Six years ago, the logistics team at Limited Brands was charged with consolidating and rebuilding the company's sprawling supply chain operations. Each brand, including Victoria's Secret, Bath & Body Works, and The Limited clothing stores, had its own logistics operations. Consolidating them would require installing a massive, new, companywide warehouse management system and training hourly distribution personnel how to use it. To make the project succeed, the team knew that C-level executives had to see, in clear, cold detail, a savings and strategic payoff before they signed on. There was only one way to do that: embarking on a methodical process of meeting both one-on-one and in large groups with each brand's C-level executives to discuss the potential rewards of revamping supply chain management throughout the company and, specifically, in their area. Read how the logistics team won over the executives.