{"id":9477,"date":"2026-09-18T15:54:47","date_gmt":"2026-09-18T07:54:47","guid":{"rendered":"https:\/\/www.jodoo.com\/blog\/?p=9477"},"modified":"2026-09-18T15:54:48","modified_gmt":"2026-09-18T07:54:48","slug":"kundengeschichte-shoetown-j2","status":"publish","type":"post","link":"https:\/\/www.jodoo.com\/blog\/de-de\/customer-story-shoetown-j2","title":{"rendered":"Wie Shoetown J2 mit Jodoo die digitale Transformation an die Frontlinie brachte"},"content":{"rendered":"\n

<\/span>Digital Transformation Began with Small Things<\/span><\/h2>\n\n\n\n

Shoetown Group is one of the world’s three largest footwear manufacturers, with more than 32 production sites and over 100,000 employees. Its J2 operation in Indonesia employs about 15,000 people and primarily manufactures footwear for Nike.<\/p>\n\n\n\n

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J2 already had strong enterprise systems for planning, production, and quality. Alongside those systems, however, several frequent departmental processes were still handled through paper forms, spreadsheets, and messaging. Employees used paper forms for cash advances, reimbursement documents were passed through multiple reviewers, and transportation schedules were consolidated in Excel before being shared in a WhatsApp group.

At J2\u2019s scale, these workflows generated substantial administrative work, including paper handling, repeated data entry, status follow-ups, and manual consolidation. An internal opportunity assessment estimated that the processes in scope could involve nearly 380,000 sheets of paper and about 100,000 labor hours annually, representing up to USD 10 million in potential avoidable costs. (These figures were pre-implementation estimates, not realized savings.)

J2 therefore focused on four practical goals: reducing paper handling, shortening process lead times, limiting repetitive administrative work, and improving process visibility.<\/p>\n\n\n\n

<\/span>From Experimentation to a Structured Pilot<\/span><\/h3>\n\n\n\n

The CTO of Shoetown’s Nanchang operation had been exploring ways to improve factory processes through lean management and flexible digital tools. In 2018, he began testing Jodoo for workflows outside the core systems.<\/p>\n\n\n\n

The CTO and the factory teams kept experimenting, sharing what worked, and learning where flexible tools could complement the core systems. Jodoo supported that exploration with a no-code platform and continued guidance. By 2026, the accumulated experience had created the foundation for a more structured digital transformation program at J2.<\/p>\n\n\n\n

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Building on that experience, J2 ran a two-month hands-on pilot in early 2026. The team found that Jodoo could complement the factory’s core systems while meeting its needs for customization, data security, permission control, and integration. Jodoo’s online and on-site support also aligned with J2’s preference for introducing change gradually and building local capability, rather than relying indefinitely on an external team.<\/p>\n\n\n\n

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Workflow developed by the pilot.<\/figcaption><\/figure>\n\n\n\n
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Workflow developed by the pilot.<\/figcaption><\/figure>\n\n\n\n

The pilot confirmed the technical fit, and it also clarified an implementation requirement: J2 did not simply need another system; it needed digital work to take root in its daily operations.<\/p>\n\n\n\n

<\/span>J2’s Next Insight: Transformation Must Reach the Front Line<\/span><\/h3>\n\n\n\n

J2 realized that strategy and technology were only the starting point. A workflow becomes part of real operations only when front-line teams can see its value, help shape it, and use it in their daily work.<\/strong><\/p>\n\n\n\n

To involve the people closest to each process, J2 organized an internal app-building contest around the Key User model. The company needed employees who could return to their departments, recognize a problem, clarify a requirement, help build a solution, and bring colleagues with them. Developing Key Users became the first organized step toward that goal.

The program connected proposal collection, Key User training, workflow implementation, and benefit verification. Departments nominated processes that still relied on paper, spreadsheets, manual consolidation, or verbal coordination. J2 retained responsibility for prioritization and screened proposals for feasibility and potential value. Selected Key Users then worked with the IT team, internal transformation leaders, and Jodoo advisors to clarify requirements, configure workflows, test them, and resolve implementation issues.<\/p>\n\n\n\n

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The logic was simple: build Key User capability, move Jodoo into real operations, and use those first workflows as a starting point for broader transformation. Over time, the approach can support lower costs, faster work, stronger workforce productivity, and long-term competitiveness.<\/p>\n\n\n\n

J2 also set a demanding definition of success. An app counts as officially used only after it enters a real business process, produces real data, remains in use for at least eight consecutive weeks, and is confirmed by the department leader. The evaluation also considers paper reduction, labor hours, user coverage, governance requirements, and whether the workflow can serve as a reusable reference case.

The contest therefore asks a more meaningful question than “How many apps did we build?” It asks, “Which changes are truly being used, sustained, and verified?<\/strong>“<\/p>\n\n\n\n

<\/span>Nearly 50 Employees, One New Way of Thinking<\/span><\/h2>\n\n\n\n
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The key users listened carefully during the training.<\/figcaption><\/figure>\n\n\n\n
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The key users listened carefully during the training.<\/figcaption><\/figure>\n<\/figure>\n\n\n\n

When nearly 50 employees entered the training, they brought questions from their own departments. The challenge was bigger than learning a new interface. Participants had to turn tacit knowledge into something others could follow: a form, an approval route, a data relationship, a permission rule, and a clear user experience.<\/p>\n\n\n\n

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Because the schedule had to fit around factory operations, the program used a compact format and adjusted its pace based on participant feedback. Participants asked for more scenario-based practice, step-by-step exercises, and question time. Their feedback revealed an important lesson: digital capability grows through guided practice, testing, feedback, and repeated use in real business situations.<\/p>\n\n\n\n

By the end of the training, 36 employees had submitted assignments. Each assignment represented more than course completion; it was a first attempt to turn a department problem into a workflow that could be built, tested, and improved. <\/p>\n\n\n\n

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The Jodoo advisor interviewed the CHRO during a training break to adjust the training pace.<\/figcaption><\/figure>\n\n\n\n