Eric Wilson, Supply Chain Director

Escalade Sports

A PRACTICAL GUIDE FOR BUILDING

A BUSINESS CASE FOR DIGITAL
SUPPLY CHAIN TRANSFORMATION
Real-life implementation best practices by an Arkieva customer.
A practical guide for building a business case for digital supply chain transformation

TABLE OF CONTENTS
WHY IS A SUPPLY CHAIN DIGITAL TRANSFORMATION NEEEDED? 3
What is a Supply Chain Digital Transformation? 4
Supply Chain Digital Transformation at Escalade Sports 5
Setting Supply Chain Digital Transformation Goals 5
Building Business Case: Showing Need for Change 6
Building Business Case: Demonstrate ROI 6
Building Business Case: Success metrics 8
KEY SUPPLY CHAIN TRANSFORMATION PITFALLS TO AVOID 11
START YOUR SUPPLY CHAIN DIGITAL TRANSFORMATION WITH ARKIEVA 18

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 Real-life implementation best practices by an Arkieva Customer.

WHY IS A SUPPLY CHAIN DIGITAL

TRANSFORMATION NEEEDED?
Today’s supply chain world is increasingly complex. Consumers have a plethora of choices,
making the need for building brand loyalty with increased customer satisfaction ever prevalent.
Consumers today also demand faster services, which could lead to higher operation costs without
the right planning processes in place.

The changing business landscape makes Supply Chain Digital Transformation projects for
manufacturing businesses inevitable. It’s no longer a case of if a digital transformation is needed,
but rather, when it can be implemented.

Arkieva customers are leading digital transformation projects within their organizations using
Arkieva as the common integrated planning application that creates the cross-collaboration and
manual processes reduction needed to realize the benefits of a digital transformation.

Arkieva customer Escalade Sports is no exception. Escalade Sports recognized the need for this
transformation and is creating a continuous improvement process. How you define digital
transformation is dependent on your individual business scenario. For certain businesses, this
involves full automation of existing processes, while for others it requires a move from a more
manual-based or non-integrated process to a more integrated process.

The key to getting started today is to create a roadmap for future enhancements and then
continue building on improvements. In this practical guide for building a business case when
implementing a Supply Chain Digital Transformation process, Wilson explains some of the key
ingredients needed for success, pitfalls to avoid, and how to track and measure performance.

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A practical guide for building a business case for digital supply chain transformation

WHAT IS A SUPPLY CHAIN

DIGITAL TRANSFORMATION?
Gartner defines Digital business transformation as “the process of exploiting digital technologies
and supporting capabilities to create a robust new digital business model.”

To further expand on this definition, a Supply Chain Digital Transformation is the process of
utilizing supply chain technologies to create a robust digital business model that enhances
existing supply chain processes. This leads to identification and reduction of waste, which reduces
costs while creating a better balance between demand and supply, as well as optimizing
production to increase on-time deliveries. The implementation process usually involves using
Supply Chain technology systems to create the digitalized version of real-world processes. This
transformation often results in an optimized process due to a reduction in manual
non-value-added human tasks to a more automated process, further enhancing productivity
across the entire planning team.

A Supply Chain Digital Transformation is the process of utilizing supply chain technologies
to create a robust digital business model that enhances existing supply chain processes.

Arkieva provides full-scale end-to-end Supply Chain Planning Solutions that are personalized to
meet your unique business process and supply chain optimization goals.

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 Real-life implementation best practices by an Arkieva Customer.

SUPPLY CHAIN DIGITAL

TRANSFORMATION
AT ESCALADE SPORTS
Headquartered in Evansville, IN, Escalade Sports is a leading global manufacturer and distributor
of sports and outdoor recreational equipment. Escalade Sports has successfully undergone a
Supply Chain Digital Transformation process and is already experiencing high efficiency gains and
increased cost savings.

