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Tata Strategic reviewed the business processes and identified critical ones. Redundant processes were eliminated/ out-sourced and a new structure was framed for each functional area. Optimal staffing levels and IT systems required to improve processes were also identified.

The study enabled the client reduce operating cost by up to 15 per cent. Subsequent to this, Tata Strategic was retained by the client for a year to work on similar assignments across India.

Tata Strategic assisted the client to identify the redundancies and inefficiencies in the warranty process and recommended a new process to reduce cycle time.

The client has implemented the new process, which reduced processing time by over 67 per cent.

Tata Strategic studied the logistics needs of various industries and the economics of transportation. Key cost drivers were identified. Solutions like maintenance contracts and vehicle tracking were identified in order to improve transporters’ asset utilization. The pros and cons of hiring logistics services were also studied. Accordingly, third party logistics, multi modal transport and Internet-enabled business models were recommended to reduce logistics costs. Besides, an Internet-enabled business model was developed to address the needs of the shipper and the transporter.

While the client is implementing some recommendations, it has initiated further studies on the economics of individual solutions.

Tata Strategic helped the client identify and prioritize critical processes impacting growth. Key customer processes like billing, collections and dunning, customer service, channel management, prepaid services, etc, were taken up for redesign. Measurable process objectives were set to meet business objectives. A well-structured program involving dedicated client teams ensured that the client was able to define robust processes in time to support its growth aspirations.

The program helped the client change its mindset from being focused on functionality to being process-orientated. Today, the client is able to run similar programs without Tata Strategic’s assistance. Once implemented, the benefits would be in the form of reduced cycle times, faster cash generation and better customer services.

Tata Strategic undertook a comprehensive diagnostic and benchmarking study to understand ‘as-is’ processes and industry best practices. Based on the above, Tata Strategic re-engineered processes and developed optimal solutions. Finance and accounts was proposed to be aligned along three functions – treasury, business planning and shared services. The latter was to be a central function consolidating all transactional activities and deriving economies of scale and standardisation. Business planning was to be attached to the unit to assist in driving business decisions. A quarterly target plan with respect to functions was drawn and submitted to the CFO after syndication.

The new organisational structure has been implemented and the client is expected to significantly improve process efficiencies along with a drastic reduction in manpower by over 35 per cent.