AIMS360 is the consumer brands ERP built for golf apparel and equipment brands and manufacturers. It runs golf apparel in a size and color matrix and golf equipment, clubs, bags, balls and accessories, as configurable hardgoods with their own attributes and bill of materials, alongside pre-season buying at the PGA Buying Summit and PGA Show, custom insignia and tournament order programs, green grass, off-course and resort channels, and retailer EDI to PGA Tour Superstore, Dick's Sporting Goods, Golf Galaxy and Scheels, with PLM, 3PL and accounting in one platform.
Golf brands run wide: apparel in a size and color matrix, and equipment, clubs, bags, balls and accessories, as configurable hardgoods with their own attributes and bill of materials. AIMS360 models apparel and equipment on one platform, in one catalog.
Most golf apparel brands, and many equipment brands, do not manufacture. They import full-package finished goods bought FOB from an overseas supplier. AIMS360 runs that model as its core: a finished-goods purchase order to the factory, shipment and import tracking, and landed cost that rolls freight, duty and fees into the true cost of each style before it reaches one shared inventory. No bill of materials is required when you buy the finished product.
When you do manufacture, the picture changes, and AIMS360 handles that too. A finished club is assembled from components, heads, shafts and grips, so AIMS360 holds the bill of materials, tracks those components as their own inventory, and drives the assembly order and its factory purchase orders from the BOM. Each model is configured by flex, hand, loft, shaft and grip, every configuration rolls up its own cost and margin, and serial tracking runs on high-value units.
Imported styles and manufactured styles sit in the same catalog, the same inventory and the same ledger. A brand can import its apparel line, build or configure its equipment, and run both, alongside wholesale, custom, retailer EDI and DTC, on one platform instead of separate systems for buying and building.
A horizontal ERP can hold a golf brand's parts, but it does not understand three things that define the business. The custom program is not a side project: club logos, member initials and tournament branding are a large, growing share of golf revenue, and in a generic ERP the custom order lives outside the stock workflow, so cost, approval and margin never reach the books cleanly. There are three channels with three buying behaviors: green grass pro shops reorder small and often, off-course chains buy pre-season with EDI and compliance, and resort and club accounts mix stock and custom, all drawing from one stock number. And the season is set at a buying show: the line is committed at the PGA Buying Summit and PGA Show months before goods exist, so an ERP that starts at the invoice misses the half of the year where golf money is actually made.
AIMS360 is built for all three, and it runs golf equipment, clubs, bags and balls, as configurable hardgoods with attributes and a bill of materials right alongside apparel, so a brand that sells both keeps one catalog, one inventory and one set of books.
The platform handles every operational reality above. Here is what that looks like inside the system.
Capture the customized order with its logo or artwork reference and approval record, carry the added decoration cost into the bill of materials and margin, and track the job through production and fulfillment alongside stock. The physical embroidery stays with your decorator; AIMS360 stays the system of record.
Run all four channels against one stock pool, with native retailer EDI to PGA Tour Superstore, Dick's, Golf Galaxy and Scheels so purchase orders land against live inventory and ASNs and invoices go back on spec.
Pre-season commitments from the PGA Buying Summit and PGA Show drive factory POs, landed cost, allocation and accounting without re-entry, so the season you sold in July is the season you can actually ship and bill.
Golf operations have a predictable shape, and AIMS360 maps that shape directly into the platform with a specific configuration for each step.
Build the style in PLM with tech pack, materials and factory costing, including the added cost path for custom decoration.
Capture wholesale and custom commitments at the PGA Buying Summit and PGA Show as orders against a season, before inventory exists. Reps and buyers can order through RepSpark B2B against live availability.
Commitments drive factory purchase orders and landed cost, with visibility from PO to receipt.
As goods arrive, allocate against ship windows and send compliant ASNs and invoices to off-course retailers over EDI.
Green grass reorders, off-course bulk, resort custom and DTC all pick from one stock pool through WMS or a 3PL.
Invoicing, chargebacks and margin, including custom-program cost, reconcile in one accounting ledger.
No bolted-on billing for the basics, no separate inventory tool, no shadow EDI vendor. AIMS360 ships with the full operating stack.
Tech packs, BOM and landed cost on one style record.
Native EDI to PGA Tour Superstore, Dick's, Golf Galaxy and Scheels.
Wholesale, custom, resort and DTC in one queue.
Reps and buyers order against live available-to-sell; orders return as AIMS360 sales orders with the rep attached.
Matrix picking in-house or through a connected 3PL.
Hand off fulfillment while inventory stays in sync.
One ledger across stock and custom revenue.
Clubs, bags and balls as configurable SKUs with attributes and BOM.
Take payment on wholesale, custom and DTC orders.
Reachable from the office, factory and show booth.
