ABSTRACT
It was December 2001. e Supply Chain Executive Team (SCET) of Woolworths Limited was called for an important meeting. is meeting was headed by the General Manager, Supply Chain, Michael Luscombe. e main focus was on Project Refresh, which had commenced in August 1999 and was being driven by this team. is project was a plan to ‘renew and reinvigorate’ the company, leveraging initiatives in the supply chain. Since the commencement of Project Refresh, sales had improved by $2 billion and stripped $0.5 billion from Woolworth’s costs. Luscombe and his team members were pleased with these numbers. Most of the benets were expected to come from the Supermarkets Division, which accounted for about 85% of the revenues.
