Intersport employees found themselves spending too much time manually generating deviation lists between two separate business-critical systems, then analyzing and fixing the issues they uncovered. It was time-consuming and inefficient, and Intersport wanted to find a simpler, more consistent way of handling the problem that not only helped identify and fix deviations as they arose, but also prevented future deviations from occurring in the first place.

The idea was to give each department the ability to easily manage problem areas by giving them control over their deviations on a daily basis, instead of via a weekly overview as had traditionally been the case. The logistics department was the number one priority, but Intersport also wanted other departments to have access to the new system and to be able to customize it for their own needs.

That needed to include the ability to track interruptions between Intersport’s ERP and WMS systems and a fast and easy way to see whether stock numbers were correct following integration between these two systems.