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Brandix Shared Services Journey
4th National SSO and BPM Conclave
November 2014
Brandix Group Overview
About Brandix
Single largest apparel exporter in Sri Lanka with an annual Turnover exceeding
$700Mn
Employing over 47,000 Associates and generating indirect employment to an
equivalent number
Supported by over 42 manufacturing facilities in Sri Lanka, India and Bangladesh
spanning across approximately 4 million Sq.ft
Established a first of its kind, integrated apparel supply chain city spreading over
1,000 acres in the port city of Visakhapatnam, India
Providing over 50% of value addition locally through our down stream operations
in textiles, thread, buttons and hangers
The first ever “LEED Platinum” rated apparel manufacturing facility in the world
Brandix has built strong tie-ups with leading global brands
Single largest woven bottoms manufacturer in Sri Lanka- expanded to Bangladesh
Leading
Supplier
Partnering in
Innovation
Forging Strategic
Relationships
• # 1 with Pink on Lounge /
Yoga
• # 1 with Express on Yoga
• Largest supplier to H&M on
bra’s with a speed pipeline
• # 1 with M&S on underwear
• # 1 with VS on underwear
• # 1 with Pink on underwear
• Innovation center for
special finishes, washes on
woven bottoms for Gap
and Banana Republic
• Design hub in SL + US to
cater to the Limited Group
• Design & R&D hub for
Tommy H Europe
• Pioneer in speed for VS
• Strategic vendor to M&S
& LE
• New collaboration with J
Crew & Calvin Klein
• Strategic supplier to VS &
Pink
• Single largest new supplier
to Decathlon on
Sportswear
Our Vision
To be
for branded clothing
The Ceylon Chamber of
Commerce recognized
Brandix to be among the Top
10 Best Corporate Citizens
for the year 2013
2 0 1 3
The first apparel
manufacturer in the world to
obtain the ISO 50001:2011
Energy Management
Systems certification
Adjudged as the M&S ‘Plan
A Supplier of the Year’ and
also clinched the ‘People’
category award at the Plan A
Conference 2012
2 0 1 2
The first corporate entity to
be recognised as Sri Lanka's
'Organisation Committed to
Green' for the year 2013 by
the Green Building Council of
Sri Lanka
2 0 1 4 2 0 1 1
Our Customers
Brandix Mercury Asia
Brandix Mercury Story
 Founded in 2008 to integrate & standardize
F&A processes across the group
 Operated from the World Trade Centre,
Colombo and a second Delivery Centre at
Brandix Centre of Inspiration, Ekala
 Production capacity of ~36,000 Sq. ft. with
340 fitted out ready-to-operate work
stations in a single shift with capacity for
expansion
 Employed 179 FTEs in F&A, HR services,
procurement , analytics and LPO (for
Brandix and two external clients)
 Facility was certified under ISO 9001:2008
and ISMS 27001:2005
 In- house expertise in Infor M3 , Oracle,
OmniFlow
Process Complexity and Functional Spread
2008 2013
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Payable
Accounts
Receivable
Accounts
Receivable
Accounts
Receivable
Accounts
Receivable
Accounts
Receivable
Accounts
Receivable
Accounts
Receivable
Working
Capital
Mgmt.
Working
Capital
Mgmt
Working
Capital
Mgmt
Working
Capital
Mgmt
Working
Capital
Mgmt
Working
Capital
Mgmt
Gen. Proc. Gen. Proc. Gen. Proc. Gen. Proc. Gen. Proc.
Reporting Reporting Reporting Reporting
Marketing
Support
Marketing
Support
Demand
Planning
Demand
Planning
Analytics
LPO
ProcessComplexity
Time
Works HR Works HR Works HR
Customer Engagement
Assess on going services /
process changes and issue
resolution
• Monthly SLA Review meetings
• Quarterly / Annual Face to Face meetings with
SBUs
Process Orientation and
Business Changes
• Meetings with the business on any new changes
that will impact the processes
• Shared Services Process orientation to BU teams
Customer Satisfaction and
Future Opportunities
• Annual “Voice of Customer” surveys
• Communicating action plan based on feed back
2011 2013
92%
Servicing 9 SBUs
96%
Servicing 18 SBUs
Outcome
A Great Place to Work
• Daily Huddles
• One to One
sessions
• CEO Tea sessions
• Skip-level
meetings
• GPTW survey
• BUDDY program
• TGIM
• HR Champions
• Sports and
welfare
initiative
• Vulnerability
Index
• Grooming Young
Minds “GYM”
• Training
partnerships with
CIMA , CASL &
robust 2 year
training program &
membership
support
• Value Display
Recognition
• Sparks
(Improvement
& Innovation
award)
Communication
Enablement`
Education
Support
Rewards &
Recognition
Employee
Engagement
BMA Value Creation
Supporting 300% Revenue Growth in Brandix from ‘08 to ‘13 through,
• Reduction in direct cost per transaction (2008 to 2013)
• Holding total people cost increase (2008 to 2013)
• Reduction in cost per invoice
• Reduction in Cost per FTE to the business
• Supporting volume increase with marginal head count increase
~USD 2M value delivered to Brandix Group from inception to spin-off
15%
5.6%
13%
7%
Strategic Change
2012
2011
2015
2009–2010
2013-2014
2008
Leverage on the BPM
partner to support
Brandix’s 2017 vision
of doubling it’s current
Turnover
Analytics powered
value proposition to
our customers to
become “THE
inspired solution for
Apparel” in Sri Lanka
Collaboration
with Sri Lanka’s
oldest law firm
on LPO services
Expanded
finance and
accounting BPM
services with
operations for a
leading Telecom
client
Expanded the
service portfolio
to HR Services
and set up the
2nd delivery
centre at BCI,
Ekala
Formed A
separate entity to
support the
journey –
Brandix Mercury
Asia
Commenced
market Support
and Procurement
Support to a
Leading FMCG
client
Expanded
service offerings
to higher
complexity F&A
processes
Expanded
functional
expertise to
General
Procurement
Established the
shared services
centre for F&A
Process Scalability
and agility for the
business
BPM Growth through Third
Party
Offerings
Accelerated
