key points
Numendo supported CMP Group in auditing its Product Data strategy to realign its PIM with the deployment of its future ERP. This intervention helped decide data governance, clarify PLM/DAM requirements, and secure an agile IT architecture capable of supporting the group’s international ambitions.
+12 000
references under continuous renewal
150
daily PIM users
Introduction
CMP Group, a key player in the design and distribution of lifestyle and consumer goods for 70 years, is undergoing a historic transformation. With 100 million products distributed every year and a catalogue of more than 12,000 constantly renewed references, the family-owned company has begun an in-depth overhaul of its information system.
At the heart of this change is the deployment of a new strategic ERP scheduled for July 2026. To secure this transition and prepare for what comes next, CMP Group called on Numendo’s expertise to carry out a full audit of its product data management. The objective was clear: redefine the role of its Quable PIM — implemented in 2021 and heavily customized over the years — in order to restore a coherent, agile data architecture capable of supporting the group’s international growth.
At the heart of this change is the deployment of a new strategic ERP scheduled for July 2026. To secure this transition and prepare for what comes next, CMP Group called on Numendo’s expertise to carry out a full audit of its product data management. The objective was clear: redefine the role of its Quable PIM — implemented in 2021 and heavily customized over the years — in order to restore a coherent, agile data architecture capable of supporting the group’s international growth.
context
Supporting the transformation of a leader driven by business instinct
Under the impetus of the new generation of general management, CMP Group has embarked on an ambitious structuring of its processes. Historically driven by a culture of “business instinct” and strong commercial responsiveness, the company must now reconcile this agility with the rigor required by a group present in 75 countries.
Olivier Perche, Transformation Director, identified a major point of friction: the current PIM tool, while essential, had been diverted from its native functions. Used for marketing, quality, and product development (PLM), the system was reaching saturation. As part of the ERP restructuring project, a central question arose: how should the product data “backbone” be reorganized so that it becomes a performance driver rather than an operational brake?
Under the impetus of the new generation of general management, CMP Group has embarked on an ambitious structuring of its processes. Historically driven by a culture of “business instinct” and strong commercial responsiveness, the company must now reconcile this agility with the rigor required by a group present in 75 countries.
Olivier Perche, Transformation Director, identified a major point of friction: the current PIM tool, while essential, had been diverted from its native functions. Used for marketing, quality, and product development (PLM), the system was reaching saturation. As part of the ERP restructuring project, a central question arose: how should the product data “backbone” be reorganized so that it becomes a performance driver rather than an operational brake?
The audit conducted by Numendo was a pivotal moment for our digital transformation. Fabrice combined sharp technical expertise with great emotional intelligence, allowing us to turn a technical assessment into a genuine strategic discussion within the executive committee. Thanks to this pragmatic support, we now have a clear vision of our target architecture and the key steps to structure our product data at a group-wide level.
challenges
Clarifying governance and anticipating future needs
The strategic audit led by Fabrice Pierre, Head of Numendo’s Product Data offering, focused on three priority objectives:
• Master Data arbitration: define which system, between the future ERP and the PIM, should be the single reference point for the item master database to guarantee information integrity at every stage of the product lifecycle.
• Process and usage audit: assess the gap between the PIM’s native features and accumulated customizations, in order to identify risks of obsolescence and efficiency losses.
• Training and strategic inception: use the audit to raise the Executive Committee’s awareness of Product Data challenges and the key distinctions between PIM (Information), PLM (Development), and DAM (Assets).
The strategic audit led by Fabrice Pierre, Head of Numendo’s Product Data offering, focused on three priority objectives:
• Master Data arbitration: define which system, between the future ERP and the PIM, should be the single reference point for the item master database to guarantee information integrity at every stage of the product lifecycle.
• Process and usage audit: assess the gap between the PIM’s native features and accumulated customizations, in order to identify risks of obsolescence and efficiency losses.
• Training and strategic inception: use the audit to raise the Executive Committee’s awareness of Product Data challenges and the key distinctions between PIM (Information), PLM (Development), and DAM (Assets).
delivery
A “flash” audit for maximum impact
Given the strong mobilization of internal teams on the priority ERP project, Numendo deployed an agile audit methodology. Designed to be both condensed and impactful, this format made it possible to secure structuring decisions without weighing down CMP Group’s operational schedule.
1. Diagnosis and initial findings
The engagement began with an immersion phase involving stakeholders from Purchasing, Quality, Marketing, and Design. Fabrice gathered expectations from each business function to produce a clear and uncompromising initial assessment. The finding: a mature tool that had become too constrained to meet the Group’s new requirements. Heavily used for extended purposes — complex workflows and transactional data management — the current PIM had reached its technological glass ceiling.
2. Target architecture arbitration
The audit made it possible to settle a vital question: how to divide responsibilities between the ERP and the PIM. By clarifying which solution should be the “master base” for product data, Numendo provided the confidence needed to continue the ERP deployment planned for July 2026 while guaranteeing the integrity of the data asset.
3. Team alignment and awareness
The restitution phase was a key educational moment. By presenting the conclusions to the Executive Committee, Numendo turned a topic perceived as technical into a genuine strategic lever. This stage initiated collective awareness of the fundamental differences between PIM, PLM, and DAM, placing the evolution of data management tools on the group’s transformation agenda for 2027.
Given the strong mobilization of internal teams on the priority ERP project, Numendo deployed an agile audit methodology. Designed to be both condensed and impactful, this format made it possible to secure structuring decisions without weighing down CMP Group’s operational schedule.
1. Diagnosis and initial findings
The engagement began with an immersion phase involving stakeholders from Purchasing, Quality, Marketing, and Design. Fabrice gathered expectations from each business function to produce a clear and uncompromising initial assessment. The finding: a mature tool that had become too constrained to meet the Group’s new requirements. Heavily used for extended purposes — complex workflows and transactional data management — the current PIM had reached its technological glass ceiling.
2. Target architecture arbitration
The audit made it possible to settle a vital question: how to divide responsibilities between the ERP and the PIM. By clarifying which solution should be the “master base” for product data, Numendo provided the confidence needed to continue the ERP deployment planned for July 2026 while guaranteeing the integrity of the data asset.
3. Team alignment and awareness
The restitution phase was a key educational moment. By presenting the conclusions to the Executive Committee, Numendo turned a topic perceived as technical into a genuine strategic lever. This stage initiated collective awareness of the fundamental differences between PIM, PLM, and DAM, placing the evolution of data management tools on the group’s transformation agenda for 2027.
Results
A clear trajectory toward PLM
The strategic audit carried out by Numendo helped remove uncertainty and establish clear milestones for CMP Group’s digital future.
• A secured roadmap: with a target vision shared by management, the group can approach its ERP change with confidence that its data architecture will be sustainable.
• Identification of quick wins: immediately actionable recommendations were proposed to reduce day-to-day pain points for the 150 PIM users while awaiting major developments.
• Organizational structuring: the audit highlighted the importance of appointing a dedicated Product Owner (PO) to coordinate and evolve data tools, ensuring that the system keeps pace with the company’s growth.
The strategic audit carried out by Numendo helped remove uncertainty and establish clear milestones for CMP Group’s digital future.
• A secured roadmap: with a target vision shared by management, the group can approach its ERP change with confidence that its data architecture will be sustainable.
• Identification of quick wins: immediately actionable recommendations were proposed to reduce day-to-day pain points for the 150 PIM users while awaiting major developments.
• Organizational structuring: the audit highlighted the importance of appointing a dedicated Product Owner (PO) to coordinate and evolve data tools, ensuring that the system keeps pace with the company’s growth.
