Analyzed conflicting ‘outsource project’ dynamics where disconnects between client expectations and BPO realities threatened original business case rationale.
Client Leadership opted for outsourced manufacturing and logistics arrangements that alleviated overall cost pressures yet raised obstacles for international operations.
‘US Domestic’ perspectives about how outsourcing would work in the ‘Global marketplace’ backfired, leading to serious revenue leakage and customer relationship issues in international markets.
One side thought they knew what the other side would be doing, when, where and to what end; the other side knew full well what they going to do, when, where and to what end – except, the ends did not meet up!
The U.S. domestic market was the jewel in the crown and anything that could be done to preserve that market was right and proper; unfortunately, international markets got caught underfoot in the rush to save the US domestic market.
TLIR guided international technology and process engineering teams retrofitting 32 major process flows spanning sales, manufacturing, logistics and delivery functions with the result that order cycle time was reduced by 15% and monthly order rejection rates equal to $35 Million in lost sales were driven down to less than $500K.
Establish Alliance & Partnership Information Channels...
This is a typical example of where the organization’s legacy culture was the barrier to significant improvement. The legacy culture was perfectly acceptable in the old way of doing business; it was totally unacceptable for the future of the organization:
Client business model was changed from direct sales and marketing to a product delivery model via business partners and alliances in technology and service sectors.
Efforts of teams defining and implementing a global, single instance architecture that enabled ‘balanced connectivity’ between business units and external partners, integrators and third parties was less than effective since the culture was still very much 'inward facing' and 'engineering driven'.
We realigned and reenergized teams to ensure objectives were met; 65% of inbound (telephone/e-mail) information requests (2.4 Million p.a.) migrated to the new virtual channel, partner sales force productivity increased by 28% and technical support received significantly higher satisfaction ratings from customers.
Resolve Divestiture Issues
Significant corporate divestiture in the technology/telecommunications market space required quick and complete re-engineering of infrastructure, systems and processes.
Project centric mindsets that focused on scope limits rather than business imperatives caused significant process disconnects in ERP, e-commerce, CRM and PRM systems across the global business.
Multiple projects were sanctioned, each focused on one or more critical aspects of what had to be dome by a certain date, without fail.
Although each project was well staffed with good, capable people the absence of an overarching authority over all projects caused project chaos – projects were bumping into one another, users were pulled in different directions, vendors threw their arms up in horror and stakeholders grimaced as costs mounted.
TLIR realigned projects to business realities; recommending that some projects be stopped, others be consolidated and that others speed up. As a result, the business met the divestiture deadline while enjoying overall cost efficiency increases of 10% and eradicating process disruption losses.
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