Teams
Buying. The plan was built out of intentions; the articles arrived different. The order is where those two finally meet, under time pressure.
30 minutes, no deck.
Re-keyed three times before anyone ships against it
A range plan is written early, when it is a set of decisions not yet made. By the buy, a style has gone, two colourways have arrived and a price has moved because a component did. Held apart from the articles, the plan is now a document about a season that no longer exists.
Then the quantities travel: from the plan to a sheet, from the sheet to an email, from the email into the ERP. Three transcriptions, each a chance to be wrong about a number a factory will cut to.
The plan is the articles
Not a view of them, not an export of them. A style added, dropped or recoloured is in the plan at the moment it happens, so the buying meeting is looking at the season as it is.
Cost that moves when the component moves
Landed cost built from the bill of materials, so a fabric price or a freight assumption shows up as a margin, in front of you, while there is still something to be done about it.
Entered once, read by everyone downstream
Quantities per colour and size go out as an order against the article, and the same record answers the warehouse and the ERP.
More teams.
IT
A PLM that does not connect is a second place to type things. That is the whole evaluation.
See how TeamsFinance
The margin was decided in week three by someone choosing a fabric. You see it in month five.
See how TeamsManagement
You can know where the season is, or you can wait until Thursday. Usually not both.
See howSee it on a real season. A live walk through the product on a worked season, with your own way of working in mind.
- One article end to end: colourways, components, suppliers, costs.
- The board, the tech pack and the BOM on that one style.
- What moving your current season across would take.
30 minutes, no deck.