Bihr
Bihr is a recognised player in the distribution of equipment and accessories for two-wheelers, particularly through its RST brand, which specialises in technical clothing for motorcyclists.
As part of the development of its industrial activities, the company relies on a production unit based in Pakistan, bringing together more than 400 employees. This entity plays a key role in the manufacture of motorcycle clothing, with a strong international dimension and an organisation closely linked to the group's distribution activities.
The challenge
The factory operated with heterogeneous tools, mixing Excel and local software, with little integration into the distribution system. This lack of structuring limited visibility, complicated operations, and hindered alignment with the group's standards. The challenge was to digitise, centralise, and harmonise practices.
The solution implemented
To address these challenges, a fully integrated Odoo ERP system has been deployed within the factory. The project took place over a period of approximately 10 months, including an initial assessment phase followed by a gradual rollout. The approach involved centralising data, unifying processes, and creating continuity between production and distribution, in order to ensure a smooth and coherent management of all activities.
The system has been adapted to local realities, particularly with the establishment of remuneration rules based on the parts produced and the integration of business practices specific to the Pakistani industrial environment.
Manufacturing
Real-time production management to optimise resources, control deadlines, and improve overall performance.
Inventory
Real-time inventory management to ensure traceability, optimise levels, and streamline logistics operations.
Purchase
Management of purchases to optimise supplies, control costs, and secure supplier relationships.
The results and benefits
The implementation of Odoo has profoundly transformed the factory's operations. Teams now benefit from better visibility across the entire production chain, with reliable data accessible in real time. This transparency has improved decision-making and optimised resource management..
The digitalisation of processes has also enabled a shift from a largely paper-based operation to a structured and standardised environment. Interactions between teams are more fluid, processes are better controlled, and the risks of errors have significantly decreased.
Finally, beyond the operational gains, the project has helped to reduce the cultural and organisational gaps between the entities. Local and international teams now work according to harmonised methods, promoting collaboration and strengthening the overall coherence of the group..