Hcl provides integrated service management to leading pharmaceutical companies


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Hcl provides integrated service management to leading pharmaceutical companies

  1. 4. HCL provides Integrated Service Management across 85 applications resulting in over 12% YoY savings BACKGROUND <ul><li>Process non-compliance by projects, support personnel, and geographic divisions </li></ul><ul><li>Production Deployment and Service Management teams were working in silos providing a fractured view of operations – therefore, the inability to drive productivity gains and reduce costs </li></ul><ul><li>Multiple vendors / multiple SLAs and the lack of an integrated approach – all leading to end-user dissatisfaction at higher costs </li></ul>CHALLENGES / OBJECTIVES SNAPSHOT <ul><li>Vertical: Healthcare </li></ul><ul><li>Micro-vertical: Life Sciences </li></ul><ul><li>Service Areas : IT & Business Consulting, Application Development, Maintenance & Operations, Infrastructure & BPO services </li></ul><ul><li>Technologies: ERP / CRM, DW/BI, Business Integration Services, Web Applications, SOA, and COTS applications (LIMS, CDMS, CTMS), and Legacy Applications </li></ul><ul><li>Our client is a global research-driven pharmaceutical company that discovers, develops, manufactures and markets a range of products to improve human and animal health </li></ul><ul><li>Its existing business model was very technology oriented and did not optimally utilize its resources. Partnering with HCL on a transformational initiative, it wanted to leverage a global delivery model that would align IT to its business needs even while optimizing costs </li></ul>
  2. 5. <ul><li>ITIL-based processes implemented and stream-lined across 85 applications </li></ul><ul><li>Incident reduction of up to 55% in a few applications – overall approximately 18% </li></ul><ul><li>Cost benefits associated with the economies of scale, productivity gains, and process improvement s – led to over 12% savings during the first year of implementation </li></ul><ul><li>Increased IT effectiveness and end-user satisfaction due to agility and service improvements </li></ul><ul><li>Improved Service Levels and robust Knowledge Management processes </li></ul><ul><li>Minimized overheads on increase/reduction in demand as a result of better scalability </li></ul><ul><li>HCL’s role was to provide integrated service management across several applications and reduce maintenance & support costs for applications while ensuring consistent service levels and quality of service delivery. HCL tracked and reduced spend per application, lowered RTB spend through value-creation initiatives, carried out process improvements and optimization exercises using shared resources, and was able to deliver productivity gains while streamlining the existing processes - all contributing to increasing customer satisfaction. Transformation initiatives included: </li></ul><ul><li>Migration from a resource-specific T&M based support model to a Tiered Managed Services Support model, that included a Triage Desk, KEDB-based L1.5 Support Team, Domain specific L2 specialists and technology-based L3 SMEs </li></ul><ul><li>ITIL-based processes, reporting, metrics-tracking and process streamlining </li></ul><ul><li>Other key activities included: </li></ul><ul><ul><ul><li>Standardization of Incident, Event Management and Problem Management processes </li></ul></ul></ul><ul><ul><ul><li>Overhauling existing Knowledge Management processes </li></ul></ul></ul><ul><ul><ul><li>Training across the board on ITIL-based processes (over 70 managers/leads and 150+ resources trained on ITIL v3 Foundation) </li></ul></ul></ul><ul><ul><ul><li>System availability management </li></ul></ul></ul><ul><ul><ul><li>Scoping of activities and tasks for respective support tiers, as well as providing appropriate access levels </li></ul></ul></ul><ul><ul><li>Creation of the Triage desk – towards total customer ownership, as well as to ensure that SLAs are consistently met </li></ul></ul>RESULTS / BENEFITS THE SOLUTION