Escalade Sports consulted with the Arkieva team to implement the Arkieva S&OP Solution suite to
create a more digitized supply chain process. Escalade Sports Director of Supply Chain Eric Wilson
led the implementation process at Escalade Sports.

Setting Supply Chain

Digital Transformation Goals
FOCUS ON YOUR VISION.
Building the business case for change is crucial to compel transformation at a leadership and
organizational level. Lack of a clear strategy and vision was cited by 35 percent of executives as a
key barrier to achieving full transformation potential. Part of transformation, by its name, is
envisioning an end state that is difficult to imagine when you have never been there. Companies
struggle enough with assessing the current state of their supply chains, so asking them to
envision a new one that is required to support the future state, from technologies and processes
to human resources and governance, is even more difficult.

They end up focusing on the buzzwords and shiny new technologies or the multitude of things
that need fixed and fail to build a cohesive vision. They may layout a horde of projects as
individual pieces to implement, but do not have a value proposition that integrates all of them into
a supply chain strategy. They struggle to decide when and where to begin and how to translate the
vision into goals, goals into strategies and strategies into process changes and projects.

Before you start any transformation project it is important to understand the why, what, and how
and articulate a clear vision and path of the future state.

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A practical guide for building a business case for digital supply chain transformation

Three Steps for Developing a Supply Chain Digital Transformation Business Case
Three steps should be followed in developing the business case for your supply chain digital
transformation project:

1 Show Need for Change: Articulate a convincing need for change based on the
company’s current situation and market opportunities.
2 Demonstrate ROI: Quantify the expected benefits and highlight how to achieve one or
more corporate goals like growth or customer service levels and calculate the return on
investment (ROI).
3 Identify Success Metrics: Explain how to show progress and measure success, which
metrics will be improved to achieve the expected benefits, what will be the new
performance targets and deadlines, and who will accountable.

BUILDING BUSINESS CASE: SHOWING NEED FOR CHANGE

Showing the need for change is a critical step when building a business case for a digital
transformation project. It’s essential to clearly state your goals. These goals are created by
identifying gaps in your current supply chain processes.

At Escalade Sports during the evaluation process the following was uncovered:
• The need for improve market response to accommodate changing e-commerce landscape
• Opportunities to reduce inventory levels while increasing customer service
• The need for proactive planning and execution to avoid chasing after and putting out fires

Due to this discovery, prior to the commencement of the Supply Chain Digital Transformation
with Arkieva, the following goals were established:

Escalade Sports Supply Chain Digital Transformation Implementation Goals:

• To more efficiently manage demand and supply, the variability, and needs of the market
• Deliver step change improvements in Total Cost structure while improving customer service
• Create significant positive shift in planning, delivery, and ability to communicate status
• Implement best-in-class supply chain planning technology to support current and future processes

BUILDING BUSINESS CASE: DEMONSTRATE ROI

Since most business investments are made with the goal of increasing the return on investment.
In the case of supply chain digital transformation projects this is ever critical. It may be difficult to
convince the management team of the need for a supply chain digital transformation if you can’t
clearly show the benefits that can be derived. Most technology vendors with industry experience
implementing solutions can help with this process by providing some best-case scenario metrics
after implementation. Another way to look at this exercise is to identify the benefits that could be
gained if you are able to solve existing business problems. How much could you save on costs?
What could that look like for the bottom line?

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 Real-life implementation best practices by an Arkieva Customer.

