Background:

Our client was looking to re-engineer the entirety of their Order-to-Cash (O2C) process to drive better supply-chain execution, cost management, and end-to-end customer satisfaction.

 Henosis Team:

The Henosis team assessed and documented current state O2C process area by evaluating the following: use of technology, process design, roles and responsibilities, policies & controls, metrics, facility design, and planned/in-process operational improvement initiatives.  Our team then proposed and led execution of a new target operating model design focused on optimizing the flow of work on an end-to-end basis.

 Results:

Identified significant opportunities for improvement including activities to eliminate, standardize, automate, and centralize.  Through a series of interrelated workstreams, and leveraging the Agile method, we helped implement a future state O2C design complete with a streamlined process design, fewer and more aligned metrics, clarity with role and responsibility definitions, refinements to supporting policies and controls, including standing-up a new EMPO (Enterprise Project Management Office) initiative management governance structure to manage all future initiatives as an integrated portfolio.

 Benefits:

• Improved end-to-end flow of Order-to-Cash process

• Significant capacity/productivity lift of staff

• Dramatic improvements in customer satisfaction from actively managing the end-to-end customer experience (from initial order to delivered product)

• Active business process management of O2C process complete with process-based scorecards and recurring monthly process-based operational reviews

• Improved staff morale (due to people doing more of what they were hired to do)