Testimonial
"Gazal engaged the services of CMC to assist in the early stages of our Warehouse Management and Enterprise Resource Planning Project. We felt we needed the advice and guidance of an independent and proven consulting organisation. CMC have solid Evaluation and Project Management methodologies that we found was easy to follow and work with.
Peter Goes, CMC's Managing Director has taken an active role on our Steering Committee and his collaborative approach and facilitation skills ensured we were able to negotiate effective legal and commercial agreements with the respective vendors. His ongoing involvement in the weekly SAP project review meetings has provided additional pragmatic and valuable guidance.
I would highly recommended CMC to any business that might be considering significant organisational change or an upgrade to their core business systems. The CMC team are committed to realistic and pragmatic outcomes and have delivered executive level support and detailed guidance around requirements definition, vendor evaluation and selection, project management and testing leadership."
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Michael Gazal
Managing Director
Gazal Corporation Limited
Background
Gazal is an organisation that represents a significant number of clothing, intimate apparel and sleepwear brands in Australia and New Zealand. Gazal have embarked on a number of initiatives to streamline and improve supply chain processes in order to reduce costs within the business and improve utilisation of space and manpower within the warehousing operation. These initiatives were deemed critical to supporting planned growth targets.
Gazal currently use a heavily modified BPCS system interfaced to a variety of other systems to run the business. The modifications include major rewrites of several of the main financial components and the addition of style, colour and size. There are approximately 13 divisions at Gazal that mostly translate to specific brands such as Mambo, Van Heusen, Midford and Lovable. Each of the divisions run autonomously and over the years have developed individualised processes to run their particular business units.
Business Problem
Significant productivity gains were forecast based on devising a Common Operating Model (COM) across the divisions, with a number of business areas identified as candidates for inclusion into the existing Shared Service operation. To support the business change initiative, a new Enterprise Resource Planning (ERP) solution was required to replace the existing outdated system.
Results
CMC were engaged to provide Strategic ERP Consulting and Project Management for the Evaluation and Selection of a new ERP. CMC's Methodology was used to evaluate current ERP solutions with inherent apparel functionality and review their offerings based on the business requirements identified in the tender documents. Workshops were held to define a Common Operating Model (COM) for the business and to document business scenarios that were specific to the organisation. An RFP was developed and SAP ERP 6.0, including the Apparel and Footwear industry template was selected and successfully implemented.
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