At Escalade Sports, here are some of the benefits that were identified:

• Ability to more efficiently manage demand and supply to the variability and needs of the market
• Deliver step change improvements in Total Cost structure while improving customer service
• Create significant positive shift in planning, delivery, and ability to communicate status
• Efficiencies/synergies from standardization & consistency
• Mitigate for future M&A
Cost and Complexity

Time & Effort

Figure 1: Escalade Sports Project Costs/Efforts/ROI

Figure 2: Escalade Sports: 5 Year Total Cost of Ownership Analysis

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A practical guide for building a business case for digital supply chain transformation

ESCALADE SPORTS DIGITAL SUPPLY CHAIN TRANSFORMATION POST PROJECT ROI

SUPPLY CHAIN DIGITAL

TRANSFORMATION WITH ARKIEVA ROI
Reduced the number of
SKUs by 18% through Reduced excess
SKU rationalization inventory by 11%

26% 18% 10% 11% 17%

FORECAST SERVICE LEVEL REDUCTION IN
SKU REDUCTION INVENTORY EXPEDIATED
IMPROVEMET IMPROVEMENT REDUCTION SHIPPING

Forecast error (WMAPE) Service has improved Reduction in premium

at lag 1 improved 24% at and increase for A freight, customer penalties
lag 3 26% improvement items by over 10% and fees by 17%

BUILDING BUSINESS CASE: SUCCESS METRICS

Metrics during your business case building process will serve as your ‘Pulse’ check throughout
your implementation process. These metrics will help you know if you are likely to achieve your
ROI goals. By measuring and monitoring these metrics on a consistent basis, you can easily rectify
any gaps in your process. It’s important to note that, some metrics may take a longer time to
achieve, while some may be realized right away post implementation.

Creating a Balanced Scorecard

Create a balanced scorecard that looks to balance service, cost, and cash. For instance, for service
you can use a KPI of reduction in out of stock, on-time deliveries and a reduction in complaints to
track if you are creating a balanced scorecard. For cash, tracking key metrics including,
Days-on-and, EBITDA, Profit, Revenue, Margin, ROI is beneficial and for Process look to track
productivity, inventory turns and getting the order right the first time.

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 Real-life implementation best practices by an Arkieva Customer.

Figure 3: Sample balanced scorecard

Create a Balance Between People, Technology and Your Processes

A successful supply chain digital transformation project balances people, technology and process.

People: One team - One Goal

Create one team, one goal. Digital transformation requires input and effort from all key stake-
holders throughout the implementation process.

Process Improvement
Always check if the changing work and process flow of the current supply chain as well as chang-
ing the way the rest of the organization may interact with them will lead to more efficiency and
agility.

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A practical guide for building a business case for digital supply chain transformation

Technology:
Implementation of an end to end supply chain planning solution to enable more efficient internal
planning and help provide timely and accurate visibility into risk and opportunities and

Escalade Sports Identified the Success Metrics:

• Improve service levels on time and in full for “A” items to above 95%
• Increase revenues from prior missed opportunities due to stock out by 1%
• Improve inventory turns to over 4 and free up working capital of over 9%
• Decrease inventory obsolesce and liability cost 21%
• Decrease logistic expediting cost and penalties and fees 25%
• Audits: Leadership, Maturity Model

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 Real-life implementation best practices by an Arkieva Customer.

KEY SUPPLY CHAIN DIGITAL

TRANSFORMATION PITFALLS TO AVOID
70% of Digital Transformation Projects Fail
Taking the journey of supply chain digital transformation is no longer an option; it’s a strategic
mandate to stay relevant and ahead of your competition. Reality is that 70 percent of all
transformation initiatives (programs) fail.

Supply Chain Digital transformation has the potential to be, for no better words, transformative;
when done right, a transformation can enable your business to reap significant, and
well-documented, benefits. On the other hand, Supply Chain Digital Transformation if executed
poorly cost companies millions, go on for years, fail to deliver expected or any benefits, and
ultimately end up costing some CEO and CIO their jobs.

Part of the reason is, transformation is more than technical. It’s also procedural and cultural. It can
change how thousands of employees do their jobs, make business decisions, and collaborate
across the company. It is not just a thing that you can buy and plug into the organization. It is
multi-faceted and diffuse, and it requires foundational investments in skills, projects,
infrastructure, and, often, in cleaning up current systems. It requires mixing people, machines, and
business processes, with all of the messiness that entails. It also requires continuous monitoring
and intervention, from the top, to ensure that both digital leaders and non-digital leaders are
making good decisions about their transformation efforts. Supply Chain digital transformation
can change everything.

