During the 1990s, Noland operated with a supply chain network that did not leverage size, scale or speed to customers. The efficiencies of physical distribution related tasks at branch locations were unclear, and several key core competencies in logistics were underdeveloped, especially in the area of transportation. As a result, the company experienced only modest top line growth.
The Progress Group was brought in to help the company drive profitable growth and productivity by facilitating a new supply chain strategy and design. The network design we recommended and helped implement included a new distribution center with new warehouse and transportation information technology and clear operating principles.
Once the project was underway, The Progress Group was also asked to assist Noland in reinvigorating its purchasing efforts
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