Background
Decentralised inventory management: store managers adjusted auto-orders, which led to overstocks or shortages, increasing the impact of the human factor.
Lack of popular goods: regular checks on the availability of goods were not carried out, which led to the lack of key items.
Lack of qualitative analytics: no regular analysis of key indicators was carried out, calculations were made manually.
Inefficient inventory management for promotions: lack of timely information about promotional activities and insufficient ERP functionality made the process chaotic.
Project goals
Progress of the project
ABM Inventory implementation followed the standard project roadmap and was completed on time.
The proactive project team at Daily contributed to the success of the implementation. The Head of Inventory Management led the project from the client side. The chain's management decided to hire its own IT specialist, which helped to better control and implement the processes. The team also included representatives from the inventory management department. Specialists from the commercial and marketing departments were involved to resolve certain issues.
Integration
At this stage, interaction between the ABM Inventory and Daily teams took place on a daily basis through video conferences, phone calls and emails. This was where the conditions and business processes were studied, as well as the actual integration with the client's ERP.
Training and pilot launch
The second stage of implementation involved offline training of the involved specialists directly in Georgia. During the same period, we launched the first orders in the pilot category - Tobacco Products. We connected the suppliers for the entire network at once.
Scaling
At this stage, the teams scaled up the project and connected existing distribution centres, built a process for planning promotions, and learned how to work with the analytical unit as efficiently as possible.
Effects of the system implementation
During the implementation process, the implementation teams managed to achieve the following results:
Qualitative changes
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Centralisation of inventory management: the assortment was streamlined and the required nomenclature for each store was determined.
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Process automation: the ordering process was optimised and the human factor was reduced.
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Access to detailed analytics: network experts can analyse the results and improve future activities.
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Efficient management of goods sub-sorting: increase the speed and efficiency of delivery.
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Centralised storage and exchange of information through ERP: users work with a tool that generates orders and provides a convenient dashboard for analysis.