Enterprise Data Integrity Plan
CONFIDENTIAL
Internal Use Only
Internal Use Only
Data integrity defects at Lonestar cost us money, trust, and operational speed. Vendor rebates are missed when volume scatters across miscoded SKUs. Inventory turns suffer because demand history is distorted. Commission disputes increase when transactions roll to the wrong product line. Executive reporting loses credibility when business areas cannot agree on a single source of truth.
This plan addresses three root-cause categories together: transaction behavior and exceptions, master data setup and stewardship, and reporting logic that drives rebates, commissions, and executive visibility. It is built for Eclipse and branch operations using controlled exception paths, phased rollout, and scorecards that make defects visible before they cascade downstream.
$2.9M - $4.5M Annual Benefit
Working capital release + rebate recovery + operational cost avoidance
Eclipse Configuration & Data Standards
Audit current order entry patterns; identify non-standard behaviors; quantify scope
Establish standard order entry rules and required fields for every order type
Enforce standards via Eclipse controls; use validation and restricted value lists
Remediate historical data; prioritize records that feed rebates, inventory, and finance
Build data quality dashboard; flag incomplete or non-standard orders daily
People, Behavior & Accountability
Make the cost of bad data visible: missed rebates, inventory errors, commission mistakes
Secure visible executive commitment; assign named executive owner for data quality
Role-specific training; help teams understand how their entries affect the business
Accountability loops; review data quality scores; recognize compliance; address gaps early
Make data quality part of company identity; fold into onboarding and performance reviews
| Lane | Primary Focus | How Enterprise Systems is Embedded |
|---|---|---|
| A - Transaction Behavior | Standardize process paths by scenario and make exceptions visible, approved, and reportable | Translate standards into practical Eclipse guardrails, warnings, and exception reporting without disrupting branch flow |
| B - Master Data Governance | Strengthen item, customer, vendor, and classification setup that drives downstream results | Coordinate standards, identify root-cause defects, and sequence cleanup by business impact |
| C - Reporting & Audit | Make defects visible through branch scorecards, trend reviews, and controlled exception management | Build the exception views and audit visibility leadership needs to coach adoption and measure improvement |
Technology supports and amplifies the standard; people own the standard and determine whether it’s worth amplifying.
| Role | Accountability |
|---|---|
| Enterprise Systems | Surfaces issues and maintains the Eclipse control framework |
| Branch & Sales Leadership | Owns day-to-day compliance and coaching in their teams |
| Executive Team | Backs the standard publicly and treats willful non-compliance as a performance issue, not a system issue |
Purpose (what P is for):
Standard (what we expect):
All other counter/will-call orders use C or W based on when the customer will actually arrive. Using P when those conditions are not met is non-compliance with operating standards, even if Eclipse allows it.
Visibility (how we manage it):
Executive outcome: Leadership gets a ranked defect view and a pilot target list based on impact, not assumptions.
Executive outcome: Proves the model in live branch conditions before broader rollout.
Executive outcome: Scales adoption while protecting branch execution speed.
Executive outcome: Locks in gains as an enterprise operating standard, not a one-time cleanup.
Each approved exception type is defined with an allowed scenario, required documentation, approver, and reporting visibility. This prevents branch workarounds while preserving speed for legitimate business cases.
Examples: Project orders requiring non-project items with approval, emergency after-hours fulfillment, special-buy items using structured non-stock process.
| Role | Accountability |
|---|---|
| Executive Sponsor (CEO / SVP Ops) |
Sets priority, removes branch friction, and reinforces that data standards are an operating requirement |
| Business Process Owners (Sales / Ops / Purchasing / Accounting) |
Own process standards, approve exception policy, and drive adoption in their teams. Lane owners with explicit decision authority |
| Enterprise Systems | Integrates this plan across all departments. Builds the Eclipse controls, visibility, and rollout support needed for execution. Owns the Eclipse control framework that underpins the plan |
| Data Engineers (Power BI) | Build and maintain Power BI scorecards/dashboards, semantic model and distribution, in alignment with Finance KPI definitions and Enterprise Systems exception logic |
| Data Stewards (Item / Customer / Vendor / Reporting) |
Own setup quality, remediation prioritization, and recurring defect resolution. Resolve top 20 defects per domain per month; no critical new records go live without required attributes |
| Branch Champions | Provide branch-level coaching, issue escalation, and local reinforcement during and after rollout |
| Lane | Owner | Key Decisions Owned |
|---|---|---|
| A - Transaction Behavior | SVP Ops / Sales Leadership | Approve exception types, define standard order scenarios, set status usage policy, authorize non-standard transaction paths |
| B - Master Data | VP Purchasing / Data Stewards | Define required attributes, approve new item/customer/vendor templates, prioritize cleanup sequences, set data quality standards |
| C - Reporting and Audit | CAO / Controller | Define KPI measurements, validate Finance alignment, approve scorecard package, set threshold for executive escalation |
Branch champion and process owner resolve within 24 hours during pilot/hypercare, 48 hours during steady state
Escalate to lane owner and regional leadership for decision within 48 hours
Escalate to CEO / SVP Ops / CAO for policy decision or resource allocation within 72 hours
| Cadence | Purpose | Participants |
|---|---|---|
| Daily (pilot / hypercare only) | Review exceptions, triage issues, and remove friction quickly | Branch lead, champion, Enterprise Systems, local process owner |
| Weekly (active rollout waves) | Track adoption, top defects, and exception patterns by branch and region | Regional leaders, branch leaders, process owners, Enterprise Systems |
| Monthly (steady state) | Review KPI trends, branch outliers, and remediation priorities | Process owners, data stewards, Enterprise Systems |
| Quarterly (executive) | Review business impact, policy decisions, and resourcing needs | CEO, SVP Ops, CAO, Finance leadership, Enterprise Systems |
SVP Ops and Regional VPs own exception policy (behavior).
