Bridgestone

Bridgestone

Software solutions to track, measure, and streamline the tire retreading process from start to finish.

Bridgestone’s Web Platforms and Total Tyre Management software offers unprecedented service levels to nationwide servicing vehicles, 1,000 Bridgestone and affiliated retail outlets and 24/7 emergency support staff.

Implement a Reliable and robust ecommerce CMS:

With a clear brief to adapt Sitecore’s robust CMS framework for the website and extend that to a comprehensive Total Tyre Management platform, the team got to work. Starting with modernisation the cms, seemlessly integrate back-end systems and improve the user experience design to drive conversion by providing a consistent, clear and intuitive online experience followed by the application development of the business process management platform.

Technology Solution:

The solution was built around Sitecore® Experience Platform™ and Sitecore® Commerce™.

 

Integrations included Enterprise Resource Planning, National Roads and Motorists’ Association (NRMA) customer database, Royal Automobile Club of Queensland Limited (RACQ) customer database, Vehicle Logic vehicle information database & Customised logistics management lookup.

 

The web platform was further extended with custom asp.net MVC development of  Bridgestone’s dealer network management platform – Total Tyre Management, which includes modules such as mobile servicing, reporting, invoicing, fleet management and Support Management.

Agile Development with Distributed Teams:

First, the architects got to work to design the approach together with the product managers, technical leads and user experience designers. Once a clear plan was in place, the challenge was to manage the development schedule across 40+ engineers across 6 distributed teams all around the world.

 

All the teams included a Scrum Master and most of them had a technical leadership role coordinate the members. These were cross-skilled teams that established community practices to align their way of working, deliverables and releases. There were separate practices for software development, software testing, business architecture, and Scrum Masters. Releases to a staging environment happened at every sprint end and were synchronised across 6 Scrum teams.

 

The results began to show after about 10 three-week calibration Sprints, the product was stale and was successfully rolled out.

Implement a Reliable and robust ecommerce CMS:

With a clear brief to adapt Sitecore’s robust CMS framework for the website and extend that to a comprehensive Total Tyre Management platform, the team got to work. Starting with modernisation the cms, seemlessly integrate back-end systems and improve the user experience design to drive conversion by providing a consistent, clear and intuitive online experience followed by the application development of the business process management platform.

Technology Solution:

The solution was built around Sitecore® Experience Platform™ and Sitecore® Commerce™.

Integrations included Enterprise Resource Planning, National Roads and Motorists’ Association (NRMA) customer database, Royal Automobile Club of Queensland Limited (RACQ) customer database, Vehicle Logic vehicle information database & Customised logistics management lookup.

The web platform was further extended with custom asp.net MVC development of  Bridgestone’s dealer network management platform – Total Tyre Management, which includes modules such as mobile servicing, reporting, invoicing, fleet management and Support Management.

Agile Development with Distributed Teams:

First, the architects got to work to design the approach together with the product managers, technical leads and user experience designers. Once a clear plan was in place, the challenge was to manage the development schedule across 40+ engineers across 6 distributed teams all around the world.

All the teams included a Scrum Master and most of them had a technical leadership role coordinate the members. These were cross-skilled teams that established community practices to align their way of working, deliverables and releases. There were separate practices for software development, software testing, business architecture, and Scrum Masters. Releases to a staging environment happened at every sprint end and were synchronised across 6 Scrum teams.

The results began to show after about 10 three-week calibration Sprints, the product was stale and was successfully rolled out.

Image Gallery

YOUR TRUSTED SOFTWARE PARTNER

12

Years of Experience

800

Successful Projects

12

Office Locations

125

Members Strong

Contact Us