DBL To Restructure After Systems Upgrade
By Steve Smith -- TWICE, 7/20/2009
SCOTTSDALE, ARIZ. — DBL Distributing will be adding Ingram Micro's automated IMpulse inventory management system to improve efficiency and enable DBL suppliers to sell to Ingram customers and vice-versa.
But due to the switch to the IMpulse system there will be “an internal restructuring of resources and responsibilities,” according to DBL, a wholly owned subsidiary of Ingram.
As of press time, there was no word on restructuring details.
In a statement, DBL said, “While this internal restructuring is difficult, it will allow DBL to focus on their core competencies of buying, merchandising and selling the broadest line-card of consumer electronics and IT products in the industry.”
This is the first major change since May when former Ingram Micro exec Brent McCarty was named VP/general manager of DBL Distributing, and Henry Chiarelli, president, and Bruce Kuperman, senior VP of sales, departed. (Chiarelli remains a strategic advisor.)
IMpulse is designed to improve the integrity of DBL's systems, streamline its sales cost structure and provide more advanced inventory and customer order management controls, DBL said. The system is said to offer the latest in inventory control, replenishment, order management, reporting and analytics and shipping technology.
DBL customers will notice a better distribution experience through advanced shipping and quality assurance standards, higher inventory levels, freight savings, quicker invoice and billing methods, and a more advanced order management system, the distributor said. DBL vendors will also witness a better partnership with DBL and Ingram Micro through advanced reporting, inventory control measures, enhanced forecasting, automated warehouse product allocation standards, automated replenishment notifications and advanced invoice and purchase order creation and tracking, according to the statement.
IMpulse will also allow Ingram Micro and DBL to more readily cross-sell their IT and CE assortments.
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