A leading sportswear multinational partnered with Roboyo to start its hyperautomation journey in early 2021, rolling out multiple back-office automations in its headquarters and offshore subsidiaries, which helped drive operational efficiency across finance, accounting, IT, and procurement.
After the successful deployments supported by Roboyo in Germany and Hong Kong, the client was ready to bring the value of automation to their North American operations in early 2022, starting with the goal of mitigating supply chain disruptions. After a speedy implementation cycle, Roboyo was able to support the client in deploying multiple SCM automations just in time to make a difference in improving their order management efficiency during the global supply chain crisis and optimizing some of their critical supply chain processes.
Our client: a multinational corporation that designs and manufactures athletic and casual footwear, apparel and accessories.
Roboyo created digital workers that processed data updates 4,5 times faster, handling over 7100 transactions under 16 hours compared to 4800 transactions in 75 hours when running manually.
With the help of automation, a huge amount of manual workload has been saved, totaling over 3000 hours per year. This also allowed 2 FTEs to be refocused on higher value workload.
Through an end-to-end automation of the intransit update process, SCM operational efficiency increased by 50% and order processing times were reduced by 80%, with 100% data accuracy achieved.
The supply chain team had to spend significant amount of time performing data entry work across different enterprise systems to carry out different supply chain related transactions, which led to backlogs and delays in orders that affected customer satisfaction.
One example of these heavily manual tasks was the Jesta In-Transit data updates, prior to automation, the employees had to manually login to each business unit’s instance in the Jesta ERP application, copy the in-transit numbers from the excel file and paste it into the In-transit code field, then collect the ETA data from the Excel file and update the values in the In-transit header and confirm the update submission. And then restart the same process all over again until all business units’ in-transit dates have been updated, which represents about 2000 transactions that required manual updates weekly.
Due to the high volume and error-prone nature of this process, it was selected as the ideal candidate for the Robotic Process Automation (RPA) pilot in their North American operations.
Roboyo developed an automation that enable bots to consistently retrieve the latest in-transit data from an Excel file uploaded in a specific folder for multiple business units. The bots will enter the updated in-transit data into the Jesta ERP application, verify if the data already exists and if it’s entered correctly.
At the end of the process, it will leverage the input Excel file to prepare the execution report and clearly state the status of each in-transit data for all business units as either successful or failed, and if failed, with a clear exception message to help the users take necessary corrective actions. The bot now processes two thousand transactions weekly under just 9 hours, running in the background as scheduled.
Learn more about this SCM automation in this demo video.
The automation of the Jesta In-Transit updates helped the organization save 40hours of manual work per week, totaling over 2,000 hours of manual work per year, and is projected to cover any increase in volume based on future growth which would have likely resulted in additional employees tasked with the same manual process. This automation also helped the client optimize operational efficiency, reduce human errors, ensure 100% data accuracy, and most importantly free valuable human resources to focus on higher-value and strategic work.
With 6 automations in production in the supply chain department, our client was able to see the SCM transaction volume increase to 7100 times weekly and completed in just 16 hours, compared to 4800 transactions over 75 hours when it was performed manually. This increased their SCM operational efficiency by 50% and cut processing times by 80%, which enabled them to avoid delays that were happening when the process was driven manually and gave them the ability to increase transaction volume to align with business needs throughout the work week. They have refocused 2 FTEs so far and saved the equivalent of 1.5 FTEs after just 6 months of rolling out automation in SCM.
The North American operations is now looking to increment their automation targets to more supply chain processes that tend to be highly manual and time consuming while also opening the automation pipeline to other business units, and geographically the headquarters plan to expand their automation footprint and benefits to subsidiaries in Russia and India.