Bringing four fashion brands, 28 consignment counters and five marketplaces onto one retail operating system.

About Saga Machie

PT. Saga Machie is an Indonesian fashion retail group running four footwear and accessories brands — Andre Valentino, ELLE, SNL and AVM — with around 250 employees. Its central warehouse holds roughly 16,000 pairs of shoes, and a fleet of three trucks moves stock between cities across Java.

Its retail footprint reflects how Indonesian fashion is actually sold. Of 34 selling locations, 28 are consignment counters inside department stores, one is a self-managed boutique, and five are online marketplace channels — Shopee, Lazada, Tokopedia, Zalora and Blibli. Consignment is not a side arrangement here; it is the dominant model, and every counter carries its own reporting cadence, stock ownership rules and reconciliation requirements.

That structure is what makes the operation hard. A single location can hold 700–800 SKUs and several thousand pairs of stock, and the same brand appears in dozens of counters run by different department store partners.

The challenge

What Saga Machie needed to achieve

The goal was not a software upgrade. It was to get warehouse, stores, consignment counters, merchandising and finance onto one system that every team could trust — accurate enough to allocate stock against, and current enough to act on.

A single stock position. Inventory lived across a legacy retail system, marketplace dashboards and spreadsheets. No one view reconciled them, so the number a merchandiser planned against and the number on the shelf were rarely the same.

Visibility by location and by brand. Allocation decisions across 34 locations and four brands need stock broken down by where it sits and what it is. Without that, buying and transfer decisions rest on memory.

The challenge

For four years the business ran on a legacy retail system, and the constraints had become structural rather than incidental.

Reporting collapsed to a single number. The legacy system surfaced inventory as a global rupiah total — a closing-stock line on the balance sheet — with no breakdown by location, brand or channel. For a business whose entire model is consignment across dozens of department store counters, the one dimension it could not report on was the one that mattered.

Stock transfers were a paper process. Moving stock from the warehouse to a counter ran to roughly twenty steps, touching warehouse staff, barcode printing, paper stocklists, data entry, printed delivery invoices, drivers and finally the sales staff receiving goods at the counter. Each handoff was a place for a document to go missing and for the system record to drift from physical reality.

People were doing system work. Staff re-keyed the same transfer data from a printed invoice into one system, then into another for accounting. Finance carried the same pattern: a five-person team, two of them reconciling sales and two entering accounting transactions, working from what other teams had already typed once. That is headcount spent on reconciliation rather than on selling or buying.

Seasonality raised the cost of getting it wrong. Indonesian fashion retail concentrates heavily around Ramadan, when demand can spike by well over half again on a normal period. Misallocated stock at 34 locations is expensive in a flat month and far more so in a peak one.

The solution

Delos delivered Delos Retail — a retail operations platform configured to how Saga Machie actually works, rather than a generic ERP the team would have to bend itself around. Rollout was progressive rather than big-bang: inventory, transfers and sales first, then procurement and counting, with 75 users onboarded in stages.

One system across every location and channel. All four brands, all 28 consignment counters, the boutique and all five marketplace channels run through a single platform. Warehouse stock, transfers, sales and inventory sit in one place instead of being cross-referenced between a legacy system, five marketplace dashboards and a spreadsheet.

Stock transfers, digital end to end. The full chain — goods receipt at the warehouse, merchandiser transfer planning, delivery, and confirmation by staff at the receiving counter — now runs in the system, with each movement tracked through draft, in-transit and confirmed states. Lost delivery invoices and duplicate data entry stop being part of the process.

Real-time inventory by location, brand and SKU. Management can see exactly what stock sits where, broken down along the dimensions the legacy system could not report on, rather than waiting on a manual report that is already days behind.

Consignment handled as a first-class case. Revenue share is calculated per partner and per item, and each counter’s stock position and reporting requirements are held in the system rather than maintained alongside it.

Procurement, goods receipt and stock opname. Purchase orders, barcode-scanned goods receipt, and inventory counting with import templates built for Saga Machie’s own counting workflow came online once the core was stable.

Mobile-first where the work happens. Receiving, transfers, picking, delivery and stock checks run from a phone, because counters and warehouse floors are not desks. Adoption is deliberately uneven: counters furthest from Jakarta, where staff turnover is highest, still submit sales on paper, and come onto the platform as the case for equipping them strengthens. Staging it that way was the client’s call, and it is why the rollout held.

Accounting connected to operations. Delos Retail posts directly into Accurate Online, mapping operational transactions to the correct chart-of-accounts entries so that sales, transfers and goods receipts generate journal entries as they happen. Ledgers were backfilled to 1 January 2026, so the year reconciles end to end rather than from the switch-on date forward.

The results

Delos Retail went live in 2024, and the engagement has widened since rather than closed.

The legacy system is gone. By April 2026 Saga Machie was off it entirely — no parallel system running alongside, no team still working from the old reports.

Month-end close stopped being a re-keying exercise. Before operations and accounting were connected, entering a single month of routine sales into the accounting system took two people the better part of three weeks. Those transactions now post themselves.

Reporting splits by location and channel. The dimension the legacy system could never produce — performance per counter, per brand, per marketplace — is how the platform reports by default, in place of the single closing-stock figure the old system could manage.

Fewer errors reach the books. Sales orders booked to the wrong month, the kind that force corrective journal entries and throw a month’s reporting out, fell from around ten a month to one or two.

The work is not finished. Reconciling against each department store partner’s own reporting is still partly manual, and closing that gap is what the two teams are working on now.