Sports fashion company taps Jesta apps as it revamps its business systems to help manage growth
New York, NY — January 12, 2006 — Sports fashion company PUMA North America is set to use a sourcing and demand management solution from Jesta I.S. as part of an initiative to revamp the company's business systems.
Established in Herzogenaurach, Germany, in 1948, PUMA distributes products in over 80 countries. As part of its strategy for continuing to grow its North American business, the company recognized a need to give its business systems a makeover.
In evaluating enterprise resource planning (ERP) systems, PUMA identified the Jesta Vision solutions as the technology infrastructure to provide it with the advanced product allocation, visibility and automation needed to manage its growing business.
"Selecting Jesta's Vision solution as our ERP was based on both the organization's proven industry experience and solid product offering," said Jay Piccola, president of PUMA North America. "We believe that Jesta offers businesses with complete supply chain solutions that are size oriented, scalable and built on reliable technology."
From Sourcing to Analytics
PUMA will implement the Jesta I.S. Vision Sourcing & Demand Management, Vision SalesLink and Vision Analytics solutions.
Vision Sourcing & Demand Management is expected to provide PUMA North America both with control over its sourcing, which includes outsourced production facilities across more than 30 countries, and with capabilities to manage customer orders and customer service. PUMA is looking to the solution to help maximize customer satisfaction by delivering the right product mix, and also to strengthen its bottom line by reducing returns and minimizing chargebacks.
Vision SalesLink is part of Jesta's Vision SCM solution and is integrated with Vision Sourcing & Demand Management. This Web-based tool will allow PUMA's 100-plus independent sales representatives to generate sales orders on the fly and enable sales staff and PUMA customers to view available inventory for sale and order status in real-time, Jesta said.
Also being implemented at PUMA North America is Jesta's Vision Analytics, a fully integrated business intelligence tool. Vision Analytics will enable PUMA to easily access and manipulate data from Vision Sourcing & Demand Management. The solution allows for management by exception based on user-defined rules that generate alerts and trigger pre-established events.
Additional Articles of Interest
— Successful supply chain executives differentiate themselves — and their companies — from the competition. Here are the skill sets you need to focus on. Read "Critical Skills for Effective Supply Chain Leaders" in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
— Forecasting is not an isolated activity but must become part of an overall set of demand management practices. Supply chain thought-leader Ann Grackin describes the practices that your firm should be developing to improve business performance in "Sensing the Future: Next-generation Practices in Demand Management," in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
— Supply chain executives can drive profitability ahead if they closely align their supply chain strategies to five universal business plan challenges. Read more in "Collaborate to Innovate," in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
New York, NY — January 12, 2006 — Sports fashion company PUMA North America is set to use a sourcing and demand management solution from Jesta I.S. as part of an initiative to revamp the company's business systems.
Established in Herzogenaurach, Germany, in 1948, PUMA distributes products in over 80 countries. As part of its strategy for continuing to grow its North American business, the company recognized a need to give its business systems a makeover.
In evaluating enterprise resource planning (ERP) systems, PUMA identified the Jesta Vision solutions as the technology infrastructure to provide it with the advanced product allocation, visibility and automation needed to manage its growing business.
"Selecting Jesta's Vision solution as our ERP was based on both the organization's proven industry experience and solid product offering," said Jay Piccola, president of PUMA North America. "We believe that Jesta offers businesses with complete supply chain solutions that are size oriented, scalable and built on reliable technology."
From Sourcing to Analytics
PUMA will implement the Jesta I.S. Vision Sourcing & Demand Management, Vision SalesLink and Vision Analytics solutions.
Vision Sourcing & Demand Management is expected to provide PUMA North America both with control over its sourcing, which includes outsourced production facilities across more than 30 countries, and with capabilities to manage customer orders and customer service. PUMA is looking to the solution to help maximize customer satisfaction by delivering the right product mix, and also to strengthen its bottom line by reducing returns and minimizing chargebacks.
Vision SalesLink is part of Jesta's Vision SCM solution and is integrated with Vision Sourcing & Demand Management. This Web-based tool will allow PUMA's 100-plus independent sales representatives to generate sales orders on the fly and enable sales staff and PUMA customers to view available inventory for sale and order status in real-time, Jesta said.
Also being implemented at PUMA North America is Jesta's Vision Analytics, a fully integrated business intelligence tool. Vision Analytics will enable PUMA to easily access and manipulate data from Vision Sourcing & Demand Management. The solution allows for management by exception based on user-defined rules that generate alerts and trigger pre-established events.
Additional Articles of Interest
— Successful supply chain executives differentiate themselves — and their companies — from the competition. Here are the skill sets you need to focus on. Read "Critical Skills for Effective Supply Chain Leaders" in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
— Forecasting is not an isolated activity but must become part of an overall set of demand management practices. Supply chain thought-leader Ann Grackin describes the practices that your firm should be developing to improve business performance in "Sensing the Future: Next-generation Practices in Demand Management," in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
— Supply chain executives can drive profitability ahead if they closely align their supply chain strategies to five universal business plan challenges. Read more in "Collaborate to Innovate," in the December 2005/January 2006 issue of Supply & Demand Chain Executive.
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