5.1.1. AS-Solar, CEGID and evolution of the
implementation 5.1.1.1. About CEGID ERP System
Cegid Business Management V8.10
Encompasses all business management Processes from procurement
to sales, ensuring the right products are in the right stores at the right
price and right time. In real time, the retailer needs to access data on key
indicators, including turnover and productivity. All in a multi-channel sales
environment: stores, website, mail order, wholesale.
· End-to-end merchandise management: retail
referencing, procurement, manufacturing, merchandise allocation, goods
receipts, pricing, promotions, inventory, restocking and replenishment, sales,
customer relations, sales events etc.
· Integrated decision-making tools for every step of the
way: standard and personalised dashboards, statistical analysis (stock turn,
best sellers, margin monitoring etc), alerts, reports, etc. allowing management
to make the right decisions at the right time
· Industry best practices and international expertise
· Data base management: products, prices, suppliers
etc
· Assortment and range planning
· Monitoring and management of purchasing and imports
· Inventory management, replenishment optimisation and
management of procurement cycles
· Price optimisation, sales and discounts
· Promotions, CRM, sales events and marketing
· Multi-channel management
· Management of international locations: own-label stores,
concessions, agents, franchises etc
5.1.1.2. AS-Solar, evolution of the ERP
implementation
AS-Solar France started the implementation of CEGID ERP on
2007 by integrating CEGID Business Management. This Module manage all the
important processes that increase operational performance: range planning,
pricing and promotions, replenishment optimization, loyalty and CRM.
But this first implementation failed for these different
reasons:
1. Governance
Lack of a single person in charge who reports directly to
openly supportive senior executive accountable for the solution. Also,
ineffective steering body of cross-functional senior executives.
2. Scope Failure to align contract for services
with the requirements expectations.
3. Change Management Insufficient investment in
all facets of change Management
4. Skills
Team members lack a thorough understanding of the technical
capabilities of the solution or of the underlying business processes
5. Decision Making
Relying too much on consensus-based decision making, rather than
rapid evaluation of options
6. Communications
Lacking at all levels (executives, functional owners, across
team, with working level system users, external stakeholders, etc.)
7. Solution Architecture Lack of a solution
architecture or proven implementation methodology
8. Training Insufficient investment at all
levels (including executives)
9. Culture
Trying to force an integrated, enterprise-wide solution into
a stove-piped culture. Systemic resistance to change trying to force an
integrated, enterprise-wide solution into a stove-piped culture. Systemic
resistance to change.
10. Leadership
Lack of «public» leadership from senior, accountable
executive and/or lack of continuity in this leadership position.
After two years of testing CEGID ERP System and insufficient
investment in the solution; senior executive decide to invest more time and
more resources on the different application of CEGID. They fixed new objects
related to use of all application and option of the solution, and integrate tow
new module Settlement Monitoring and CRM.
5.2. Review management process 5.2.1. Audit
services
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Weaknesses
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risks
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· L1 Entering quotation on Excel and CEGID
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Waste of time (double entry)
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· L1 No verification and reconciliation between estimated
stock and available quantity for sale.
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Customers not satisfied On-load of the work
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· L1 Users don't use a dashboard to verify quantities in
stock before the generation
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Loss of Margin
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of the quote
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Lost customers
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· L1 There isn't sales manager who keeps
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conflict between staff
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track of customers
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Lost customers
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· L1 There is no control by a third person on charged
prices
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· L1 Delivery date is not exhaustive
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· L1 no follow-up margins by project
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