Value Point System- Apparel( Retail)

1. Leading MNC Apparel Group Co:
Background:
 India’s fastest growing branded apparel
company
 Producing premier international labels
 Reaching customers through app.3000+ retail
stores PAN India (Headquarter in Bangalore)
 It is 100% IT and web-enabled organisation
 First ever apparel co to have successful
implementation of ERP SAP system
 First company globally to integrate Retek ERP
with SAP ERP
 Co has ISO/IEC 27001:2005 accreditation with
periodic internal audits
 IT Assets are spread across 4 major offices, 5
ware houses, 8 factories, 4 regional offices
and 20+ other offices PAN India
IT Infrastructure:
 Centralized IT Service Desk (On hand &
Remote)
 5000+ End User Assets (single entity)
 Datacenter migrated over cloud platform
 Business Tools, Mails, applications on cloud
servers (Sampark, MS Office, SAP, BMC, CAD
etc.)
 Network spread across LAN, Wi-Fi, VPN &
WLAN
 Centralized broadband connectivity with
redundant lines across sites(5-20 Mbps)
 Citrix based Thin clients for manufacturing apps
 Backup and security tools for enhanced safety
(FPAC, Druva, Symantec)
 Centralized BMS (Building Management
System)
Requirements (SOW):
 Centralized IT Service Desk
 End User Services & Remote Support
 Central SPOC for multi-layer towers
 Support Window 12x7 & extended hours
support
 Stringent SLA with 99% Uptime always
 User Centric SLAs (Power, Band & Other)
 Vendor coordination & management
 Asset Management
 Tool Support
 Event Management
 User satisfaction surveys
 Stores roll out & Routine IMACs
Challenges & Pains:
 Huge investment on IT tools, < 25% usage &
outcome
 Multi-Vendor outsourcing of engineers
 SLA achievement <90%, nightmare on escalations
 Support resources from remote geographies
irrespective of site locations
 Continues Attrition of resources & Loss of
Productivity
 Un organized management of resources
 Lack of following of defined processes in place
 Poor control on Assets Reconciliation
 Negligible participation by users on IT performance
surveys and hence negative reflection in score
 Reporting system not in place

2. Leading MNC Apparel Group Co:
Solution & Changes Implemented:
 Conducted site studies to understand the IT
infrastructure, user environment, incidents
and expectations
 Reshuffled the existing resources, relocated
them to nearby sites, recruited new engineers
wherever required (Team size is 35 incl.
dedicated PM)
 Stopped outsourcing completely and made all
the resources on our role
 Introduced cluster leads as per business type
(helpdesk, offices, factories & ware houses)
 Made ticketing process mandatory for
engineers & users by doing awareness
programs & trainings
 Defined KRAs for all the support engineers and
conducted induction programs on weekly basis
 Meeting the division heads and respective
users regularly to understand their issues &
expectations
 Analyzed all the existing polices and processes,
captured the deviations & initiated to
streamline the same
Impact & Results:
 Ticketing (call logging) process improvement is
250% up within 3 months
 Cost saving for client by vendor direct support
model
 Remote support become handy & best
practice in place
 SLA uptime is made consistent 99% and above
 Resource Attrition has come down drastically
and reflected in productivity improvement
 User escalations become negligible and
Survey participants got increased & hence
better score
 Reporting mechanism in place with scheduled
review on the same and corrective action
plans
 Steady growth is visible on asset reconciliation
 Software deployment is as per compliance
 IT Handbook in place for users & engineers
 Support structure is under well control and
hence future road map is transparent
Celebrating 25 glorious years in the industry, serving 700+ customers
www.valuepoint.co.in
www.valuepointgroup.com