German fashion brand Hallhuber has invested in a new Product Lifecycle Management (PLM) solution to streamline its business and boost speed to market.
Founded in Munich in 1977, Hallhuber’s internationally connected design team today produces up to 26 new collections every year which are sold in more than 380 stores and sales areas in Germany, Austria, Switzerland, Italy, the Benelux countries, Poland, Great Britain, and Ireland as well as its own online platforms in Germany, Austria, Switzerland and France. Sales in the 2018/19 financial year amounted to EUR197.5m (US$215.4m).
The firm has chosen Centric Software as a long-term PLM partner to eliminate non-value added tasks, prioritise more strategic product-related activities and transform operational efficiency, ensuring products arrive to market quickly and efficiently.
With a new collection every two weeks, the margin for production error at Hallhuber is small. Felix Gross, head of project management explains an outdated PDM solution was creating internal inefficiencies and hindering the ability to make the strategic decisions required for fast-paced collections.
“We were mainly using spreadsheets, email and a very old-fashioned PDM. None of these systems spoke to each other, so there was a growing need to reevaluate and streamline our design processes in order to save time and minimise mistakes. We wanted to reduce the number of tools we were working with to just one.”
By incorporating information from previous collections, Centric PLM saves hours usually spent searching for crucial data, Hallhuber says. Increased visibility and efficiency at every stage of product development maximises time to value, ensuring quantities and quality are on track to meet promised delivery and fulfillment commitments.
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By GlobalData“The single most important metric for us is time to value, ensuring that our teams spend more time on using their talents so we can explore new ideas and expand into new categories, while making smarter, more strategic product decisions,” Gross adds.
