Daily

Daily is a fast-growing regional convenience store chain in Georgia. Daily sells consumer goods, confectionery and ready-to-eat meals.

250

locations

Since 2016

on the Georgian market

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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

Structure business processes.

Centralise inventory management.

Minimise the human impact on inventory formation.

Combine data and processes into a convenient tool for analysis and control.

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:

sales increased

the turnover rate improved (from 30 to 24 days)

the average level of accessibility has increased

99,5

orders are generated and sent by the system automatically without the need for managerial intervention

Qualitative changes

Centralisation of inventory management: the assortment was streamlined and the required nomenclature for each store was determined.
Process automation: the ordering process was optimised and the human factor was reduced.
Access to detailed analytics: network experts can analyse the results and improve future activities.
Efficient management of goods sub-sorting: increase the speed and efficiency of delivery.
Centralised storage and exchange of information through ERP: users work with a tool that generates orders and provides a convenient dashboard for analysis.

Customer feedback

"The results of the ABM Inventory system implementation show great potential for business efficiency growth. We have already seen a significant improvement in the efficiency of inventory management, an increase in sales and availability of goods. This confirms the success of the project and its importance for the further development of Daily."

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