Integration of Brompton's backbone ERP system for global distribution, online/offline omni-channel retailing

1.The lack of a unified globalisation/group information system planning, group control difficulties: many global subsidiaries, subsidiaries ERP and financial systems are different (QB, Xero, Infor), before the subsidiaries since the independent development;

2.Diverse omni-channel models lead to management difficulties: 2B authorised distribution, Toc's global self-built e-commerce platform (Big Commerce), cross-border e-commerce public platforms (Amazon/Shopify, etc.), offline retail shops, as well as sales channels featuring each country's characteristics (local e-commerce platforms and small program malls);

3.Numerous business subsystems affect the efficiency of data flow and business collaboration: self-built e-commerce platform (Big Commerce), CN7 (order OMS, docking Amazon, Shopify, etc.), B2B platforms of U.S. and Japanese companies, a wide variety of third-party warehouses WMS (M 3PL, DSV), and a variety of shop POS (LightSpeed, Cegid, etc.);

4.The lack of a unified global B2B distribution tools, resulting in the efficiency and effectiveness of the distribution process;

5.The lack of a unified global supply chain management.

Phase 1 of the Brompton NetSuite project covered only the Chinese subsidiary and no global IT planning was undertaken at that time. Following the success of Phase 1 in China, the head office decided to extend NetSuite to all trading companies in the rest of the world.

1. China subsidiary omni-channel pilot:

① Integrate Brompton China's official WeChat Mall, Baiqiu OMS (Tmall), and shop POS (Cegid) to achieve integrated management of online and offline retailing and China agent distribution;

② refined management of import business, covering the transfer of ownership of goods from the headquarters, CIF cost accounting and the management of incoming goods in China;

2.Brompton global information technology overall programme design: all trading companies (including the United Kingdom, the United States, Japan, Singapore, Hong Kong, Turkey, France, Germany, Italy and other countries and regions subsidiaries) of the ERP and financial systems unified replacement for NetSuite;

3.The construction and replacement of global unified sub-systems:

① Use NetSuite E-Commerce module to build a global B2B distribution platform, replacing the CN7 B2B application used only in some regions (such as the United States and Japan);

② Docking orders from various e-commerce platforms through Celigo to achieve unified processing.

4.Roll Out and differentiation programme for all overseas trading companies:

① Redesign the group COA to unify and standardise global commodity master data and inventory master data;

② Standardise the basic import, export and inventory financial processes of all subsidiaries, and carry out local personalised expansion;

③Implement global unified supply chain planning and execution control;

1.Integration of ERP systems of all global trading companies: unification of product master data and inventory management, integration of global supply chain planning and execution, and integration of global financial settlement and accounting;

2. Significantly improve the management efficiency of globalisation/grouping: integrate omni-channel distribution and retail management processes and tools, replacing past sub-systems that were scattered or regionally restricted.