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A practical guide for building a business case for digital supply chain transformation

CHANGE can be small and incremental, or it can be large and complex. But it is something that
needs to be constantly monitored and maintained.

TRANSFORMATION is almost always large and significant. Transformation is an internal

fundamental change in your beliefs of why you perform certain actions. Transformation does not
require any external influence to maintain, and because of its fundamental nature, transformation
is more likely permanent.

A mountain of research today shows that improving forecast accuracy delivers a high ROI.
Improved forecast accuracy, when combined with software that translates the forecast into
meaningful actions, will decrease inventory and operating cost, increase service and sales,
improve cash flow and GMROI, and increase pre-tax profitability.

The forecasting error, no matter how small it is, has a significant effect on the bottom line. From
our experience, is that a 15% forecast accuracy improvement will deliver a 3% or higher pre-tax
improvement. In an Institute of Business Forecasting study of 15 US companies, found that even
one percentage point improvement in under-forecasting error gives a saving of as much as $1.52
million, and for the same amount of improvement in over-forecasting, $1.28 million for a $50
million company.

A successful move to digital requires a well-thought-out strategy and an appreciation that a

smooth transformation is a gradual process. An instant overhaul is not natural for an established
mature organization. It's vital to understand that it takes time for businesses to embrace and
adopt change, even when you have all the right resources and expertise in place.

7 Key Supply Chain

Digital Transformation
Pitfalls to Avoid

1. Don’t forget to align technology implementation with strategy

Many failed supply chain application implementations can be traced back to a failure to properly
understand and align to the business strategy. Sometimes we get caught up in the change
process: the cool technology, the fancy optimization, the improved processes which enable the
flow of work. They often forget how these changes need to improve customer relationships or
improve shareholder value and help them succeed. These results are a siloed approach to change
and eventual results are an improvement on what was there before, but rarely lead to a true
transformation for the organization.

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 Real-life implementation best practices by an Arkieva Customer.

To help avoid this any transformation project needs to be explicitly linked and design to deliver to
the specific features of the business strategy. This could be a cost, cash, or service strategy with
strategic features focused on a specific area. A great example maybe a company that plans a
growth strategy by acquisition. For them it may be important to focus more on the cash piece of
the strategy with technology and processes that would be scalable across multiple different
business models and can be quickly implemented in an acquired business.

2. Don’t overlook creating an ecosystem

Supply Chain Digital transformation is not about fixing a single link within the supply chain but
changing the cultural of the company and impacting all of the organization. For many companies
it is actually even bigger and impacts how the company is positioned in the industry and how
others do business with them. Companies no longer operate linearly and isolated and while there
is a whole new business ecosystem, we need to be aware of we need to understand it in the
context of our transformation project as well.

Understanding the new economic rules will move you ahead, but only so far. Transformation in
the ecosystem means that strategies developed solely in the context of a company’s industry are
likely to face more and more challenges. Traditional approaches such as plan source make deliver
in a single supply chain or only focusing on optimizing an outdated value chain will increasing fall
behind and not be transformational.

Multiple supply chains and agile digital platforms that allow multiple functions inside an
organization to move easily across industry and sector borders are destroying the traditional
model with its familiar lines of sight. The Amazon effect has impacted more than just the corner
brick and mortar store but impacts the way all supply chains plan. Take Grocery stores in the
United States, for example, now need to aim their strategies toward the moves of Amazon’s
platform, not just the chain down the street.

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A practical guide for building a business case for digital supply chain transformation

3. Get executive sponsorship & engagement

The problem for most transformation projects is not that they do not have CEO and executive
sponsorship it is that they do not maintain and have their engagement. There is a difference
between sponsorship and engagement. Supply Chain Digital transformation needs engaged
leaders and stakeholders, rather than seeking just sponsorship, where the sponsor's role is open
to interpretation. Engagement is a process of being actively involved and seen participating in the
process at every level.

