* To administrator: Since it is difficult to separate the discuss topics, I'm willing to use more question quotas (up to 6) in order to get a combined answer.

*This case should discuss base on the situation in 2015. In 2015, The Russian economy was in a tailspin. The combination of a sharp decline in oil prices, a weak ruble, the political fallout from the forceful annexation of Crimea, Western sanctions and inflationary pressures had all contributed to an economic crisis in 2015. Against this backdrop, the vice president of supply chain management and information technology at adidas Russia/CIS was preparing for a key "Strategy 2020" meeting with adidas headquarters and the Operations Excellence steering committee later in the month. Their discussion would center on what should be their priorities and the pace of implementation for the next 12 months. Five key initiatives - click-and-collect, customization, endless aisle, radio-frequency identification (RFID)-enabled stores and warehouses, and ship-from-store - would be on the table. These initiatives would mix online, offline and mobile approaches, and they would involve a radical rethink of adidas Russia/CIS's supply chain management (SCM) policies. They would also require significant investments. Given the Russia economy situation in 2015, discuss issues from below, or focus on some issues that are important in implementing logistics information systems. Sample topic include: 1. Given the economic and geo-political turmoil in the country, was the timing right to make major IT / Logistics Information System (LIS) / Supply Chain Management (SCM) investments? 2. What are the main expected benefits of the initiatives and the biggest challenges in implementing them? Can you suggest some Key Performance Indicators (KPIs) that can be used to measure such (proposed/ expected) benefits? 3. Was Adidas taking on too many intersecting and complex initiatives all at once? What would you do if you were the decision-maker? Would you implement some of the projects before the others (e.g. click-and-collect, endless aisle, RFID, ship-from-store)? 4. If you have been involved in the introduction of LIS / SCM or other management information systems, what are the important experiences and lessons you learnt? Anything went wrong in the implementation? What are the benefits achieved. Do you see similar lessons/opportunities in the context of the Adidas case? 5. The implementation of IT/LIS/SCM/MIS systems often involve business process and operation changes. Can you give some examples, and explain how these changes are introduced (either from the case or your work experience). 6. Other lessons / experiences / thoughts that you think are important to LIS/SCM/MIS adoption and implementation.