01
Understand the business before takeover
A project lead spent more than a month onsite. Together with the client, the team defined a service plan, response expectations and a five-person development and QA team.
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Case study · E-commerce & retail
Stabilising a global fashion company’s goods management system
A dedicated support team took over a .NET goods management platform, improved incident handling and continued development across retail, marketplace and distribution workflows.
- Client context
- A US fashion company with a global brand portfolio
- Initial direct team
- 5 people
- Client discovery
- Over 1 month onsite
- Recorded partnership
- Over 4 years
The situation
The business need
The client’s goods management platform handled inventory across stores, online marketplaces and distributors. Product information included brand affiliation and wholesale or retail pricing, with integrations into SAP, ERP and financial systems.
Recurring defects disrupted operations. The existing provider’s review-heavy process slowed responses, so the client moved from an indirect arrangement to working directly with Shinetech.
The approach
How the team delivered
02
Make support responsibilities explicit
Documented procedures covered weekdays, weekends, urgent incidents, communication, ticket ownership, repairs and deployment. The team prioritised the operational effect of problems as well as their technical cause.
03
Move from reactive fixes to prevention
Automated checks and scripts helped detect problems. Weekly defect reviews during the initial stabilisation period later became monthly reviews as the system became more stable.
Project context
Technology and delivery
Technologies and working practices used in this engagement.
.NETWCFSQL ServerSystem takeoverOngoing support
The result
What the engagement delivered
More stable operations
The project record describes a substantial reduction in defects over a partnership lasting more than four years.
A smaller support footprint
The team reduced from five people to three, described in the source as two full-time engineers and one part-time engineer.
Continued product improvement
Work shifted from urgent fixes towards maintenance and new functionality.
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