Vijay Damle, Tata Consultancy Services - Back to Basics - Driving Business Excellence through Delivery Certainty
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Vijay Damle, Tata Consultancy Services - Back to Basics - Driving Business Excellence through Delivery Certainty

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Vijay Damle, Tata Consultancy Services - Back to Basics - Driving Business Excellence through Delivery Certainty Presentation Transcript

  • 1. Back to Basics Driving Business Excellence through Delivery Certainty May 11, 2010
  • 2. With You Today…. • USD 6.3 B in IT & ITES Revenues • 12% from Business Process Servicing • 15% Business Processes delivered in Process as a Service Model. • Vijay Damle manages service delivery for F&A, Procurement, SCM and HRO processes in TCS BPO. • He is responsible for delivering the Certainty Experience to customers globally. • Vijay has held diverse roles over his career – starting as a Finance analyst, and over time has managed Finance, Production Planning, Transitions and Sales / Relationship Management • Email: vijay.damle@tcs.com 2 Experience certainty
  • 3. Agenda Context Setting Delivering Certainty Journey to Certainty Services Center Journey 3 Experience certainty
  • 4. Context Setting : Driving Business Excellence ILLUSTRATIVE : FINANCE Risk Management Drive Products & Markets Effectiveness Growth Evaluation Mitigate Stake-holder Credibility Risks Decision Making Support Robust Trustworthy & Authentic Data Execution Regulatory Compliance Efficiency 4 Experience certainty
  • 5. Context Setting : Measuring Delivery Certainty Business Process Human Technology Organization Goals Capability Capital Support Structure Available Home- Expansion USP Investments Pool grown Regulatory Innovation Impact Cost Licensed Location Brand Best Softer Platforms Control Value Practices Aspects 5 Experience certainty
  • 6. Delivery Certainty : Measurable Business Impact ILLUSTRATIVE : FINANCE ???????? Vendor / Customer Health Checks Effectiveness Daily A/C Reconciliation : Faster GL Closure Forecast & Plan : Look forward PO / Treasury e-Everything : Paperless Audits Enablers : Automation, Workflow & Tools Governance : Visibility / Traceability of Transactions Efficiency 6 Experience certainty
  • 7. Delivery Certainty : The Journey to Excellence : P@CT Partner Accelerated Transformation Journey Manage Complexity Value Creation Co- Innovate Information & Insights Exploit Technology Optimize Processes Optimize Structure & Operations 7 Experience certainty
  • 8. P@CT Milestones : Taking the Processes to the forE Process Maturity Model Fragmented Organize Rationalize Excel Co-Innovate Effectiveness Information & Insights Exploit Technology Optimize Processes Optimize Structure & Operations Efficiency 8 Experience certainty
  • 9. forE : Process Maturity Model – Delivery Characteristics 1 2 3 4 Fragmented Fragmented Organize Organize Rationalize Rationalize Excel Excel • Legacy and • Decentralized modules • Centralized ERP based • Integrated module in ERP disparate systems functioning and system Vendor master with inbuilt controls for Vendor master checks are localized maintenance with • Periodic reviews on Vendor maintenance leading to possibilities of system enabled checks vendor maintenance Maintenance • No Checks and inconsistencies at an • Workflow based system balances exists, lack organization level to enable approvals for of accountability addition / modification / deletion of records • Physical handling of • Remote invoice scanning • Integrated DMS with • Receive Invoices invoices and mailroom operations ERP systems electronically via EDI • Large number of on a standalone DMS • DMS based system to • 100% compliance to PO Invoice Non PO based • PO raised only for all enable approvals for • ERP enabled workflow Processing transactions direct procurements. payment system integrated with • Two way match process • Three way match scanning and archival e.g.: (Invoice/PO) (Invoice/PO/GRN) IXOS of SAP • Manual check • Checks - System • Electronic payments to • Integrated system - processing generated and printed Vendors electronic payments • Multiple payment • Wire Transfers and Direct • Scheduled pay cycles • Analysis on spend Vendor methods and payments • P - Card usage to reduce management, vendor Payment inconsistencies inflow volume of performance Invoices • Effective Supplier reconciliations – e.g.. No AP Debit balances 9 ILLUSTRATIVE : AP Experience certainty
  • 10. forE : Measuring Delivery Certainty ILLUSTRATIVE : AP 1 2 3 4 Sub Process Measures - SLAs, KPIs Fragmented Fragmented Organize Organize Rationalize Rationalize Excel Excel Vendor % of Duplicate Vendors >25% 11% - 25% 2% - 10% <2% Maintenance Invoice Cost per Invoice processed >$3 $2 - $3 $1 - $2 <$1 Processing % of electronic invoices < 20% 21% - 70% 71% - 90% >90% % of electronic payment < 20% 21% - 70% 71% - 90% >90% % of Vendors with debit >30% 21% - 30% 5% - 20% <5% Vendor Payment balance >= 60 days % of vendor discounts < 70% 70% - 90% 91% - 99% >99% availed to entitlements Archival of % of retrievals within < 80% 80% - 90% 91% - 99% >99% Payment Info agreed SLA 10 Experience certainty
  • 11. In Conclusion : Delivery Certainty is the Need of the Hour • Alignment with business needs is critical • Executive sponsorship is key to take a process to forE Imperatives • Choosing the right partner is essential to continue on the transformation Journey • Tighter Integration between Application, Infrastructure Solutions & Operations (Platform Models) • Implementation Strategies driven by Geographic Reach, Capital Outlay and Risk Management • Defining Measures that have a Business Impact is essential Approach • Prudent management will drive risk management and growth acceleration 11 Experience certainty
  • 12. Questions Thank You 12