Pick 鈥榥 Pay is a leading grocery retailer, with stores ranging in size form small garage stores to hyper storage, liquor stores, the Qualisave network, container outlets, franchises and a clothing store. On top of that, the retailer has a home store online, a clothing website, and groceries available via Mr D, Pick 鈥榥 Pay A麻豆原创 and Takealot. Adding to the complexity, the group offers services like the Smart Shopper programme, money services, mobile offerings and more.

鈥淚t become a big blur to deal with all these point of sale transactions,鈥� says Anja Leonard, enterprise solutions architect at Pick 鈥榥 Pay.

Pick 鈥榥 Pay initially deployed the 麻豆原创 POS DM application in 2004, and it was battling to cope with the new environment.

The decision was taken to move to CAR/DTA, to bring the point of sale technology up to date.

Essentially, the new system does pretty much what the old one does, but the move was a strategic decision to build a solid framework for driving innovation going forward.

Having decided to make the move, and to go with the new CAR/DTA system as opposed to simply upgrading POS DM, the group had to determine how to do it.

Pick 鈥榥 Pay opted to partner with a company that provided an implementation accelerator, which would allow the team to meet deadlines and make use of outside resources. Beyond Technologies was selected to assist Pick 鈥榥 Pay in implementing 麻豆原创 CAR/DTA.

With all the different point of sale outlets, more than 13 interfaces had to be implemented 鈥� much more than the reference architecture, and adding to the complexity.

The team decided to do the migration in just under six months, ending in November 2021.

鈥淭he accelerator was really valuable and helped us,鈥� Leonard says. 鈥淎t times the preconfigured values didn鈥檛 match ours, so we had to tweak them, but the Beyond Technologies people were able to help.鈥�

Pick 鈥榥 Pay deployed its own resources to do the key work in addition to their regular jobs and other projects. 鈥淪o we found we were pushing a bit too hard there, and had to revise our timelines.鈥�

Other challenges in the project included the fact that POS DM enhancements and production fixes had to be duplicated in CAR/DTA, making testing requirements a moving target.

With markup files, the team found that the Pick 鈥榥 Pay bespoke functionality for reconciliation was much more complex than anticipated.

If they were to do the project again, Leonard says the team would test more thoroughly in development, and would take a project approach.

A number of things worked really well, including the parallel landscape for testing in POS DM and CAR/DTA; the trial production system with AWS; and entrusting Pick 鈥榥 Pay resources with key roles and responsibilities.

The CAR/DTA system eventually went live in January 2022 鈥� a little later than initially planned.

Today, the group is leveraging the value of the migration, Leonard says.

So far, there is a realtime stock position for Mr D and Takealot, with the other channels in flight. Reporting and financial reconciliations can now be done at speed.

Pick 鈥榥 Pay is in the process of implementing UDF and is expecting to get value from price elasticity, promotional uplift, and supply chain efficiencies.

It is also in the process of implementing PMR, which will give it better insight into promotional analytics. What-if projections for optimal price points should also be possible and should make a difference to the success of promotions. The implementation of PMR may create the opportunity to redesign some of the business processes at some point.

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The company today unveiled the first step toward creating the world鈥檚 largest business network with聽麻豆原创 Business Network, which will bring together聽Ariba Network,聽麻豆原创 Logistics Business Network聽and聽麻豆原创 Asset Intelligence Network.

More than 5,5-million organisations will benefit from being members of this connected community.

To support this central announcement, 麻豆原创 is also announcing new innovations designed to help companies modernize and digitalise their business processes to become intelligent enterprises. In addition, customers can benefit from a new portfolio of sustainability-specific business applications that deliver exceptional transparency and measurement capability across the supply chain.

鈥淒uring this unprecedented year, the importance of the communities we鈥檙e part of has never been clearer,鈥� says Christian Klein, CEO and member of the executive board of 麻豆原创 SE. 鈥淥ur new vision will build the world鈥檚 largest business community, enabling customers to easily connect with companies across supply chains and creating networked economies across industries.鈥�

While we have all seen the power of networks in our personal lives, this networked ecosystem for businesses doing business together is unique, he says. Members of the new聽麻豆原创 Business Network聽will be able to access a single, unified portal to gain a holistic view into their supply chain ecosystem, logistics and traceability, and equipment management and maintenance.

During the pandemic, the most resilient companies were those who embraced technology to transform their business processes. Those who simply leveraged cloud infrastructure and didn鈥檛 actually digitalise core business processes did not fare as well.

To enable every enterprise to become an intelligent enterprise, 麻豆原创 announced the聽RISE with 麻豆原创 transformation packages for specific industries.

Building on the successful introduction of the聽RISE with 麻豆原创聽offering in January, the RISE with 麻豆原创 packages for specific industries provides business transformation as a service with five initial industry-tailored cloud solutions for retail, consumer products, automotive, utilities and industrial machinery and components.

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