PROFILE

Zach Zalowitz

Director, Retail Consulting, Envista

Zach Zalowitz is the Omnichannel Solutions Lead for SCApath, a retail supply chain consulting firm specializing in strategy and systems implementation. He has worked with over 40 leading suppliers over the last two decades on key digital transformation projects in a number of roles. Zach is widely considered a triple threat in the consulting space, having an extensive background across leading Distributed Order Management Solutions (IBM, Manhattan Associates, Aptos), a full understanding of store and call-center operational execution, and thirdly in change-management aspects of the transformation.

Prior to his role at SCApath, Zach co-led the Design Lead team within Manhattan Associates Order Lifecycle Management Professional services, where he was one of the first OMS U.S. consultants. He has spoken on the topic of Order Management at numerous events, most recently at NRF, and has been quoted in a handful of leading digital publications.

Zach has a Bachelors Degree from the University of Tennessee, Knoxville, focusing on Supply Chain Management and a collateral in Marketing. When not focused on Omnichannel and OMS, Zach is an avid music producer and hiker, recently having ascended Kilimanjaro.

To learn more, visit: www.scapath.com

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  • Posted on: 03/17/2020

    Retailers act to protect seniors from coronavirus shopping chaos and contamination

    Makes total sense. It's more important than ever that we turn towards each other, and not against each other. There should also be restrictions on order quantities, both physical and digital, for specific items that are in high demand!
  • Posted on: 03/17/2020

    Will the coronavirus pandemic change how retailers and consultants work together?

    I think the challenge of context and understanding tone sometimes get lost over the phone, which in my experience makes highly collaborative meetings hard to do remote. To resolve this, we've been working with our client base to do video meetings instead of just calls, which has been a great workaround we've seen immediate responses to. I also think with such a large Millennial consulting base at some of these companies, the work-from-home relationship to clients is simply an adjustment more than a large shift. I don't agree that you need localization any more than you did before the virus, and that miscommunications can be resolved by face-to-face interactions (sometimes verbally it's easier to miscommunicate than digitally).
  • Posted on: 02/28/2020

    Will a new subscription program be Walmart’s winning answer to Amazon Prime?

    What the consumer cares about at the end of the day is speed, and Walmart's store footprint gives them the edge over Amazon. The issue for Walmart is that they need more than speed to one-up. Right now, they've only "one-evened" and only in one area.
  • Posted on: 02/26/2020

    Will a CEO’s crowdsourcing plea save Modell’s Sporting Goods?

    Correct Jeff! I imagine this has a lot to do with them having a "NY retailer" mentality and to a large degree that informs the lack of change management and transition as the times have been "a-changin'."
  • Posted on: 02/26/2020

    Will a CEO’s crowdsourcing plea save Modell’s Sporting Goods?

    I'm not able to comment about specifics, but I can tell you that the solution for Modell's isn't to become "more like Dick's." They have two different models, some but not a ton of SKU overlap and Modell's operates in large part in very dense urban areas vs. a Dick's in the suburbs in stores with massive square footage. It's not apples to apples. As to crowdsourcing/requesting to support the brand -- what's the harm? Is it a business strategy? Of course not. In a retail environment where foot traffic and store comps are down, I think a major offering that they need to go full-steam towards is a pickup in-store capability.
  • Posted on: 02/21/2020

    What does private equity ownership hold for Victoria’s Secret?

    Victoria's Secret has been on a downward spiral in the last five+ years for a reason. They're falling out of touch with consumers, facing macro headwinds and being beaten on quality and often cost by up and coming competitors that have less bureaucracy and overhead in decision making. Going private won't solve most of those above. I'd be curious if tightening the belt on cost helps them refocus on IT projects that produce high value vs. multi-year protracted implementations that take time and energy to pull-off, often without a sound and clear ROI.
  • Posted on: 02/07/2020

    What does it take to earn the trust of consumers?

    I think data privacy is obviously important in this modern online age, but it's a foregone conclusion. What really matters to the customer is that the retailer does what they say they will do and, if they can't, they communicate why and find ways to make it right.
  • Posted on: 01/29/2020

    Can a former Victoria’s Secret exec turn J.Crew around?

    Agreed Dave! (hope you're doing well my friend).
  • Posted on: 01/29/2020

    Can a former Victoria’s Secret exec turn J.Crew around?

    Well said!
  • Posted on: 01/29/2020

    Can a former Victoria’s Secret exec turn J.Crew around?

    I think J.Crew has a merchandising and pricing issue in front of them to solve. From my personal shopping experiences with them, there never seems to be a size or a style I want that is anything I can't already get at Macy's (typically down the "road" in the mall). I think they need to pick one thing and do it well. They need to establish themselves as a place to go for a specific type of clothing and go from there. For me, Ralph Lauren is my "button down shirt" place. Banana Republic is where I go to buy pants. Bonobos for chinos ... what is J.Crew? The answer to that question should be their starting point. Get me into the store for the shirt, I'll buy the other stuff while I'm there.
  • Posted on: 01/28/2020

    Will online food and beverage sales be even bigger than imagined?

    Prepped food kits, for me, is an area where I see a lot of future growth. If you lump in things like Instacart, I think we'll continue to see growth in this area. Personally, I don't look forward to going to a crowded grocery store on a Sunday to shop. If it wasn't for that fact that Instacart struggles to put the "just right" avocado in my shopping bag each time, I would exclusively only use Instacart and pay the premium. #AvocadoLife
  • Posted on: 01/28/2020

    Will investors sleep on Casper’s IPO?

    I had a BeautyRest mattress that I had to return back to Haverty's some months ago. From what I gathered from others, the mattress that had been returned can be resold. I'm curious why Casper isn't like this -- I'm also curious how to enable a pickup of a mattress that, when it came, was half the size as it is once expanded. Supply chain woes!
  • Posted on: 01/28/2020

    Will investors sleep on Casper’s IPO?

    Bob, you nailed it! I always review previous comments before writing my own, and there is no need for me to add after seeing yours here... Well said.
  • Posted on: 01/21/2020

    Does convenience trump price for today’s consumer?

    The specific changes are as follows: 1.) one-Click ordering, 2.) saved "omnichannel" payment tokens, 3.) saved preferences/suggested buying based on prior order history, 4.) More accurate and helpful previous ratings and, finally, 5) omni-cart technology to take your checkout cart started in one channel and finish the order process in another. All the above should be in play for most retailers, but often none are done. The key to unlocking a convenient and therefore fast process is to remove the friction with these five things above.
  • Posted on: 01/09/2020

    Will ‘five pillars’ provide the foundation Bed Bath & Beyond needs to succeed?

    I've been inside of Bed Bath & Beyond on a few omnichannel technology projects and can tell you that they have both the capability to change and some great talent. To others' points, this is a "yeah, duh" approach, but that's what Bed Bath & Beyond needs now. To get back to basics, specifically making sense of their assortment. It seems so odd to me that there are 9 different types of pans and towels when I only need one cheap option, two middle and one premium. To me it's "product" because "place" is a no-brainer. BOPIS is standard now in the industry at this tier 1 level (e.g. Target, Walmart) and speed is standard too (again, e.g. Target, Walmart, Amazon)... where will the battlefield be in two years is the question -- Being in my mid-thirties, and a recently-engaged "DINK" consultant with disposable income it seems to me that service and product in my demographic should be top priority, yet I walk into a Bed Bath & Beyond and it seems more like a TJX than a Target...

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