IPER, Digitizing to Innovate Processes 

The "Iper - La Grande I" Group, a key player in the large-scale retail sector, was founded in 1974 with the opening of its first hypermarket in Montebello della Battaglia (Pavia). In 1978, it introduced a new fresh product management model that fueled its expansion. After a partnership with the Promodes Group, later merged into Carrefour, the company returned to full Italian ownership in the 2000s. In 2005, it acquired the Unes chain and now operates 26 hypermarkets and around 230 supermarkets, both directly managed and franchised.

The Challenge


Before 2006, "Iper - La Grande I" handled invoice registration and reconciliation manually at individual stores, using fragmented processes across hypermarkets and logistics centers. Each store independently managed its documentation, with paper records later archived at headquarters - requiring significant organizational resources. Annually, over 850,000 invoices were processed by more than 120 local employees, supported by 15 central coordinators. As the company expanded nationwide and document volumes increased, this approach became inefficient and costly.

In 2006, the company launched a digitization initiative to enhance efficiency and reduce administrative burdens. The new system centralized operations, enabling more effective control and optimized VAT management. This transition required restructuring internal processes and collaborating with external entities.

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The Approach


To ensure smooth project execution, "Iper - La Grande I" appointed a program manager and a dedicated team to monitor progress and financial outcomes.

In 2007, the company implemented Yubiq’s document management system, integrating it with its existing administrative platform. This system digitized and indexed paper invoices, accelerating the shift towards digital formats such as PDF and EDI. As a result, invoice registration became more efficient, reducing previously accumulated VAT liabilities. The web-accessible platform was integrated with SAP, improving back-office efficiency. Native interfaces between the document management system and SAP facilitated faster data exchange, while batch processing was shifted to nighttime operations, optimizing daily performance.

Between 2012 and 2013, the company further advanced its digital transformation by digitizing and legally archiving accounting records, minimizing the inefficiencies of paper-based management.

The Impact


Invoice verification automation improved significantly, rising from 50% to 75%, eliminating the need for manual intervention in processing over 800,000 invoices annually. This system was expanded beyond direct procurement to logistics and back-office operations, streamlining intercompany transactions as well. The centralized supplier management approach enhanced dispute resolution efficiency.

The number of employees dedicated to invoice processing was reduced to approximately 30, freeing up resources for other in-store activities and increasing managerial transparency. Issues related to non-compliant pricing and document discrepancies were resolved, improving payment punctuality for suppliers.

The digitalization and legally compliant digital archiving of accounting records further reduced inefficiencies tied to paper document management.

Looking ahead, the company aims to improve the management of active invoices - approximately 400,000 per year - and to standardize the processing of supplier invoices for Unes supermarkets, which have already been integrated into the unified administrative system. 

 

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