How Daisho (S) is Future Proofing its Business Through Digital Business Transformation Strategy

ABOUT THE COMPANY

Businesses need to be aware of the ever-changing digital landscape and adopt a digital business transformation strategy in order to future proof their business. Daisho (S) is one such company that has embraced the digital business management strategy and is well positioned for the future.

Daisho is headquartered in Japan with Daisho (S) as the SEA regional HQ for operations into Malaysia, Thailand and other countries in the region. With close to 30 years of diverse experience in the distribution and supply of quality Japanese food products into Singapore and the region, Daisho (S) has expanded its business operation to comprises various business value chains including Retail, OEM and Production of Fresh Products as well as their Restaurant Brands.

THE BRIEF

Over the last 30 years, the company has managed their business processes through disparate closed platforms where data was not fully accessible, and processes were often disconnected or duplicated. As the company grew and diversified in terms of its sizable number of transactions through import and factory production to the local and regional customer base, along with reducing margins, the need to re-engineer the business processes became important to stay competitive.

Therefore, Daisho (S) looked toward Digital Business Management to leverage a holistic technology platform to help them improve coordination between departments and subsidiaries, increase overall productivity with more efficient processes and greater visibility for reporting and forecasting.

 

 

THE DIGITAL BUSINESS MANAGEMENT TRANSFORMATION PROCESS

Phase 1- Discovery and Business Process Design

A workshop was conducted by the Astreem team to onboard all key staff of Daisho (S) involved in the project. During the workshop, the staff were introduced to the concept and benefits of Digital Business Transformation Strategy. This was followed by a questionnaire session designed to uncover the functions and pain points of each department. The importance of having a champion for the project and the need for the staff to stay committed to the transformation roadmap was also highlighted during the workshop under a session on “Our Success Factors”.

After the workshop, a series of in-depth interviews were conducted with each department to discover the followings:

  1. the current workflow processes of each department
  2. the interconnectivity of the workflow processes of different departments
  3. how information was communicated between the different departments
  4. duplication of functions between the departments
  5. where bottlenecks were formed

The above discoveries allowed the Astreem team to create a visual representation of the client’s current work processes using a series of flowcharts. Based on a comprehensive understanding of the current disparate operating processes, Astreem proposed using their Core 360 ERP System to build an integrated business platform to centralize all data and operating processes.

Phase 2 – Technology Process Mapping

This phase required multiple meetings with the client to develop a new Technology Architecture Design to map out current workflows into a streamlined and centralized workflow where duplicative, redundant, and inefficient work processes were eliminated.

This involved the designing of a new database structure, customized features, and function tools that would address the client’s unique distinctive operating and reporting needs.

Phase 3 – Transformation Implementation

Upon the importation of data based on the new database structure created in Phase 2, the new Core360 ERP system with its customised solutions was ready for implementation.

The ERP solutions were deployed on a server with access points provided to the departments across the company. Administrative functions such as staff accounts, level of access and approval assignment were set up and test data was created in preparation for implementation. The solutions were continuously fine-tuned as gaps were identified using test data.

Phase 4 – User Acceptance Testing and Training

Astreem conducted a series of functionality training sessions for key stakeholders and employees to equip them on how to use the system. Assessments were conducted after every training session to confirm that training had been effective and knowledge transfer was achieved.

This phase allowed all users to have practice sessions and they were strongly encouraged to rigorously try out the system and reached out to Astreem’s training support team for help should they encounter any issue navigating the system.

The training was also documented under Wiki Training for future references or re-training and Training Certificates were issued to trainees upon completion of training to ensure all stakeholders were systematically trained to handle their functions under the new ERP system.

The final step for this phase was the Parallel Run Testing. This was designed to arrest any remaining gaps and build confidence as the company transitioned from the current system to the new integrated system.

 

THE OUTCOME

1. Improved Workflows

The digital business transformation strategy from procurement, inventory management, production, sales, e-commerce, human resource planning to account are integrated under one centralised ERP platform. This allows Daisho (S) to streamline work processes and improve collaboration between different departments with access to a common source of data in real-time.

2. Reduced Redundancy

Many redundant, manual or duplicative steps identified under the current system during the discovery phase were either eradicated or streamlined when the operating processes were re-designed under the new ERP system.

3. Improved Efficiency

Daisho(S)’s new and well-designed business process workflow under the ERP system can reduce human error, time and effort required to fulfil every task. The completion of one process can be programmed to automatically trigger the next pre-set logical step.

Being able to set minimum inventory levels and automated re-ordering processes can vastly improve production and inventory management. These improvements can lead to shortened lead time, on-time fulfilment of orders and overall business profitability.

Daisho (S) owned restaurants can place orders for supplies directly from the central warehouse via pre-set links. This will improve efficiency and forecasting for these restaurants as the availability of supplies are visible in real-time.

4. Improved Reporting and Forecasting

Having the information of the business on one platform gives Daisho (S) management a major advantage of improved visibility into the business functions. This allows management to generate and customise reports using centralised, real-time, and accurate data.

By having a single source of truth, useful reports can be produced for effective analytics without the hassle of multiple spreadsheets and emails. Being able to access real-time data reports dramatically improve top management’s responsiveness towards decision making and forecasting.

As the platform allows integration with 3rd party software, Daisho (S) can extract sales data from their related restaurants onto their central repository. This can give management valuable insights into business transactions, consumer habits ad trends.

5. Prepared for Growth

As Daisho (S) continues to grow and diversify locally and regionally, the need to leverage upon a holistic technology solution has become more crucial. The potential for totally streamlined business functions and boosts in productivity will future-proof the business and ensure sustainable growth.

“Success is where preparation and opportunity meet.”

-Bobby Unser

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