  3. 6. BACKGROUND CHALLENGES / OBJECTIVES SNAPSHOT <ul><li>Vertical: Healthcare </li></ul><ul><li>Micro-vertical: Life Sciences </li></ul><ul><li>Service Areas: Application Support & Maintenance, Application Development , Application Migration </li></ul><ul><li>Technologies: QL *LIMS, Minitab, Trackwise, Plateau, Active Learner, DTCM 5.3,DCM 5.3 ,DAB ,BPM ,Sun Solaris, Micro Strategy 8.1,Cognos 8.3 and Cognos 8.4,Informatica 7.1, 8.1.1,INFOR Event Management 4.2,Data Stage 7.5.2,Data Mirror Live Audit 5.3 (now IBM CDC Ver6.0) ,Microsoft BI – SSIS, SSAS and SSRS, Microsoft Performance Point server & SharePoint Server, Dundas Reporting & data virtualization, AS/400,Oracle 8,10i, 10g, Crystal Reports., Unix servers, XML, Rockwell PAX, iseries </li></ul><ul><li>The Global Manufacturing (Business Technology-BT) unit of a leading pharmaceutical major ran its operations at a captive unit in India in accordance with US FDA regulations for GMP and ERES, and had a set of security requirements to ensure that all BT systems were running in a secured environment. </li></ul><ul><li>With an objective of rationalizing its supplier base, improving quality and reducing operating costs, the company wanted to exit their captive unit and was looking for vendors to partner with, who could provide managed services from their respective ODCs within the security framework established by them. </li></ul>HCL enables the Global Consolidation of Business Technology for the Manufacturing Division of a Pharmaceutical major <ul><li>Provide support to an increasing number of sites across the world in different time zones, necessitating multi-lingual and cross-cultural capabilities </li></ul><ul><li>Effort utilization between production support, enhancements and new development </li></ul><ul><li>Highly resource dependent and knowledge centric application support </li></ul><ul><li>Highly skilled professionals requirements due to the mission critical nature of the application . </li></ul>
  4. 7. RESULTS / BENEFITS THE SOLUTION HCL implemented its proprietary Managed Services Framework [MASCoT™] and MAST™ tool-set to address the needs of the customer and provide a Managed Services Model for them. The key tenets of the solution are: <ul><li>Business Benefits: </li></ul><ul><li>500 K of value-add provided to the customer </li></ul><ul><li>Integrated Customer Support (PCSAT score 6.3/7) </li></ul><ul><li>Organized support methodology due to single vendor approach, thereby passing on the cost benefits </li></ul><ul><li>24 x 7 global support </li></ul><ul><li>Productivity increase for sites </li></ul><ul><li>Improved data availability to user groups </li></ul><ul><li>3 rd party vendor management related to escalation, patch release and product issues </li></ul><ul><li>Streamlined support processes and tracking mechanisms </li></ul><ul><li>Quick resolution on business users’ doubts and issues </li></ul><ul><li>Leveraging the existing HCL ODC created for the client </li></ul><ul><li>Committed YoY cost reductions </li></ul><ul><li>Transition at zero cost; utilizing our ASSeT framework for low risk transition; rebadging of critical non-HCL client partner resources to reduce transition risk </li></ul><ul><li>Replication of the client’s processes in the HCL ODC with FDA regulations (GMP/ERES) training for 100% of HCL Client-BT resources </li></ul><ul><li>Providing dedicated HCL resources for all 13 tracks </li></ul><ul><li>Implementing the ‘Value Portal’ and delivering on non-linear additions to head-count </li></ul><ul><li>Reducing effort per incident through knowledge management </li></ul><ul><li>‘ Right First Time’ processes by leveraging a searchable KEDB (Known Error Data Base) </li></ul><ul><li>Template-enabled accelerated transition to ITIL v3 processes and toolsets </li></ul><ul><li>Reducing incident volumes through continuous improvements </li></ul><ul><li>De-skilling resources required to resolve Level 2 incidents </li></ul><ul><li>HCL MASCoT to simplify and add value to the HCL delivery model by acting as a single point of management for Applications Support & Management. Irrespective of incident root cause, HCL assumes overall accountability for resolving all incidents logged as an application issue </li></ul><ul><li>Specified operational accountabilities for driving improvement </li></ul><ul><li>IT Transformation methodology, tools