write a request to IT to perform it and wait for potentially weeks
to get the results. If your ERP, OMS or WMS has this type of report writing tool get key users
trained in each functional area of the business on how to utilize it and begin to save on IT time
and costs for report development.

8 If you don’t have internal resources to allow you to get the data/results you need
consider utilizing a contractor who specializes in data warehousing and/or reporting

9 Software maintenance. Some businesses

will stop software maintenance to save money. How Will You Provide Your
Although this may sound prudent it can be very CEO’s Favorite Reports?
detrimental for the following reasons:

• Stopping maintenance means stopping LEARN MORE

support unless your software vendor
offers support fees on a call by call basis.
This will only work for an interim period as
vendors usually only support the current version and one version back.
• You will no longer receive bug fixes, interim and major software releases.
• Unless you have the source code how will you fix/modify the software when needing to
do so?

10 Requests for modifications. Before you spend the time writing up a request of modification
have you done your research to be sure the functionality you need is not already part of the
system; maybe in another functional area/menu? Search the software’s user documentation
for some of the key words that you would include in your modification request. If not found
ask the vendor if it exists or someone from fcbc dream center user contacts to see if they use or know of it.
This type of research can also lead to co-development costs with other users if they also could
utilize the same functionality.

After you have exhausted your attempts to find what you need in the existing software
offering develop your request for quote for the modification. Make sure you are through
on your description, include screen shots or anything else that supports what you want to
have accomplished by the system. Get both a cost and the time frame to develop, test and
implement from the vendor. Review thoroughly the vendor’s response to the modification and
correct anything that is not % accurate as once you sign off on the RFQ it is what is going
to be developed.

After you have exhausted your attempts to find what you need in the existing software
offering develop your request for quote for the modification. Make sure fcbc dream center are through
on your description, include screen shots or anything else that supports what you want to
have accomplished by the system. Get both a cost and the time frame to develop, test and
implement from the vendor. Review thoroughly the vendor’s response to the modification and
correct anything that is not % accurate as once you sign off on the RFQ it is what is going
to be developed.

Monitor the vendor’s progress on a weekly basis to manage the progress and the costs.

11 Evaluate integrations to other software applications. Although you may have a current
integration to a third party application, evaluate if you have defined all the integrations
needed. For example if you have a third party warehouse management system (WMS) are
all of the transactions that are performed in the warehouse mapped through the integration
process to and from your ERP system. An example of this is a client that had to make
inventory adjustments in the WMS and then double enter the same adjustment in the ERP
system so they would remain in sync.

Maybe you fcbc dream center off doing all the interfaces as part of the implementation as they seem
insignificant or you would plan on doing them later. Without this integration due diligence you
will end up having to make changes in both systems to keep them in sync.

Have you setup checks and balances between the two systems to evaluate and report on
errors; e.g. failure of a transaction to post to the recipient system. Initiate a way (email/call)
of notifying the responsible person when it occurs so that it can be addressed quickly. Are
the interfaces being done in a timely manner, if information needs to be more fluid consider
initiating the interface to happen at regular time intervals versus once a day.

12 Learn more about the business. There may be IT resources who are knowledgeable of the
system and the database and could be of even further assistance if they knew more about
how your business operates. Have the IT resource spend time with given departments to
understand how they use the system and what tarrant county district clerk civil case search need. Over time this IT resource will be

of greater value through his understanding of both the system and the business operations to
develop reporting quicker. Or offer suggestions on how to utilize the software for the user to
obtain what they need.

13 Achieving return on investment. Do a systems implementation audit. If you are not meeting
your return on investment (ROI) with the new software finding out what is causing this is
crucial for you to meet your ROI. If users are working outside of the system find out why. If
they are not achieving the desired results of the new system find out why. What is needed to
correct these issues; more training, collaboration with other departments for timing or other
data that is needed, etc.

