GSW "in the process of evaluating acquisition targets", page-34

Sirocco is right to a large extent. Whilst NAW clients have software from hub to retail the following happens: A member of the public walks into the store and requests a part. If the part is not there the retail store logs it and the store pretty much loses the sale. A needed part is price inelastic - the requirement is for immediacy. One a part is requested a couple of times through (sometimes) the companies enterprise inventory software a fulfillment request is generated at the hub. The process here becomes manual. A hub storeman collects the part and puts parts all together batching for a truck. This process is, for the most part manual. There is no batching or route optimisation. There is an incredible amount of loss in data.

On top of all this the assessment of drivers by their management is subjective at best and leads to incredibly low morale. There is a high degree of subjective and incorrect performance measurements that make the workplace toxic. Tracking driver performance and helping them with route optimisation gets rid of this workplace culture. Hanziger is tasked with improving the experience for the driver as part of his remit as chief of product. (Google AutoZone driver reviews)

All this in the climate of diminishing ROCE, wage and state legislation increasing costs, a huge amount of depreciating assets in the form of idle rolling stock, and you have a big reason why Roger McCollum called the initiative transformational.