How Seta Corp. reduced its labor fulfillment costs by 45 percent.

By Reported Donna Loyle

“The more steps to a process and the more complicated we make it, the greater the chance for errors, delays and increased costs. As the saying goes: Keep it simple,” he notes.

Implemented an Operations Management Incentive Plan (OMIP)

This initiative, begun in January 2000, was the final piece of the overall incentive strategy. It’s meant to motivate DC managers to continually look for process improvements and cost reductions. It promises to extend Seta’s fulfillment cost cuts into the future.