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CSVD - Coggle Diagram
CSVD
E-Commerce Platform
SELECTION process of the BUSINESS PARTNER was correct - Rigorous
Hired Consultant FLY CONSEIL
OpenSource MAGENTO was used
Experienced web agency
Responsible to configure Magento ensuring that the interfaces between the new ERP and the Magento were functional
Desire Having E-Catalog
Restart of the wholesale
possibility to serve customers that live far away from the store's location
Franchise possibilities
Desire for Point of Sale System (POS)
Brings betted control - CONSOLIDATE MANAGEMENT INFORMATION
product margins
sales
trends
product returns
inventory levels
These information are not generated by the legacy systems, essential to analyse sales and place right products in the right store
Opportunity to enter new markets
Better control over sales channels
Better customer service
Possibility to reduce the inventory level
Possibility to improve margin because of the costs reduction and greater bargaining power with suppliers
Preceives as tool to support stores and raise brand's profile
PROBLEMS
STAND ALONE MODE without Links/Integration to the new ERP system was LAUNCHED
NEW CHALLANGES
INVENTORY SOLUTION
SYNCHRONIZATION has been done manually after the launch
There is still need for manual procedure
POINT OF SALE SOLUTION
LIGHTSPEED solution selected (SAAS)
Can be implemented in all stores
HYPERSPACE responsible for the implementation
Afterwards the control takes WEB STORE MANAGER with the CMS - Content management system
HYPERSPACE was selected to connect the ERP system to the STORE
All parties HYPERSPACE, CSVD, LIGHTSPEED signed Service level agreement and promised mutual collaboration
Lack of internal IT expertise
FUNCTIONALITIES
shopping cart
integration with the inventory
Direct integration with Moneris financial system for Payments
Integration with Fedex for delivery
Bricks and Clicks Business Model
1972 Specialized in Design, Production and Wholesaling of Knitted Garments
2004 Targets high-end segments only noble materials
Wholesales were abandoned
5 Bricks Stores
3 different business cycles
2000 - Know how of the design and manufacturing
2002 - 2013 Bricks Phase openning 5 stores
2013 - e-commerce mastering
Information Technology
Believes in Open Source software for the management and development of its future online store
Invests 1.5 - 2% of the revenue in IT
As SME it has limited capabilities to expand its IT resources
Not enough Financial resources
Dependent on the external consultant Fadi
One part time employee has skills to do the maintenance of one of the inventory System
3 different inventory Systems
Ray-Mark
FashionCart
MBI
Accounting System
No integrated in the existing infrastructure
The systems are no integrated and data must be entered in each system separately
Developed and maintained by external consultants
Data backup is done at stores through the Remark system
No Automatic backups at the head office
Need for electronic support
impossible to support 5 stores using paper
impossible to store every kinds of product in the stores
The new electronic support should consolidate and support the SMEs operations and maximise sales at its five stores
Would also restart the wholesale activities
Franchise possibilities
Possibility to serve to customers away from the store location
Specific requests from the catalogs if the product is not in the store the sale is lost
re-active operations
Lacks in planning
loosely defined roles and responsibilities
No hardware replacement policy
In House ERP System Development
PROBLEMS
Small team lacked expertiese. Therefore, reliance on External Consultants
UNDERESTIMATED SELECTION of BUSINESS PARTNER
The hired CONSULTANT IBIZ
Small and Inexperienced Consultancy Firm
Lack of expertise
LAUNCH
ERP supported only one warehouse
ERP and MAGENTO were NOT connected
Incorrect end-of-the-day revenues and sales
Inventory mistakes
missing or unapplied sales taxes
non-functional interface buttons
Forced to Use PARALLEL deployment because of the problems ERP AND LEGACY system
Employees had to double enter all transactions in both systems
Asking Employees to Use system that doesn't work
PROJECT was ABANDONED
Rolling back the Legacy Systems
LESSON LEARNED
IT Project should be smaller in Manageable Phases and Deploy them one at the time
Use rigorous selection of the BUSINESS PARTNERS
For the FUTURE choosing cloud based, configurable systems (SAAS)
E-commerce Platform was in the stand alone Mode without Links to the ERP system
OBJECTIVES
Real-Time Inventory in sotres and warehouses
Product documentation
Integrate with the QUICK BOOKS using API
Create links between distribution centres and its stores
Assess online international sales
facilitate product life cycle management
SAAS
ADVANTAGES
Previous Experience with SAAS
Implementation of Yammer
Goal was to increase exhange between employees
Project allowed managemnt to explore new sourcing strategy
DRIVER of the process sourcing CHANGE to SAAS
Low-Upfront Costs
Easy to change provider
Usually Stable "BEST PRACTICES" applications
Support and Training
Lower Risk
SAAS provider responsible for updates and maintanance
Reduce dependency on external consultants
Lower maintenance and operational costs compare to in house development
Easy to configure
CONCERNS
Wants to keep CONTORL over the DATA
There might be function that the CSVD does not need
Service Level Agreement
Data Ownership
One or Multiple service provides?
Long-term/Short-term contract?