Golf brands sell across four distinct channels, and AIMS360 runs all of them against one stock pool. Off-course specialty accounts like PGA Tour Superstore and Worldwide Golf Shops buy pre-season over EDI with ship-window allocation and compliant ASNs. Sporting-goods chains like Dick's Sporting Goods, Golf Galaxy, Scheels and Academy run native retailer EDI with chargeback tracking by reason code. Green grass on-course pro shops place small, frequent reorders and custom logo programs against live inventory. Resort and DTC accounts mix stock and custom, drawing from the same stock number as wholesale.
Retailer names describe the channels golf apparel brands sell into. AIMS360 provides native EDI to major retailers; specific trading-partner setup is confirmed during onboarding.
Channel and ecommerce inventory tools track stock but do not run pre-season buys, custom programs, factor financing or retailer EDI, so golf brands outgrow them the first time an off-course chain sends an EDI purchase order or a club orders 400 logoed polos. Large horizontal enterprise ERPs flex to any business, but the size matrix, seasonal buy, custom decoration cost and retailer compliance all have to be built by consultants; AIMS360 ships with them. And a B2B wholesale order-entry platform is buyer-facing: it captures the order but does not process it. AIMS360 is the back office that turns every order, from any channel, into production, inventory, fulfillment and finance.
AIMS360 fits the golf apparel brand on the way up and the manufacturer behind it. Most customers come on board around the inflection where spreadsheets plus an accounting package stop holding the operation together: pre-season wholesale begins, a custom program scales, or retailer EDI is required.
Golf apparel and equipment brands run their operation on AIMS360, from pre-season buy through custom fulfillment to finance close.
Green grass, off-course and direct to consumer are not three sizes of the same account. They are three operating models drawing on one pool of stock, and the calendar that feeds all three is set by two trade shows. A green grass pro shop buys small, reorders often, and wants its logo on almost everything. An off-course chain buys pre-season against a ship window, with EDI, GS1-128 cartons and a chargeback schedule. A DTC customer buys tonight and expects it Thursday. The same polo serves all three, and the mistake most golf brands make is running them from three different numbers.
The channel mix has moved. Off-course retail consolidated into a handful of large formats, PGA TOUR Superstore, Golf Galaxy under Dick's, Worldwide Golf, and those accounts now carry the compliance obligations of any big box. Green grass consolidated too, as management companies took on the buying for hundreds of clubs at once, which turns a book of small pro shop accounts into a few large ones with the same small order pattern underneath. And a wave of DTC first golf brands arrived from streetwear and lifestyle, built on Shopify, then found themselves in pro shops and off-course doors within a season or two, which is the point at which a Shopify inventory app stops being enough.
Custom logo programs are the part nobody else's ERP understands. In green grass, the club logo is the product. Every order carries artwork, an approval, a decorator, a minimum and a lead time, and the decoration cost has to land in the margin of that order rather than in a general overhead line. Brands that treat custom as a note on the order lose the margin on it, and they lose the reorder when the artwork has to be found again.
Pre-season sits over all of it. The PGA Show in Orlando each January and the PGA Buying Summit in Frisco each summer open the order books, and what gets written there becomes factory purchase orders, landed cost and ship windows months before a single unit exists. A brand that cannot see its show commitments against its production plan is planning in a spreadsheet, and the oversells and missed cancel dates start there.
Founder and operator. One number for what you can sell across pro shops, PGA TOUR Superstore, resorts and your own site, and margin by order that includes the decoration cost and the landed cost that went into it.
Sales and pro shop reps. The order book from the PGA Show and the Buying Summit lands in the system rather than on a show pad, custom logo orders are captured with the artwork reference attached, and reorders against a club's standing program are a lookup rather than a search through email.
Custom and decoration. Artwork, approval record, decorator purchase order and added cost held against the order, so the embroidery job is tracked through production and the margin on the custom program is real rather than assumed.
Production and sourcing. Show commitments roll into factory purchase orders with landed cost, including duty on imported goods, so the pre-season buy is planned against what was written rather than what was hoped.
Warehouse. Stock and custom picked from the same pool, off-course cartons marked with GS1-128 and the 856 built from the same scanned units, pro shop orders packed small and often without a separate process.
Finance. The 810 comes off the same shipment the ASN reported, chargebacks logged against the original order with evidence attached, and landed duty paid costing on the balance sheet rather than an average.
Apparel and hardgoods in one catalog with pre-season buys and retailer EDI.
The size and color matrix, seasonal buying and wholesale plus DTC golf shares with fashion.
For golf brands that carry shoes, the width and half-size matrix on the same platform.
See how AIMS360 runs golf apparel and equipment, stock and custom, green grass through off-course EDI, on one platform.
By Shahrooz Shawn Kohan, CEO, AIMS360. Reviewed by the AIMS360 implementation team. Last updated September 2026. Talk to our team.
