A management system for a professional cycling team (ERP)
A dedicated ERP for a UCI ProTeam — one environment connecting staff, race logistics, equipment inventory, sports data and sponsor reporting.
About the client
Professional road cycling is divided into divisions. The top one is the UCI WorldTour (18–20 teams, budgets from ~15 to as much as 50 million € a year), and directly below it sits the UCI ProTeam — the second division, where teams aspiring to the top level race, including former WorldTour participants. In 2025, seventeen men’s ProTeams had a combined budget of ~159 million €, i.e. an average of ~9.4 million € per team.
- This is not a “sports club” but a mid-sized company operating on a permanent road trip — UCI rules require full-time employment of at least 20 riders, 3 managers and 5 staff; top ProTeams keep 25–30 riders and 25–40 support staff.
- The team is on the road most of the year — racing across several continents, running races in parallel, a vehicle fleet, an equipment warehouse (service course), sponsor commitments and strict anti-doping requirements (whereabouts / ADAMS).
The operational and regulatory scale means managing such a team on spreadsheets and in an inbox stops being enough. That was our client’s starting point.
The challenge
The team grew faster than its processes. Operations were scattered across spreadsheets, private messengers, paper equipment lists and knowledge “in people’s heads.” This translated into concrete problems:
- No single source of truth — data on riders, contracts, equipment and the calendar lived in many files and versions; agreeing the current state took hours.
- Race logistics by gut feel — assigning equipment, vehicles and staff to parallel races was planned manually, which, with overlapping race blocks, risked shortages “in the field.”
- Equipment without full tracking — expensive components (frames, wheelsets, drivetrains) moved between riders and races with no reliable trail; losses and redundant purchases burdened the budget.
- Scattered performance data — power measurements, training and medical data weren’t consolidated in one secure place accessible to sports directors.
- Labor-intensive sponsor reporting — reporting brand exposure, event presence and contract fulfillment was produced manually, under deadline pressure.
- Compliance risk — anti-doping obligations (whereabouts/ADAMS), rider contracts and UCI licensing required tracking deadlines whose omission risked sanctions.
The solution
We designed and deployed a dedicated ERP that connected all areas of the team’s operations into one environment — from staff and contracts, through logistics and warehouse, to sports data and sponsor reporting. The system was built modularly, closely with the sports directors and the operations team, to reflect the real rhythm of the season.
Module 1 — Staff, contracts and compliance
A central register of riders and staff: contracts, UCI license deadlines, medical examinations and support for whereabouts/ADAMS obligations. The system proactively reminds of expiring documents and critical deadlines, eliminating the risk of oversights.
Module 2 — Logistics and race calendar
A parallel-race planner assigns riders, staff, vehicles and equipment to individual race blocks, flagging resource conflicts (e.g. the same bus scheduled for two races). Routes, accommodation and transport are managed from one view.
Module 3 — Warehouse and equipment management
Full service-course tracking with item identification: who used a given piece of equipment, when and at which race, its mileage and service status. Low-stock alerts and maintenance planning reduce both shortages and redundant purchases.
Module 4 — Sports data and analytics
A secure, centralized repository of riders’ performance and medical data, with role-based access control. Sports directors get a consistent picture of form and training load to support decisions on line-ups and the race calendar.
Module 5 — Sponsors and reporting
A register of contractual obligations to sponsors and automated reports (exposure, event presence, delivery of benefits). A report that previously took days is now generated from current data in a few minutes.
Architecture at a glance
The system was built in layers so modules can be developed independently and handle sensitive data securely:
- Data layer — one consistent register (riders, equipment, vehicles, contracts, calendar) with version control and change history.
- Process layer — modules for staff/compliance, logistics, warehouse, sports data and sponsors.
- Access and security layer — roles and permissions (sports director, logistician, mechanic, manager), encryption of medical data and GDPR compliance.
- Presentation layer — dashboards and mobile views for staff “in the field” and management panels for leadership.
Implementation
The rollout was carried out in four stages:
- 1Analysis and process mapping (months 1–2) — workshops with sports directors and the operations team, reconstructing the real flow of the season.
- 2ERP core: staff, warehouse, logistics (months 2–5) — launching the central register and key operational modules.
- 3Sports data and sponsors (months 5–8) — a secure data repository and automation of sponsor reports.
- 4In-season pilot and stabilization (months 8–9) — production rollout during real races, tuning based on work “in the field.”
Results
After the first full season, the team moved from “gut-feel” management to data-driven management. Measurable effects:
−60% logistics planning time
−90% sponsor-report time
from ~10 tools to 1
- Race-block logistics planning time
- −60%
- Staff administrative work time
- −35%
- Equipment loss/misplacement (service course)
- −45%
- Redundant purchases (thanks to tracking)
- −20%
- Sponsor-report preparation time
- from days to minutes (−90%)
- Resource conflicts caught before a race
- +100% visibility (previously invisible)
- Compliance timeliness (licenses, whereabouts)
- ~100%
- Data centralization
- from ~10 tools to 1
- New staff member onboarding time
- −40%
- Staff satisfaction with work tools
- +30% (internal survey)
- Operational predictability — parallel races planned without the risk of shortages; one environment replaced a dozen scattered tools, and critical knowledge stopped depending on individual people.
- Cost discipline — equipment tracking limiting losses and redundant purchases.
- Credibility with sponsors — on-demand reports from current data. In a sport where the budget depends on sponsors’ trust, professionalizing the back office translates directly into the team’s financial stability.
- Recovered staff time — administration stopped consuming hours, and the team could focus on what really affects sporting results.
What's next
The system is a platform ready to grow with the team’s ambitions. Each next area reuses the same once-built data foundation:
- Deeper performance analytics and form forecasting.
- Integration with training platforms and power meters.
- A budgeting and financial-forecasting module.
- Extending sponsor reporting with automatic media-exposure measurement.
This is a real deployment. Due to contractual obligations we do not disclose the team’s name — the subject is one of the leading squads of the UCI ProTeam division. The organization profile and some indicators are presented in a generalized way to preserve the client’s confidentiality while conveying the real scale of the project (operational indicators are client data). Data on the scale and structure of the UCI ProTeam division comes from public industry sources: Domestique (team budgets), Cyclingnews (2026 budgets and salaries), Siroko Cycling, UCI (ProTeam registration requirements, Whereabouts Program), Dimension Data and Team Picnic PostNL (cycling-team logistics), WADA — ADAMS (whereabouts / anti-doping).
About EWOSOFT
EWOSOFT Systemy Informatyczne has been on the market since 2000. We specialize in high-performance ERP/CRM-class systems, applications processing sensitive data and integrations between systems. We work in stable teams, hand over the full code and rights, and build systems, not one-off projects.
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