and capabilities to drive outcomes </li></ul><ul><li>Value Adds: </li></ul><ul><li>Continuous improvement through Six Sigma reports resulting in $250,000 cost savings </li></ul><ul><li>Supporting increased tickets using the same resources through productivity improvements, cycle time reduction, and performance tuning methods </li></ul><ul><li>Monitoring support at no cost </li></ul><ul><li>HCL takes the lead in GRC cell meeting proceedings – provides guidance to other vendors </li></ul><ul><li>Administration support to new or in-flight projects </li></ul><ul><li>Co-existence of Development and Support resources, resulting in reduced cycle time for Knowledge Transfer and management </li></ul>
  5. 8. BACKGROUND CHALLENGES / OBJECTIVES SNAPSHOT <ul><li>Vertical: Healthcare </li></ul><ul><li>Micro-vertical: Life Sciences </li></ul><ul><li>Service Areas: Application Integration & Rollout [Sales & Marketing] </li></ul><ul><li>Technologies /IPs / Frameworks: Microsoft .NET with SQL Server 2008 RDBMS; Adobe connect for doctor video conferencing; Ping Federate SAML authentication mechanisms; VELOCITY CMS for content maintenance; Dev Express for reporting and analytics modules </li></ul><ul><li>A global pharmaceutical company approached HCL to develop its Portal program in Japan - a consolidation exercise to host product/brand information for various drugs and disease conditions meant for consumption by health care professionals, patients and the general population at large </li></ul><ul><li>The portal’s purpose is to integrate common functions like adherence programs for patients and provide rich data analysis to help in the strategic initiatives of the marketing function. Launched in 2009, the portal is to make further inroads in the content integration process and help establish control over published content from various stakeholders - eBusiness, corporate affairs, etc. </li></ul>HCL develops an eBusiness / Marketing Portal for a global pharmaceutical company <ul><li>Lack of a strategy to integrate portal functions across 24 brand sites </li></ul><ul><li>Multiple technologies and multi-vendor scenarios with no Content Management system, resulting in high costs to support content updates </li></ul><ul><li>Privacy Audit findings on deficient privacy controls and lack of a security plan </li></ul><ul><li>Increase the percentage of targeted doctors / HCPs through brand renewal </li></ul><ul><li>Reduce the lead time to roll out new product brand sites </li></ul><ul><li>Adherence programs for patients; encourage the doctor-patient relationship </li></ul><ul><li>Mobility interfaces for doctors for easy access to information </li></ul>
  6. 9. RESULTS / BENEFITS THE SOLUTION <ul><li>HCL has unique capabilities and extensive experience on marketing portals for pharmaceutical companies, and deployed the right people to help in the integration effort and system rollout in December 2009 </li></ul><ul><li>Portal integration: The portal was integrated to provide technical project management services and vendor management. </li></ul><ul><ul><ul><li>Common portal infrastructure definition </li></ul></ul></ul><ul><ul><ul><li>Content Management system rollout for all 24 brand sites </li></ul></ul></ul><ul><li>Audit remediation: </li></ul><ul><ul><ul><li>Identified gaps from a privacy audit perspective. Security requirements analysis and remediation </li></ul></ul></ul><ul><li>Technical/Usability Design : </li></ul><ul><ul><ul><li>Complete technical design and usability validation for the Japan affiliate </li></ul></ul></ul><ul><ul><ul><li>Architectural control and validation </li></ul></ul></ul><ul><li>The Japan outfit outsourced account management for brand portals to HCL, leading to significant cost savings for the company </li></ul><ul><li>Target doctors have increased to 10% of direct sales activity and also increased brand awareness in Japan </li></ul><ul><li>HCL provided a validated platform to securely publish medical literature and letters to doctors (a first in Japan) </li></ul><ul><li>Deployment of a Content Management system which enabled a 30% savings in cost for regular content updates to portals </li></ul><ul><li>Provided initial analytics on user activity and portal adoption, to influence the marketing strategy in Japan </li></ul><ul><li>Portal architecture now enables the rollout of common infrastructures across the Asia Pacific region beyond Japan </li></ul><ul><li>Reduced the lead time for new brand site development and rollouts </li></ul>
