How to build internal Operations Excellence capability at all levels of your organisation?
The global finance department of a multi-national retail company who was responsible for inter-company trading. This involved setting up supplier data for all traded products, invoicing to local operating companies and calculating inter-company profit.
A new Inter-Company Tracking I.T. system was being introduced to replace both the existing Transfer Pricing system and the Inter-Company Profit Tracking system. This system’s implementation meant a ‘single instance’ data entry of a price would flow directly through into the Inter-Company Profit Tracking, rather than requiring two separate data entries and maintenance.
The I.T. system could enable simplification of the end-to-end process but initially it appeared there would be many new workarounds and areas of complexity created. The new system would be used across over 100 different local operating companies and over 200 manufacturing sites.
The I.T. system had been designed but with a fast approaching implementation deadline, there were many business processes which still had not been defined.
A leaner and more effective process needed to be created to successfully adopt the new I.T system. In order to ensure Go-Live would be seamless and operational teams were fully engaged, a plan was created and delivered and included the following key components:
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