9 Ways to Improve Your Contact Center
Here are 9 ways to make your Customer Contact Center more efficient and service the customer

1 Does your order taking, customer service and fulfillment build customer confidence?
We ask clients on a regular basis, when is the last time you and your senior management have
listened to customer calls in the contact center? The most common response we get is it’s
been years. Yes, we want to delegate management to our contact center directors. But when
we’ve listened to customer calls for clients, we always intrigued with things like what products
and services they’re asking for, and how they feel about the company. What is the level of lost
sales for not serving their initial product request in your company?

We advocate setting up a Lunch and Learn session with senior management to listen in
and critique calls. Include merchants, marketing and operations. It will be very helpful to
understanding how to improve your customer service and product assortment.

Empower the rep. Create for the customer a single point of resolution for the inquiries and
that occasional complaint. It pays off handsomely.

2 Implement a call monitoring program. It is surprising how many companies do not

have call monitoring programs for the contact center. We know from experience that
multichannel calls centers that management agrees on how the customer will be handled,
how the representative is empowered and making all of the information in the ERP or
order management system improves the customer experience. Have you lost touch with
the customer and what they are asking for as well as how well your reps are serving the

3 Performing a post season audit is essential. Ofb crib session uncut your peak season, determine what went
really well, what needed a band aid to get accomplished and what were severe problems.
Operational assessment of metrics, productivity, service levels, attrition, revenue generation
and process improvements which should be considered. Put together a continuous
improvement plan for your customer contact center.

4 Utilize benchmarking to improve performance. Implement an internal benchmarking plan
to monitor fcbc dream center productivity, service level, efficiency and profitability. Here are some key

• Quality of Calls
»» Communication skills (through call monitoring – see below)
»» Adherence to policies and procedures through call monitoring (see below)
»» First call resolution rate
»» Transfer rate
• Efficiency
»» Cost per call and contact
»» Rep Occupancy
»» Call length (average handle time + wrap up time)
• Profitability
»» Conversion rate
»» Cross sell/up sell (see below)
»» Employee Turnover (see below)
• Service levels
»» Average Speed to Answer
»» Blockage
»» Abandonment

All benchmarking and productivity measures should be accumulated at the individual level, and
rolled up/reported to the shift and department level.

Feedback to the employee and department manager is key weekly. Benchmarking programs
ensure that workers are working to a standard or goal instead of just working to the workload.
Use printed reports or TV monitors to display the performance against the goal or standard so
that employees know exactly how they are performing. Place these in common areas such as
near time clocks and breaks rooms.

5 Develop and track the cost of employee turnover. Companies must focus on how to
recruit the best candidates, and to retain those individuals. In working with a wide variety
of clients, FCBCO has found the cost to recruit, train and retain an hourly employee can

be as high as $3, to $10, Factor in the HR costs, training costs etc. and how many
employees you lose in order to find the one that is willing to perform the work.

Many contact centers average employee turnover of 40% to 50% or higher. Review the
reasons why attrition is so high and put a plan together to reduce it.

6 Streamline internet marketplaces. Over the past 15 years, contact center operations have
changed dramatically. With the advent of Internet marketplaces like Amazon, Kmart, Sears,
Walmart, eBay, etc., contact centers have taken on the responsibility for the liaison with
these marketplaces. You may be providing customer service to these marketplaces, managing
inventories, etc. Many companies have simply overlaid these onto contact center operations.
Step back and take a look at the IT tools you need to better manage this so it does require so
much manual effort.

7 Develop effective training and procedures. Effective documentation supports the training
and use of the new system. Without procedures, it may take six months or longer for the
company to return to its former productivity
levels or reach the new goals. Additionally,
the customer would not be served uniformly 9 Ways Procedures and Documentation
Improve ERP and OMS System Use
if company policies and procedures fcbc dream center not
developed and agreed upon. Examples include
crushed cartons, cartons wrapped with packing LEARN MORE
tape so many times they look like a mummy,
product damaged upon arrival because it didn’t
have void fill, etc.

