Rock-solid Inventory Management for Fragile Tableware

The world's largest retailer of old and new dinnerware, Replacements, Ltd., needs a supply chain that won't crack


Seven Football Fields of Tableware

Despite the advanced technology for knowing what is in inventory, warehouse systems are in their infancy at Replacements. "We still move everything manually on carts," states Embrey. "We also don't do a lot of scanning. We have paperwork showing that we have received an order and that it has been shipped. However, there is nothing in between." To address this opportunity, the company is working on a project this year to fill in some of that "gap."

As regards pricing, when the company has had things for a certain length of time and they just aren't selling, it will often reduce the price. Conversely, if something never sold, but all of a sudden is now starting to sell, the price may increase.

Overall, though, the company is pretty comfortable just holding stock, knowing that there will be demand eventually. "Even if there isn't, there is still enough demand for everything else to cover the cost to store something for 20 years that has never moved," she adds.

As inventory levels have grown, so have the facilities. The storage facilities have grown to where they now cover 415,000 square feet, larger than seven football fields. And, doing its part to help the environment, Replacements recycles almost 300 tons of cardboard and almost 30 tons of paper each year.

One challenge related to expansion, according to Embrey, is that the company always thinks it has enough space, but it never does. "We may lease space at another site and think it will be all we need for several years," she says. "However, eight months later, it will be full." The company had planned to do a large expansion a couple of years ago. However, it held off because the economy turned. "We're glad that we didn't make that expansion," she notes.

While the company continues to plan growth, it is taking a strategic approach. "With 13.5 million pieces, we don't plan to go up to 20 million," states Embrey. "On the other hand, we don't plan to drop to seven million either."

Selling and Shipping

On the outbound side, Replacements has almost 10 million customers in 171 countries and territories. The company has received kudos for its Web site. "We have a separate staff that manages that, and our goal is to keep it as simple and easy to navigate as possible," she reports. "We want it user-friendly for people who are Internet-savvy as well as people who rarely use the Internet. Our team has done an excellent job of maintaining the site."

The company offers a "Find This for Me" service that lets customers register pieces and patterns that they need, and buyers will seek the items out. When new items come in, they are logged onto the computer. Specially developed software matches the incoming pieces with customer requests. Combination customer notification/order forms are printed and mailed or e-mailed to customers for the pieces that are available in the patterns they want. The company sends out over 3.5 million of these notifications each month.

While most business is done over the Internet or by phone, walk-in sales also occur. In fact, the Replacements facilities are considered one of the top destination attractions for the Piedmont-Triad area of North Carolina. In addition, Rand McNally selected Replacements as one of the top 25 free attractions in the U.S.

The company ships up to 70,000 pieces of china, crystal, silver and other collectibles each week. "Our main shipper is FedEx," says Embrey. "We fill two trucks a day during non-peak times, and three to five trucks a day during peak times." Peak times are November and December, and even into January. There are also small spikes around Easter, as well as in the summer.
On occasion, based on customer request, Replacements might ship via UPS or USPS. "In addition, about 40 percent of our FedEx packages are delivered by the USPS through its SmartPost program," she adds.

Perspective

According to Embrey, the company's overall key to success is the amount of inventory it maintains. "Investment in 13.5 million pieces of inventory is a big investment to make," she admits. "However, it provides us with a competitive advantage." The company also likes to be friends with its competitors. "We will send customers to them if there is something we don't have," she notes. "Conversely, they will send customers to us when they don't have what they need."

About the Author: William Atkinson is a freelance writer based in Carterville, Ill.

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