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Business Process to Business Performance
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Business Process to Business Performance



Business Process to Business Performance

Business Process to Business Performance

Sandeep Kulkarni
Sr. GM and Head – Global Delivery Centre
Tata Motors Group of Companies



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Business Process to Business Performance Business Process to Business Performance Presentation Transcript

  • Business Process to Business Performance Sandeep Kulkarni Sr. GM and Head – Global Delivery Centre Tata Motors Group of Companies 1
  • Tata Motors Group • • 2011-12 Revenues: USD 37.7B (50+ subsidiary companies) • World’s 4th largest truck manufacturer, 2nd largest Bus manufacturer • Amongst top 3 car manufacturers in India • 80,000+ employees in 160 countries • Introduced India’s first SUV in 1991 • Acquired Daewoo Commercial Vehicles in 2004 • Acquired Jaguar Land Rover in 2008 • Launched world’s cheapest car (Nano) in 2008 • 3 Established in 1945 Part of USD 100B+ Tata Group (~ 450,000 employees) 2
  • Harvard Business Review Blog: March 13, 2013 “Our research estimates that the centers can deliver an additional 4-6x value above labor arbitrage by capturing the opportunity on four dimensions: 1) rapidly scaling up and establishing business decision support capabilities (e.g., pricing, consumer analytics); 2) realigning operating priorities to own and manage end-to-end processes in order to deliver superior end-customer experience; 3) identifying opportunities in the operations that impact top-line growth by extending services to new segments or building new services for the enterprise; and 4) continuing to push the envelope on cost efficiencies and productivity” http://blogs.hbr.org/cs/2013/03/offshore_centers_can_offer_more.html 5 3
  • It is not just about managing business processes… Stage 3 – Strategic Business Enablement Stage 2 – Operating Excellence •Knowledge based value added services •Multi vendor service management •Balance scorecard performance •Functional oriented platform •Proactive & Innovation-driven •Individual SLAs Stage 1 – Complexity Reduction •Alignment to strategic goals •Performance improvements •Functionally focused •Use of managed service outsourcing •Standardization and Automation GDC Strategic Goals •Process Improvements •Reactive Value Derived Key Benefits : TML SSC Analyze Exponential gains  Cost efficiencies and productivity  Process standardization and controls across Tata Motors group  Business decision support capabilities  Business analytics and advisory  Collaborative best practices Automate / Standardize  Retaining process knowledge within the group Optimize 2x benefits 4x-6x benefits  Ability to support company’s strategic goals Centralize Time/Maturity 4
  • ….but delivering value to the business! 1 Employee categories & roles: Category 1 – Strategic Focus Category 2 – Operational Excellence, Analytics Category 3 – Routine, Transaction processing Category 1 - 5% Help free up management time to focus on strategy and operational excellence 2 Improve effectiveness a b Business Analytics Project NEEV – Centralized Service Master Creation and Maintenance; Services spend control Project YATRA - Automated travel management solution Project VITARAN- Freight & route optimization and packaging costs reduction Project VISHWAS - Warranty claims management Project DHWANI – Telecom spend optimization 35% 3 50% Reduce costs Future State (Sample) (Effective & Efficient) Current State Aligning with strategic goals of the group 1 15% Category 2 - 15% Category 3 - 80% 2 Area of Focus Monitoring & Oversight Support for quarterly reporting, schedules preparation New SAP implementation support, business process definition support Controls, business process, access review New account codes review, COA review, drive for common COA & critical G/L accounts scrutiny Variance analysis for P&L and B/S items c Advisory / Consulting Assisting business to drive process re-engineering, process standardization, automation projects across the company Examples: (1) End-to-end Travel solution identification and deployment through project Yatra (2) End-to-end telecom management process revamp through project Dhwani Monthly related party reconcilations 5
  • GDC Services TRANSACTIONAL SERVICES (T&M Cost-plus, Outcome based models) Accounts Payable - Materials, Services, Capital Close the books support F&A Accounts Receivable Fixed Assets Accounting General Ledger Accounting Travel Claims Learning & Development Support HR (H2R cycle) Recruitment & Staffing Support HR Masters Maintenance TML Customer Sales Operations (O2C cycle) Payroll Procurement (P2P cycle) Customer Credit management JLR Order and Invoice management Variable Marketing expense management Payroll processing, time and attendance, statutory compliance, etc. Sourcing and Procurement support Order materials/ services Subsidiaries + Associates STRATEGIC PROJECTS (T&M Cost-plus, Fixed Price, Gain share models) Process re-engineering Value added Services Process Automation Data Insights Advanced Analytics 6
  • Unique Service Offerings 1. Process re-engineering, standardization, improvements • Identify process improvement opportunities across business • Assess risks associated with ‘as-is’ processes • Ensure re-engineered processes are deployed within SS and across business. Helps compliance as well. 2. Automation • Monitor key automation projects through strategic IT initiatives • Monitor all automation requests for timely and successful deployment 3. Leveraging expertise for Subsidiaries • Dealing with subsidiaries for ‘as-is’ process study and suggesting process improvements • Subsidiaries planning for SAP – involvement right through the design stage • Transition support. 4. SOX compliance • SOX benchmarking results suggested that our SOX compliance is both efficient as well as effective than global as well as Indian counterparts • Guidance to scoped-in subsidiaries on risks and controls • Compliance used effectively – for bringing business benefits 5. Analytics • Targets for cost reduction / liquidity improvements through data analysis • SAP scripts prepared for controls monitoring, Business Objects, ACL – tool agnostic analysis. • Leverage SAS and Excel automation for data analytics 7
  • Outcome Analytics is the key lever providing value to business What if trends continue? Std Reports Information Stat. sampling Alerts Query drill-down Forecasting Knowledge Why is this happening? Actions Predictive Analysis What will happen next? What actions are needed? Where exactly is the problem? Data Performance effectiveness What’s the best that can happen? What happened? How many, how often, where? Degree of intelligence 8
  • Some of the ongoing strategic & analytical projects • Project Dhwani : Telecom expense management through analytics • Project Neev: Service masters for demand aggregation and spend analytics • Project Arohan: Parts failure prediction for pricing, quality and inventory control • Project Vitaran: Freight, route and packaging cost optimization through analytics • Project Yatra: End-to-end travel management and travel analytics • Multiple engagements across functions for strategic cost reduction Total projected savings to the TM Group over 5 years through GDC Efficient transaction processing (with about 900 employees)  INR 350 Crs Potential savings through analytics & process redesign  INR 400-600 Crs 9
  • Best use of technology in SSC from IPQC - SSON Electronic solution for E2E Management of Documents and payments for imports The Asset Triple “A” Asian Awards 10
  • Thank you 11