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PLM migration for all SMCP brands
Presentation 👋
The SMCP group focuses on the accessible luxury ready-to-wear market, and is made up of 4 brands: Sandro, a contemporary Parisian mixed brand, known for its chic, casual style. Maje, a trendy, feminine brand offering elegant, modern clothing. Fursac, a men’s clothing brand, renowned for its suits and the high quality of its products. And Claudie Pierlot, a feminine brand with a bohemian chic spirit, offering romantic and refined collections.
Sandro, Maje and Claudie Pierlot were already equipped with Centric PLM in version 6.2 and were due to migrate to version 7.4. Only Fursac did not have a PLM system, and wanted to integrate it to benefit from the functionalities used by the other banners.
The challenge to solve 🤔
- Harmonize processes and configurations for the Sandro brand to ensure a successful initial migration to Centric 7.4, then apply these standards to the other brands (Claudie Pierlot and Maje).
- Successfully migrate the three banners (Sandro, Claudie Pierlot, and Maje) from version 6.2 of the PLM system to Centric 7.4, ensuring a smooth transition and minimizing operational interruptions.
- Ensure the deployment of the new Centric 7.4 PLM system for Fursac, using Sandro’s standardized processes, and guaranteeing team buy-in through effective change management.
Expertise 💡
- Change Management
- PLM
- Project management
The response
Our objectives 🎯
- Minimize the technical impact and operational risks associated with implementing the new PLM and new functionalities.
- Ensure a smooth and efficient transition for each brand.
- Ensuring the right migration fit
- Support the customer in testing the reliability and robustness of the new PLM system before and after migration
- Ensure smooth and successful adoption of the new PLM system and maximize user involvement
Our actions 💥
- Create a detailed deployment plan for each brand, sequencing migrations according to technical requirements (notably the use of a single test server) and business constraints such as brand-specific collection cycles.
- Analysis and documentation of ISO processes: Identify and document processes common to all brands, as well as brand-specific differences, to adjust migration and transition strategies to ensure that these differences are taken into account when switching to the new PLM.
- Drafting and follow-up of the non-regression test booklet: Draft an exhaustive test booklet based on the identified processes and gaps, ensuring that it covers all critical scenarios, then ensure rigorous follow-up of the corrective measures in collaboration with the technical teams.
- Set up a change management and training plan for Key Users: Develop a change management plan and a targeted training program for Fursac’s Key Users, involving them from the start of the project (kickoff) and maintaining their commitment throughout the migration process.
The benefits ✅
The project was a success, with Sandro on schedule and Fursac successfully deploying Centric 7.4 PLM after training its teams. A few patches were needed to resolve bugs, underlining the importance of post-deployment monitoring and collaboration with Centric to ensure system stability.
What people say about us
Christophe T.
CP AMOA Offer
Jean-Côme L.
PLM Application Manager
“The Fit team’s integration into our environment. Users contact them without difficulty & responsiveness is spot on.”
Carine B.
ISD
“Knowledge of the Centric solution and the industry. Flexibility. Communication in general.”
Virginie M.
Design department manager
“I really appreciated the methodological input. Tools to measure the appropriation of the tools. The contribution of having an external eye via the consultant We help them to take a step back”.
Iva T.
IT Production Services Manager
“Good functional and technical expertise from some of the people involved, a trusting business relationship. Ease of communication on both administrative and service-related issues.”
Tan V.
Project Manager
“The autonomy of the consultants, their high level of knowledge of the C8 tool, the communication between the consultants and their relationship with the customer.”
