How Intersport rethought its upstream supply chain strategy?
Following the disruptions caused by COVID-19 and global transportation instability, Intersport partnered with e-SCM Solutions International to transform its supply chain operations. By centralizing data, improving supplier collaboration, and increasing real-time visibility, the group streamlined operational processes and strengthened its ability to anticipate disruptions. The project, successfully deployed in less than a year, highlights the growing importance of agile and collaborative supply chain management in the retail industry.
The INTERSPORT group had to rethink its supply chain strategy following the successive crises related to COVID and global transportation, with a strong focus on supplier relationship management. It selected the e-SCM solution to support this transformation process.
The primary objectives of this restructuring were to establish closer collaboration with suppliers, implement transparent processes, and develop solutions to anticipate potential issues.
Simplifying operational processes
Faced with the daily influx of emails during the COVID period, the group recognized the importance of centralizing information to ensure data reliability.
Thanks to the e-SCM Solutions, INTERSPORT teams were able to streamline their operational processes and strengthen communication across all stakeholders, while limiting manual data processing. Automatic data collection from the ERP system is carried out accurately and comprehensively to ensure supplier order completeness. The automation of transport flows enables better anticipation of needs and improved operational fluidity.
The platform provides teams with a tool that supports more informed decision-making through real-time visibility.
How to successfully manage transformation with e-SCM?
Implementing this project required strong commitment in terms of change management.
Communication was identified as a critical success factor throughout the project. Best practices were implemented, particularly by anticipating needs, involving internal and external stakeholders, and ensuring their buy-in to the changes.
The involvement of various stakeholders, both internal (sourcing, purchasing, supply planning, accounting, warehouses) and external (suppliers and freight forwarders), was essential to ensure the project’s success. The tool was designed to enable precise and structured interaction among all these actors.
The technical dimension was also carefully addressed by ensuring efficient integration between information systems to avoid misalignment. In addition, suppliers played a crucial role; supporting them in adopting the new tools was a key success factor.
“Connecting information systems is a critical technical aspect to prevent misalignment between platforms. It is a secure technological challenge successfully addressed with e-SCM,” Pascal Saint-Pierre, Business Developer, e-SCM.
Despite its complexity, the project was successfully delivered within a relatively short timeframe: a 6-month implementation phase followed by an additional 3 to 4 months for full deployment. This period corresponded to the time required to onboard all suppliers. This efficient rollout enabled the group to reach its targeted volume objectives within two seasonsjust one year.
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