Supply chain Digital transformation is about sweeping change. It changes everything about how
products are designed, manufactured, sold, delivered, and serviced—and it forces the company
and CEO to rethink how companies execute, with new business processes, management practices,
and information systems, as well as everything about the nature of customer relationships.
Because of this these projects cannot be the flavor of the month and it is not just checking the
box saying we are doing a transformation project but need properly resourced, properly and
continually supported, and CEOs actively engaged.

4. Identify the resources required

Supply Chain Digital transformations can die a slow death once cost begin to amass, time begin
to fleet, and hard savings or benefits fail to demonstrate themselves. This is not always the scope
creep, unanticipated business changes, initiatives become bigger and more complex than antici-
pated but can be the normal time and impact of large transformation projects. Transformation
projects are large, and many times take time and generally will not show impact immediately.
CEOs or company’s focused only on short term wins many lose sight of the larger picture and
maintaining resources become a challenge.

The result is the project ends up starved for resources and competing against other new projects.
This can happen at the beginning of the project as well when companies are in the process of
implementing several incremental improvement projects like Six Sigma or Kaizen projects, it will
be a challenge to add a large transformation program to the mix targeting the same
departments. Companies that try to stuff too much into the organization will clog it causing
employees and managers’ capacity to execute to become a choke point. To avoid this Supply
Chain Digital Transformation, need to be properly resourced thorough the entire project duration
which includes dedicated executive and transformation team.

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 Real-life implementation best practices by an Arkieva Customer.

5. create a proven change management methodology

Change is easy until you are asked to do it. In business people built their careers and power on
what they know and do and with any transformation project it is hard to have them let go.
Indeed, 43 percent of 4,500 CIOs surveyed for the 2017 Harvey Nash/KPMG CIO survey cited
resistance to change as the top impediment to a successful transformation strategy. Resistance to
change can grind transformations to a halt. For transformation programs to work, there must be
convergence between the new process, new technology capabilities, people readiness with the
required new skills, and organization structure alignment changes.

Having a structured and proven methodology to show the way in the change transformation
journey is a must. Any significant supply chain transformation program creates uncertainty and
people resistance. New leaders emerge, job descriptions are changed, new skills and capabilities
must be developed. Dealing with these change management issues on a reactive, case-by-case
basis puts timeline, morale, and results all at risk. A structured and formal plan for managing
change—beginning with the transformation team and then engaging key stakeholders and
leaders—should be developed early and executed effectively as changes move through the
organization. The plan should be comprehensive to cover planning, implementing, and sustaining
the transformation changes.

6. Don’t let your project die on the vine – maintain energy and involvement
Despite solid up-front planning and leveraging effective project management techniques, the
unexpected surely will occur. Maybe a key member of the project team will depart, or the
software developer will be unable to meet agreed-to specifications, or a new business need will
be identified late in the game. You can guarantee there will be at least a few surprises. As supply
chain transformation programs progress from defining strategy and setting targets to design and
implementation, they affect different organizational levels and stakeholders. Disengaged
stakeholders can really slow down progress and can be a reason by itself for transformation
failure. Supply chain stakeholders represent different functions and different roles (operators, SC
managers, planners, suppliers, customers, warehouse receivers, carriers, etc.) which add another
dimension to the challenge.

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A practical guide for building a business case for digital supply chain transformation

Building and then empowering an effective transformation team is very crucial to maintain
excitement and eventually embrace change. Stakeholders need to know why change is happening,
how their work will change, what is expected of them during and after the transformation
program, how they will be measured, and what benefits success will bring to them personally.
Transformation team leaders should be addressing all these questions explicitly and keep
stakeholders involved in the process and informed to maintain energy throughout the
organization. But ultimately, digital transformations require imbedded into the culture to succeed.
Not dependent on only a single leadership from the top or a seasoned employee with vast
amount of tribal knowledge and are doomed to fail if they don’t have it.

