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This two-part case looks at flowcasting at Princess Auto, going beyond a simple presentation. Case A describes the challenges of implementing this system and its impact on the accountabilities of employees who are responsible for store replenishment, while Case B describes situations that are specific to Princess Auto, such as stocking surplus items (a unique strategy to attract customers to its stores) and the challenges of e-commerce.

This two-part case looks at flowcasting at Princess Auto, going beyond a simple presentation. Case A describes the challenges of implementing this system and its impact on the accountabilities of employees who are responsible for store replenishment, while Case B describes situations that are specific to Princess Auto, such as stocking surplus items (a unique strategy to attract customers to its stores) and the challenges of e-commerce.

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, "Everything is an experiment!" This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, "Everything is an experiment!" This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

This case study discusses the challenges of implementing Flowcasting. It starts by summarizing the innovations made in supply chain management over the past fifteen years. It also describes the multi-level replenishment cycle as it existed in 2006 between CPGA and Sam's Club. The first section of the case study aims to stimulate thoughts about the disadvantages of the system in use at the time. Then, the case moves on to the implementation of Flowcasting, a breakthrough approach to supply chain management. Flowcasting is unique in two ways: 1) it is the first decision support system targeting three levels of the supply chain (retailer, the retailer's distribution centre, and the manufacturer's distribution centre), and 2) it involves the exchange of data between two separate sources (or companies), or a type of co-managed inventory.