Enterprise Systems owns Eclipse logic and exception definitions. Data Engineering owns Power BI delivery.
R = Responsible (does the work) • A = Accountable (final decision) • C = Consulted • I = Informed
| Work | SVP Ops / Reg. VPs | Controller / Finance | Enterprise Systems | Data Engineers | Sales Ops | Warehouse Ops | Purchasing | Accounting | Branch Champions |
|---|---|---|---|---|---|---|---|---|---|
| Program priorities & policy | A | C | C | C | C | C | |||
| Exception policy sign-off (allowed scenarios + documentation + thresholds) | A | C | R | C | C | C | C | ||
| Exception definitions (what counts as "non-standard") – draft & maintain | C | R | C | C | C | C | |||
| KPI definition sign-off (measurement rules) | A | R | C | C | C | C | C | ||
| Power BI dataset / semantic model (build + publish) | A | R | R | ||||||
| Daily exception reporting (logic + distribution) | R | R | C | C | |||||
| Pilot/hypercare triage (daily) | R | C | C | R | |||||
| Weekly rollout reviews (active waves) | R | R | C | R | |||||
| Master data standards (items/customers/vendors) | C | A R | A R | ||||||
| Rebate integrity (attribution + reconciliation) | C | C | A R | ||||||
| Inventory signal quality (clean baseline → min/max reset) | C | C | A R | ||||||
| Commission integrity & correction reduction | C | C | R | R | |||||
| Month-end close rework reduction | A R | C | C | C | C | C | |||
| Training content + delivery | A | R | R | R | |||||
| Coaching + accountability loops | A | R | R | R | |||||
| Quarterly exec review package (scorecard + actions) | A | C | R | R |
Baselines are established during Phase 0 for metrics that are not measured consistently today. Eclipse remains the system of record for transactional and operational measurements, with Finance validation where applicable.
| Goal Area | Current State | 12 Month Target | Executive Owner |
|---|---|---|---|
| Vendor rebate capture | Baseline set in Phase 0 | 98% plus of qualifying volume correctly attributed and claimed | VP Purchasing |
| Rebate dispute rate | Frequent manual reconciliation | 75% reduction in disputes and chargebacks | VP Purchasing / Accounting |
| Order data compliance | Baseline set in Phase 0 | 95% plus standard-compliant transactions with documented exceptions | SVP Ops / Sales leadership |
| Non-standard exceptions | Not tracked consistently | Under 3% enterprise-wide and fully documented | Regional Ops leaders |
| Inventory turns and signal quality | Demand signal distortion today | Turns improve 10-15% after clean baseline and min/max reset | Purchasing / Warehouse leadership |
| Commission correction volume | Manual corrections required | 80% reduction in manual corrections tied to data integrity | Sales / Accounting |
| Month-end rework | Manual cleanup and recoding | Close-related rework time reduced by 50% | Controller |
| Executive reporting confidence | Mixed trust by business area | Consistent branch and enterprise scorecards used in monthly review | CEO / CAO / SVP Ops |
Enterprise Systems is already operating at full bandwidth across branch support, ongoing Eclipse and WMS work, and active enterprise initiatives. Additional headcount requested for Enterprise Systems has not yet been approved.
Plan Impact: This plan is execution-ready, but delivery speed and rollout depth depend on available staffing. Without added Enterprise Systems capacity, the technical track lags the cultural track, slowing benefit capture.
| Option | Approach | Outcome | Timeline |
|---|---|---|---|
| Option A (Recommended) |
Approve 1-2 FTE in Enterprise Systems for baseline, pilot, and rollout support | 12-month roadmap as shown; full rollout depth; sustained governance model | 12 months |
| Option B | Approve temporary project support (internal backfill or outside consultant) for rollout period only | Same 12-month roadmap; higher risk after hypercare ends; requires knowledge transfer | 12-15 months |
| Option C | No new capacity; extend timeline and narrow rollout waves | Multi-year rollout; reduced scope per wave; lower rebate and inventory upside in Year 1; branch fatigue risk | 24-30 months |
Approve Option A (1-2 FTE) to protect the already-approved business case and capture $2.9M-$4.5M annual benefit within 12 months.
| Quarter | Program Milestones | Enterprise Systems Load |
|---|---|---|
| Q1 | Phase 0 baseline and branch pilot | Highest design and build load |
| Q2 | Wave 1 rollout and scorecard launch | High rollout and hypercare load |
| Q3 | Wave 2 rollout and governance stabilization | Moderate support and optimization load |
| Q4 | Enterprise standard review and target reset | Steady-state governance load |
Approve staffing option and confirm Phase 0 start date