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    References Intersport

    Achieving goals together: dynamic EDI for Intersport

    intersport_logo

    Sector: Sportswear

    Web: intersport.com

    Learn more

    Electronic data exchange began at Intersport back in the early 1980s, when sales, invoice and payment data was exchanged with suppliers by post using data carriers (diskettes or magnetic tape). "At the beginning of the 2000s, we started the first training phase for electronic data exchange at Intersport ," recalls Managing Director Alois Grüblinger, who was Head of IT at the time. "The postal process was correspondingly slow, which is why we set the bar a lot higher."

    Beginning with electronic invoicing

    The starting signal for a far-reaching modernization was given in summer 2003, says Grüblinger: "Together with an external consultant, a tender was drawn up, which brought us into contact with DIG, among others ." At the time, the Linz-based provider reminded him more of a start-up: " There were only a few people behind Leopold Binder and Michael Eisler, but they had their first well-known customers and a spirit that matched our shirt-sleeved style!" The fact that DIG emerged as the winner of the tender was also due to the practical scope of services. "We realized that this would help us in practical implementation, not only to exchange data with conversion, but also to gain partners and suppliers who would join us on the path of electronic data exchange!" DIG took on the task of persuading Intersport's existing suppliers to switch to electronic invoicing and also attracting new partners. "This was the first document class for us to realize efficiency potential."

    • DIG as the perfect digitization partner
    • Technical implementation + practical scope of services
    • Support with supplier acquisition for participation in electronic data exchange

    Flexible EDI for a heterogeneous system landscape

    The various connection options at DIG ultimately made the difference to the competition , Grüblinger recalls: "From low-threshold data exchange via email to the web portal solution to the fully-fledged EDI route, every partner is offered a suitable option." The membership structure of Intersport requires this flexibility: "Many are 100 percent sports retailers, most of them with branches. Others, on the other hand, have several lines of business and, in addition to the sports business, operate fashion retail or hotels, for example." Accordingly, most members use the central Intersport merchandise management system, while around 10 percent of sales are processed via various individual systems. "However, the aim was to connect all of our retailers in our Austrian, Czech, Hungarian and Slovakian markets."

    Powerful data hub with potential for further development

    The next development step after the digitization of invoices concerned article data. "As a service center, we wanted to provide our members with this information automatically. To do this, our merchandise management system needed to communicate with around 150 suppliers on the one hand and with the retailers' respective target systems on the other ." At the same time, all documents from Intersport to the suppliers were also automated. A further expansion stage took place with the connection of Intersport 's online store. " Order data handling can also become more complex, for example if a customer orders a product and it is not in stock at the central warehouse." In this case, Intersport can decide that the delivery should be made via a member, explains Grüblinger: "We let them know who is processing the order - this not only determines the specific format required for the order, but also its content. Intersport works with its own wholesale merchandise management system." In this case, sales are processed via a member using store dispatch.

    DIG as part of Intersport's service offering

    In total, the Austrian market comprises over 280 locations and over 100 retailers. The remaining 35 or so retailers and almost 90 locations are located in Hungary, the Czech Republic and Slovakia. DIG not only comes into play in terms of individually converted data formats, but is also part of various services: "We also offer the retailers systems for payroll accounting and bookkeeping, but some use their own. They only need to tell DIG which formats they need so that they can import a wide range of data automatically and on a daily basis." In this way, the members' systems are also integrated and the organizational effort of the Intersport service is outsourced at the same time. And this works perfectly in practice, emphasizes Grüblinger: "This is what the perfect team looks like: We develop the service offerings and DIG takes care of the processing!"

    Read herehow perfect electronic procurement systems and procurement software are created!

    Close sparring partnership

    "Reliable implementation of Intersport's requirements is a matter of course," emphasizes Leopold Binder, CFO of DIG. "But as a sparring partner, we want to understand our customers' business processesin detail." The prerequisite for this is open communication. Grüblinger is delighted with the collaboration: "We have built up a special relationship of trust. After all, DIG is responsible for fundamental business processes, without which our business would not be possible!"
    New ideas can also be optimized on this basis , says Binder: "We don't just blindly implement the requirements, but always check for more efficient ways to achieve the desired process ." This has resulted in a strong team despite the changing players over the years. The current Head of IT at Intersport, Peter Bachl, is also optimistic about upcoming projects: "We are planning to expand our eCommerce platform beyond Austria's borders. And we also have a new tool in mind for the order process, where we are looking forward to input from our team colleagues at DIG!"