7. Select the right external partner

What do you need the technology to do? First step any company should take when looking for a
new advanced planning software is determining your process, your technical and system needs,
your budget and constraints, and a detailed list of requirements. To ensure that you select the
right technology for your operation, it is critical to map the demand streams and the demand
drivers. Consider a process map that helps visualize each step input and output as well as
technology or information you already rely on that will need to be integrated. Features like
causality, seasonality, tops-down and bottoms-up forecasting, and forecast-value add analysis are
essential to the selection of the technology.

What is it going to cost? Getting this information up front may seem difficult to get from some
vendors, but this is because they have learned the lessons early that you may encounter. Selling
the return on investment (ROI) to executives can be difficult without the right information and
understanding of the benefits. Rushing into a deal may not provide you what you need that
reflects bad on the vendor or be more than what the vendor scoped out and cost you or them
money. Finally, a discussion rooted in what a budgeting, planning and forecasting solution can
deliver is apt to find a friendlier audience than a truncated, cost driven solution, no matter what
the price.

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KEY TAKEAWAYS
It's vital to understand that it takes time for businesses to embrace and adopt change, even when
you have all the right resources and expertise in place.

Here are some key takeaways:

• Supply chain digital transformation projects go beyond the technologies involved.

• The change management strategy should be fueled by process changes.
• A successful move to digital requires a well-thought-out strategy and an appreciation that a
smooth transformation is a gradual process.
• Building a business case requires: showing the need for change, calculating the ROI,
identifying success metrics
• Avoid becoming part of the 70% of projects that fail by paying attention to the 7 Key pitfalls
• Selecting the right technology partner from the start can help save headaches down the line.

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A practical guide for building a business case for digital supply chain transformation

START YOUR SUPPLY CHAIN DIGITAL

TRANSFORMATION WITH ARKIEVA
Traditional S&OP Is Static.
Respond to Market Changes in Real-Time.
Your supply chain has many moving parts – making end-to-end synchronization challenging.
Arkieva provides One-Plan S&OP solutions for cross-functional synchronization.

CREATE A SYNCHRONIZED
S&OP PROCESS WITH ARKIEVA.
$
Create a more agile Reduce logistics costs with Increase on-time Reduce inventory by
business that can quickly optimized production shipments by 20% 15%
respond to changes plans

Achieve a 17% higher Trim cash-to-cash Reduce stock outs

perfect order fulfillment cycle by 35% by 90%

ARKIEVA S&OP SOLUTIONS FOR INTEGRATED –

ONE-PLAN S&OP VISIBILITY
Demand Planner Inventory Planner Supply Planner S&OP Manager
HOME CATEGORIES AGENDAS SEARCH USER

DEMAND
OVERRIDES LOCATIONS SUPPLIERS CUSTOMERS

Last updated 9/3/2018 LOGISTICS SAFETY SCORECARD

Proactively Respond to Transform Your Inventory Optimize Capacity Experience Responsive

Demand. Collaborate in into Positive Cash Flow. Utilization. Intelligently Scenario Planning. Discover
Real-Time. Meet Demand. Real-Time Insights.

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 Real-life implementation best practices by an Arkieva Customer.

WE FOCUS ON PROCESS IMPROVEMENT,

NOT TECHNOLOGY.
No matter where you are in your improvement journey,
Arkieva provides the needed guidance to help improve your
supply chain process. Each Arkieva implementation comes
standard with a process improvement roadmap and a
dedicated Supply Chain Practice Director to provide
guidance throughout your continuous improvement journey.

Request a Demo

What is One-Plan S&OP?

One-Plan S&OP is a demand-driven Sales and Operations Planning (S&OP) process focused
on creating a centralized, dynamic, integrated business management process that promotes
synergy across all key functions of the organization to provide a better plan.

