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  "documentTitle": "Reshaping NYCHA support functions",
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      "text": "The NYCHA-BCG team identified significant room for improvement, as NYCHA spent nearly $5M to manage $5M of active inventory with a little over 2 turns in 2010.",
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      "text": "Move to a Just-in-time (JIT) inventory management model to increase the availability of material at the point of use when needed by mechanics and skilled trades, thus improving overall productivity and reducing labor cost\nSignificantly reduce reliance on centralized warehouse\nTie material requirements to maintenance work tickets to facilitate JIT model\nReduce warehouse and storeroom inventory SKUs\nProfessionalize store rooms, beginning with select pilots",
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      "text": "inventory turnover: 2",
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      "text": "Team Recommendations",
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      "text": "Storerooms exhibited high obsolescence of materials and shrinkage costs. Furthermore, IT systems were not leveraged to provide visibility or link materials to work orders, with ~800 suppliers not integrated as a strategic part of the supply chain. Each of the developments further incurs costs from storing material in storerooms, with weak accountability for ultimate use of material delivered.",
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      "text": "The NYCHA-BCG team identified significant room for improvement , as NYCHA spent nearly $5M to manage $5M of active inventory with a little over 2 turns in 2010 (i.e., $12M was delivered to the developments from the warehouse).",
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      "text": "The project team examined NYCHA's supply chain network to understand the flow of maintenance material from suppliers to developments in order to reduce cost, increase inventory management accountability, and increase timely material availability. NYCHA operates an expansive supply chain network with ~145 storerooms, 300+ trade shops, and a large central warehouse. Also, an unofficial network of more than 5,000 storerooms exists at developments with no inventory tracking / controls.",
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