This page contains a Flash digital edition of a book.
16 SUPPLY CHAIN, WAREHOUSING & SCANNING


WEIRD FISH UPGRADES ERP U


SAINSBURY’S LAUNCHES STRATEGIC NON-FOODS PROJECT


With over 900 suppliers now benefiting from browser access to the Sainsbury’s supply chain for food products, the UK supermarket retailer recently announced the launch of a new strategic initiative to achieve the same results for suppliers in its non-food supply chain. The new initiative is predominantly aimed at providing improved communications, visibility and accuracy within the supply chain for approximately 800 suppliers from Europe and Asia Pacific. The overall objective is to replace paper- based processes to improve the accuracy of invoicing and to apply greater control throughout the order-to-cash-cycle. Electronic data services provider


Wesupply will enhance existing browser functionality to cater for the processing, presentation and supplier acceptance of extended contract details along with other non-food specific requirements. As well as progressing with the


non-foods project, Sainsbury’s said it will implement the final part of its ‘foods re-platforming project,’ where the Wesupply electronic trading application will be used to manage and monitor the flow of all electronic data interchange (EDI) information within Sainsbury’s extended supply chain.This will ensure that Sainsbury’s can benefit from the checking, validation, visibility and alerting features that the Wesupply application offers to help manage the complex message flows. Ed Thomas, Sainsbury’s logistics IT


programme manager, stated: “Wesupply have consistently delivered quality code to agreed timescales and budgets.They have always been very constructive and flexible when challenges arose, which has made working with them very satisfying.”


RETAIL TECHNOLOGY SEPTEMBER/OCTOBER 2012


K fashion retailer Weird Fish recently announced it was embarking on a huge growth


programme and has identified enterprise resource planning (ERP) software package Microsoft Dynamics AX 2012 from K3 Retail as the best route to streamlining its multichannel business processes. The vintage-inspired clothing company is 60% wholesale based and also operates through multiple channels including retail stores, e-commerce and a growing number of concessions. It wants to


aid growth across all of its business channels through the upgraded Microsoft Dynamics AX 2012 system, which will give a seamless view of their business. Spencer Dodington, finance director


at Weird Fish, commented: “We chose K3 because of their experience in the retail sector and their ability to provide us with a single business model. All of our activity will be integrated from end to end and establish a solid foundation for growth.” The initial roll out of the new system will be complete by the end of 2012.


SCANNERS EASE DIRECTA’S STOCKTAKES


UK industrial and office supplies company Directa has integrated barcode scanning technology into its supply chain IT systems to automate key stocktaking procedures. In 2008, Directa contracted retail software developer K3 to provide a tailored Syspro enterprise resource planning (ERP) system, Dell hardware and remote network support that


would modernise its financial and distribution processes.The automation of its stocktaking using handheld Opticon barcode scanners and a Zebra Technologies barcode label printer purchased with the Syspro package was the next logical step. K3 helped Directa move its data from paper to a computerised stock management


system. “The consultant provided us with the confidence we needed to start using the software independently,” said Cheryl Thompson, secretary to the directors at Directa. “We hope to save time and labour. We hope to free up our purchasing department so no longer need someone to spend hours manually tallying up stocktake information.” Adding the barcode system to Syspro gives the company the ability to run reports


and analyse in real time, so much so that it has asked K3 to quote for additional devices. “In total, the devices will help to reduce stocktaking by one whole day. Where


previously a quarterly stock take would have taken two to three days, we could now get it done in no more than two days, freeing us up to get on with other aspects of the job,” added Thompson.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40