8 Consider implementing workforce software. Many companies are still using Excel for their
staffing software. Excel cannot do as good a job with scheduling employees as a commercial
systems. Team up with Fulfillment Center to share the system and bring more benefit to the
company. It will pay for itself quickly. If you have one, are you using all the options available to
maximize its benefit?

9 Develop cross selling/up-selling programs. More companies need to look at this as a way
to increase average order. Will you use incentives in order to achieve higher results? Your

agents can do it effectively and not be offensive to the customer. Good cross sell program can
increase the average order 5% on the average order value (AOV). But to get that success you
have to teach the represents to get over being afraid of to make the offer.

Need Help?
If you’d like an expert assessment of your multichannel business to identify ways to reduce costs and
improve productivity, we’re here to help. I’d invite you to use the link below to request a time for us
to have an introductory phone conversation where we can explore your questions and situation.


Curt Barry
F. Curtis Barry & Company

[email protected]



Jitney Director Ruben Santiago-Hudson to Be Honored at Upcoming Harlem Event

First Corinthian Baptist Church Dream Center will present "An Evening With Ruben Santiago-Hudson: Celebrating the Broadway Directorial Debut of August Wilson's Jitney" on December 7 at Harlem Hospital's Mural Pavilion. The event will be presented in association with the Greater Harlem Chamber of Commerce, Harlem Week, Harlem Arts Alliance New Heritage Theatre Group, and Walk Tall Girl Productions.

Joining in the celebration will be the cast of Jitney with additional performances from NAACP and Obie award winner Daniel Beatty, Harlem's Oscar- and Grammy-nominated IMPACT Repertory Theatre, Harlem musician and band leader Keith "The Captain" Gamble, Cuban Batá drummers, Manhattan Theatre Club executive producer Barry Grove, executive director of the Center for Arts and Culture at Bedford Stuyvesant Restoration Corporation Dr. Indira Etwaroo, and more.

The evening's proceeds will support the self-sustaining, multigenerational extension of First Corinthian Baptist Church (FCBC), the Dream Center.

Santiago-Hudson won a Tony for his performance in August Wilson's Seven Guitars and also appeared on Broadway in Wilson's Gem of the Ocean. Jitney will begin preview performances at MTC's Samuel J. Friedman Theatre on December 28 with opening night scheduled for January.

For tickets to Jitney, click here.


Dream Center Harlem

Dream Center Harlem

W th St, New York (NY),United States

Get Directions



Non-Profit OrganizationCommunity CenterCharity Organization

Work hoursAdd information
About Dream Big, Live Bold!
Dream Center Harlem cover
Mission From awakening dormant dreamers to birthing valiant visionaries, The Dream Center is a multifaceted transformative hub that unearths unlimited possibilities, while simultaneously shaping the winds of perception. As a self-sustaining multi-generational extension of First Corinthian Baptist Church (FCBC), The Dream Center is the tangible vision of Senior Pastor Michael A. Walrond, Jr. By way of both unparalleled and unmatched programming, focused on Leadership Development, Economic Empowerment and Creative Arts, The Dream Center inspires, informs and ignites the imaginations of visionaries and dreamers across a myriad of genres.

For more information please email [email protected]
Description A Transformative Space Designed to Awaken Dreams

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Hks Harlem's Finest Hair Salon


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Malcolm X Blvd


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  1. Wah kalau mandiri syariah sy blm pnh coba, km coba saja dl, nanti kan nampak ada biaya admin/tidaknya di step terkahir mau kirim, tp bisa d cancel kok klo ga mau jadi kirim

  2. It would be a better business decision for her to stay home and look after the kids instead of spending all that time on STARTING a business that's making no money. The opportunity cost of her 'business' is literally the cost of their childcare. And I'm not saying she or other women should stay home and look after the kids, only that if the option is not earning and also paying for childcare or not paying for childcare at all, that's an easy decision. She should either go back to a real job that pays towards that ridiculous childcare bill, or look after the kids.

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