  7. 10. BACKGROUND CHALLENGES / OBJECTIVES SNAPSHOT <ul><li>Vertical: Healthcare </li></ul><ul><li>Micro-vertical: Life Sciences </li></ul><ul><li>Service Areas : ERP </li></ul><ul><li>Technologies: ERP6.0 FI, CO, AM, IM, Treasury, SD, MM, WM, IdM, MDM; APO/SCM, SRM 7.0; BI / BO; SAP New General Ledger ; Integration via PI and WebSphere </li></ul><ul><li>Our client is one of the largest pharmaceutical and consumer healthcare companies, with a strategy to grow into a diversified business unit. It wanted to transform to a leaner, agile and more cost effective operating model. Together with HCL, it embarked on a major Transformation Program that involved the standardization of global processes and the consolidation of 3 SAP systems and 5 JDE systems into a single new SAP system </li></ul><ul><li>HCL is currently involved in creating a Global SAP Template; Implementing Best Practices across Finance, Supply Chain and Reporting; Supporting new shared services and supply chain operating models; Providing 150+ new functional requirements to meet market needs; Implementing SAP’s new G/L; and removing 600+ customizations </li></ul>ERP Transformation through a single SAP system across pharmaceutical and consumer health - commercial & financial operations <ul><li>The Global ERP Programme is a key initiative under our client’s strategic plan to “Simplify the Operating Model”. As one of the top 10 initiatives in the company, ERP is a very high profile programme with board level sponsorship and support </li></ul><ul><li>In order to continue to grow a diversified global business and deliver more products of value, our client required to have a lean, agile and cost effective common “core” which would deliver: </li></ul><ul><ul><li>Standard global business processes, and operating models and data </li></ul></ul><ul><ul><li>Optimised shared services and a CoE </li></ul></ul><ul><ul><li>More cost efficient manufacturing and supply chain models </li></ul></ul><ul><ul><li>A platform that will allow the rapid integration or divestment of companies </li></ul></ul>
  8. 11. RESULTS / BENEFITS THE SOLUTION <ul><li>HCL AXON was able to bring process excellence, increased insight, smarter deployment and reduced TCO through several initiatives such as: </li></ul><ul><li>Providing a command of all essential functions of the enterprise </li></ul><ul><li>Standardizing business processes globally </li></ul><ul><li>Step-by-step adoption of innovation </li></ul><ul><li>Introducing better processes and practices </li></ul><ul><li>All leading to improved operational efficiency </li></ul><ul><li>Currently HCL AXON is helping the company develop its SAP Enterprise Architecture roadmap so that it can fully leverage its SAP investment across the organisation. The exercise includes : </li></ul><ul><li>Programme Management </li></ul><ul><li>Common Design and Implementation Build </li></ul><ul><li>Infrastructure Build </li></ul><ul><li>Development & Testing Factory </li></ul><ul><li>Data Migration Factory [rather than using SAP SLO or a third party data provider] </li></ul><ul><li>Change Management & Training </li></ul><ul><li>Global Roll-out </li></ul><ul><li>Knowledge Transfer </li></ul><ul><li>The programme is currently on track to deliver against the stated business objectives and key business outcomes such as: </li></ul><ul><ul><li>Lower SG&A costs, primarily in finance operations </li></ul></ul><ul><ul><li>Reduce the working capital </li></ul></ul><ul><ul><li>Improve resource allocation </li></ul></ul><ul><ul><li>Easier and faster integration and divestment of businesses </li></ul></ul><ul><ul><li>Better, faster business information to improve decision making </li></ul></ul><ul><ul><li>Improved external reporting and compliance </li></ul></ul><ul><ul><li>A platform for shared services </li></ul></ul><ul><li>In addition, IT operations will be significantly reduced through SAP system rationalisation </li></ul>