Chromavis Streamlines Cosmetics Formulation, Production, and Inspection Processes
 
 

Chromavis Streamlines Cosmetics Formulation, Production, and Inspection Processes

Printer View Printer View

Chromavis, formed in 2008 out of the merger of Gamma Croma and Clavis, is a leader in the cosmetics market, producing make-up for international names, such as L’Oreal, Givenchy, Dior, and Estee Lauder. Highly active in research and development, Chromavis boasts several patents and four production plants, with exports accounting for 80% of its sales.

 
 

 
 

Challenges

A word from Chromavis

  • “We chose Oracle E-Business Suite Release 12 for its ability to support the production, quality control and conformity, formula, and patent management needs specific to our position as a leading manufacturer of cosmetics on contract.”
    – Bernard Msellati, Group President, Chromavis

  • Rationalize information on accounting, production, and new cosmetics research and development, and concentrate it in a single database following the merger of the two companies
  • Support complete traceability of production lots, ensuring conformity with parapharmaceutical regulations and certifications in each country
  • Manage production, which is strongly linked with the launch phase, and therefore, subject to continuous change
  • Guarantee new system implementation has no impact on day-to-day operations

Solutions

Oracle Product and Services

  • Implemented a single enterprise resource planning (ERP) system with Oracle E-Business Suite Release 12, leveraging the process manufacturing module that incorporates key functions for cosmetics production
  • Integrated continuous production with weighing machines, warehouse readings with RFID labels, quality control and conformity, and formula management
  • Ensured compliance with regulations governing production lot traceability, chemical composition, production processes, and raw materials tracking
  • Ensured security for access to patents on formulas
  • Improved management and control of complex production processes in small runs with the adoption of standard procedures
  • Permitted gradual implementation of modules for financial, payables and receivables, production, scheduling, and assembly with no impact on day-to-day production, meeting requirements for a short time-to-market and a complex control cycle
  • Cut costs by reassigning a number of tasks to other areas
  • Increased capacity for reporting and supporting decision-making

Partner