High’s

High’s

High’s

With a two–person internal audit staff assigned to handle the audit process at 51 stores doing a combined $48 million in annual merchandise sales, High’s had a problem. Audits weren’t getting done frequently enough, the focus was more on “truing up” the inventory more than on managing it, and, because the counts were always suspect, no one took ownership of the results. There was no reliable way to manage shrink—or inventory.

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