ABOUT ARKIEVA
PLAN BETTER.
EXPERIENCE VALUE-DRIVEN PERSONALIZATION.

So, we provide solutions.

We believe better planning Not software.
starts with people.
Not technology.

Powered by your unique

business process.
Not our specifications.

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A practical guide for building a business case for digital supply chain transformation

What is the Arkieva S&OP Suite?

ONE CENTRALIZED, INTEGRATED PLANNING PLATFORM.
FULL-SCALE SOLUTION PERSONALIZATION.
The Arkieva software solution suite is a one-plan S&OP system that creates a synergized sales
and operations planning process. The solution empowers manufacturers to better plan to
meet or exceed customer expectations by providing integrated, personalized solutions for
product segmentation and analysis, demand, inventory, supply and executive S&OP
management and execution.

“Through the implementation of Arkieva, we’ve successfully digitized or supply chain

processes at Escalade Sports. With Arkieva we have an integrated continuous
improvement S&OP process with ROI benefits including, a 26% forecast improvement,
a 10% service level improvement while reducing expediated costs by at least 17%.”
— Eric Wilson, Director Supply Chain Planning, Escalade Sports

Who is Arkieva?
ARKIEVA IS MORE THAN A SUPPLY
CHAIN SOFTWARE TECHNOLOGY
COMPANY.
We are a team of dedicated data scientists,
software developers, and supply chain
optimization consultants with one simple goal
– to help manufacturers improve results
through better supply chain planning. To
achieve this goal, we create the link between
people, process, and technology by providing
easy-to-use, configurable, collaborative
planning solutions that encourage a more
synergized planning process. No matter
where you are in your improvement journey,
Arkieva provides the needed guidance to help
improve your supply chain process. Each
Arkieva implementation comes standard with
a process improvement roadmap and a
dedicated Supply Chain Practice Director to
provide guidance throughout your
continuous improvement journey.
 Real-life implementation best practices by an Arkieva Customer.

“From an IT standpoint, the Arkieva software tool is easier to maintain and a lower
cost tool to support than what we had previously.” — Steve Vice, IT Manager INEOS

“[Arkieva is beneficial even for fresh product] if you have production variation and
some storage time. This is the next wave of supply chain management.” — Harold
Upton, VP, Strategic Business Processes, Sunsweet More Than a Supply Chain
Technology Company

ABOUT ESCALADE SPORTS

Headquartered in Evansville, IN, Escalade Sports is a global manufacturer and distributor of
sports and outdoor recreational equipment. Leaders in their respective categories, Escalade
Sports' brands include Bear® Archery, Bear X®, Trophy Ridge®, Rocket®, SIK® and Cajun®
archery equipment; STIGA® and Ping-Pong® table tennis; Accudart® and Unicorn® darting;
Atomic®, Triumph SportsTM, Viva Sol®, Zume® recreational games; Onix SportsTM and
Pickleball Now® pickleball equipment; GoalrillaTM, Goalsetter®, Goaliath® and Silverback®
residential in-ground basketball systems; Lifeline® and the STEP® fitness products;
Woodplay® premium playsets; Vuly® trampolines; and Cue&Case® – a leader in specialty
billiard accessories. Escalade Sports products are available at sporting goods dealers and
independent retailers nationwide.

ABOUT ERIC WILSON

Mr. Wilson is a predictive analytics and business
planning innovator, accomplished author, and
speaker. He is the Director of Business Planning at
Escalade Sports and the Director of Thought
Leadership at the Institute of Business Forecasting
(IBF). He is a Certified Professional Forecaster (CPF)
with over 20 years’ experience. In 2016, he
received the Excellence in Business Forecasting &
Planning award by IBF. Eric is the author of the
2017 book “Cultural Cycles”, appears as a frequent
speaker and panelist for many executive forums
and supply chain conferences, and has written
numerous articles in publications such as the
Journal of Business Forecasting and APICS
Magazine.

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