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Case Study

Global athletic footwear and apparel leader improves speed and reduces cost with digital process automation

  • Improved customer engagement and satisfaction

  • Cut process lead time from 200 hours to 18 minutes

  • Reduced time spent changing and checking orders

The Business Issue

Faced with competitive pressure and a drive to maintain and extend market dominance, this global leader in athletic footwear and apparel needed innovative ways to improve its business processes. Legacy order management capabilities were manual and error-prone, leading to inconsistent customer, supplier, and staff experiences. Processes lacked end-to-end visibility and the agility to change to meet evolving needs. The company needed to streamline and modernize how orders were captured, maintained, allocated, and delivered.

Unlike traditional order management, the new system would need flexibility to accept orders in a variety of formats ranging from Excel spreadsheets to electronic data interchange (EDI). The existing EDI had a low throughput rate requiring manual reviews for over 25% of the company’s 3 million annual commercial orders – with each order potentially containing over 1000 SKUs.

The Solution

The market leader looked to digital process automation (DPA) to transform its disjointed, clunky processes. It sought to address these challenges within global order management, including new order automation, shipping request changes, and logistics management.

In Pega, journey-centric rapid iteration enabled incremental deliveries of successful automations, allowing the business to build operational muscle while driving value. The company built an application to manage incoming orders, applying unique order validation required per customer prior to inserting final orders into its existing systems.

The Results

With DPA in the unified Pega Platform, this market-leading organization realized:

  • Simplified and streamlined customer and employee experiences through faster order fulfillment
  • Improved reuse and faster innovation as applications roll out to new customers and regions in a visually-driven, rapid delivery development model
  • Increased productivity for both ops and IT
  • Reduction in process lead time from 200 hours to 18 minutes
  • An expected a top line revenue increase of at least 1%, from reallocating employee time from paperwork to customer engagement
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Related Resources

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Industry: Manufacturing Product Area: Intelligent Automation Product Area: Platform Solution Area: Enterprise Modernization Solution Area: Operational Excellence
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