Manufacturer had more capital tied up in indirect stock than direct goods. A chemical manufacturer with multiple process plants sourced mechanical seals supplied from one supplier. This was a key supplier and the cost of change to a different provider would be too high. We were also happy with the quality of the goods provided...
STAR Stories Indi
Organisation’s First Steps in Digital Procurement
Charity had onerous steps for buying routine, low value purchases and needed to release key colleagues from admin tasks. The main ‘purchase to pay’ cycle was undertaken by the requisitioner, meaning that high-value roles including specialist researchers and scientists were tied up in the administration of raising purchase orders. The current system made it difficult...
Creating a new way of thinking and prioritising
With ambitious goals and lots of activity in discussion and new senior managers, there was a desire to implement an agile approach with reusable tools, that determined priorities and an action plan aligned to the business strategy.
Effective outsourcing / offshoring
Woven Solutions is a boutique business process outsourcer (BPO) servicing over 800 clients from 4 UK & 2 overseas locations. They had acquired a specialist overseas organisation and so wanted to take advantage of these skills across the group and gain the benefits of offshoring. The key to successful outsourcing of any kind is to...
Review of contact operating model
The Body Shop want to be best in class across all markets in which they operate. They want to offer a service that surprises and delights customers and wanted to create a plan specifically around the contact model that achieves this ambition through their outsourced partner.
Collaborative Service Design WITH customers
Yorkshire Water provide and maintain water and waste services to over five million people. They want to increase the use of self-service online/via their app in line with customer needs.
Review of the Global Operating Model
One of the largest global providers across 40 countries for integrated marketing services solutions serving world leading brands. We worked with them to identify better and more consistent ways of working across people, technology, insights, processes & practises whilst preserving local specialisms and knowledge
From ‘Post Purchase’ to ‘Entire Journey’ Focus
To review Studio’s ways of working, metrics and operational design to set out where priority changes were required, what needed to change, and deliver this into the business to support CX improvement. CX/CS were seen as interchangeable terms – Delineating the difference between them was key to ensuring colleagues at all levels & roles understood...
Operational Readiness
Both organisations had existing business units that dealt with customer interactions for their own Business Retail Water Clients – these were to be transitioned to the new site & systems, with minimal BAU impact. The new business was to take the best of the existing operations, but was built around a new way of working...
Created a customer centric business plan
Customer expectations are changing & fast – SGN want service to be responsive and personalised. Channels of choice differ depending on the reason for contact but the underlying requirement is to make it easy. If service is not up to standard, customers are likely to turn to social media and voice their displeasure.