Growth to
support
Brandix vision
Game Changer
In Sri Lanka
Apparel and
Total Inspired
Solution
Partnered with one of
the largest BPM
providers in the world
for the “spin-off” of the
operation
Planned the next
phase of outsourcing
to grow the exiting
operation to 300 FTEs
Post Spin-Off Value Delivered to date
• Increase the Operational strength from 179 FTEs to 300 FTEs
• Functional spread to Logistics , Supply Chain and Executive HR Services
• Deployment of Tech tools to manage operational performance
• Real time dashboards and visualization
• Robust governance framework on the engagement
• Deployment of Operational Excellence framework including 5s, LEAN and 7Wastes
• Providing embedded analytics on finance
~USD 3M value delivered to Brandix Group within the first year of operation
The Future
Analytics as a way of life Apparel Centre of Excellence
Operating Model & Gen 4
Value Creation
 Define a “Future Ready” operating
model to enable Brandix to:
− Accelerate transition to a
function based structure
− Build “best in class
capabilities” to drive
functional excellence
− Leverage Centre of Scale and
Centre of Expertise to improve
productivity
 Supply Chain Transformation
committed savings of ~USD 4M
year on year
Building “high performing analytics
engine” to support achievement of
the Brandix vision by continuously
challenging the status quo through
data powered analytics in,
 Sales Growth – wallet share
increase
 Operational Efficiency - capacity
 Supply chain – Direct material
cost reduction
 Finance – Managing support org
cost and efficiencies to support
future growth
Setting up of “Apparel COE” to
provide analytics powered services
to companies in apparel value
chain.
 Bring on board Brandix’s
industry value chain insights
and Accenture’s advance
analytics capabilities
 Enable Brandix vision of being
“THE inspired solution for
branded clothing”
Our Learnings
The strategy
 Supports Brandix’s ambitious growth in
apparel with a best in class support
organisation
 Embed apparel domain expertise within
the team before spin-off to support
business alignment and multi-functional
outsourcing in the future
Captive shared services to support
the main business
To build a shared services with a
view of making it a revenue
generating business – 3rd party
growth as a BPM provider
To build a shared services as an
investment to spin-off at a future
date
 The Chairman, the Board and the senior
stakeholders of the apparel business were
fully on board with the strategy and
supported the shared services build up
and subsequent spin-off
Executive
Sponsorship and
Support
People
 The team consists of “best of both worlds”
– industry expertise & experience in
Apparel as well as know-how in shared
services and BPM.
Right Partner for
spin offr
 Spin off partner was one of world’s best in
their chosen industry but with expertise on
Apparel to support the growth of Brandix
 Strong cultural alignment between the
partner and Brandix with shared values
1
2
3
4
Thank You

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Brandix Shared Services Journey

  • 1. Brandix Shared Services Journey 4th National SSO and BPM Conclave November 2014
  • 3. About Brandix Single largest apparel exporter in Sri Lanka with an annual Turnover exceeding $700Mn Employing over 47,000 Associates and generating indirect employment to an equivalent number Supported by over 42 manufacturing facilities in Sri Lanka, India and Bangladesh spanning across approximately 4 million Sq.ft Established a first of its kind, integrated apparel supply chain city spreading over 1,000 acres in the port city of Visakhapatnam, India Providing over 50% of value addition locally through our down stream operations in textiles, thread, buttons and hangers The first ever “LEED Platinum” rated apparel manufacturing facility in the world
  • 4. Brandix has built strong tie-ups with leading global brands Single largest woven bottoms manufacturer in Sri Lanka- expanded to Bangladesh Leading Supplier Partnering in Innovation Forging Strategic Relationships • # 1 with Pink on Lounge / Yoga • # 1 with Express on Yoga • Largest supplier to H&M on bra’s with a speed pipeline • # 1 with M&S on underwear • # 1 with VS on underwear • # 1 with Pink on underwear • Innovation center for special finishes, washes on woven bottoms for Gap and Banana Republic • Design hub in SL + US to cater to the Limited Group • Design & R&D hub for Tommy H Europe • Pioneer in speed for VS • Strategic vendor to M&S & LE • New collaboration with J Crew & Calvin Klein • Strategic supplier to VS & Pink • Single largest new supplier to Decathlon on Sportswear
  • 5. Our Vision To be for branded clothing The Ceylon Chamber of Commerce recognized Brandix to be among the Top 10 Best Corporate Citizens for the year 2013 2 0 1 3 The first apparel manufacturer in the world to obtain the ISO 50001:2011 Energy Management Systems certification Adjudged as the M&S ‘Plan A Supplier of the Year’ and also clinched the ‘People’ category award at the Plan A Conference 2012 2 0 1 2 The first corporate entity to be recognised as Sri Lanka's 'Organisation Committed to Green' for the year 2013 by the Green Building Council of Sri Lanka 2 0 1 4 2 0 1 1
  • 8. Brandix Mercury Story  Founded in 2008 to integrate & standardize F&A processes across the group  Operated from the World Trade Centre, Colombo and a second Delivery Centre at Brandix Centre of Inspiration, Ekala  Production capacity of ~36,000 Sq. ft. with 340 fitted out ready-to-operate work stations in a single shift with capacity for expansion  Employed 179 FTEs in F&A, HR services, procurement , analytics and LPO (for Brandix and two external clients)  Facility was certified under ISO 9001:2008 and ISMS 27001:2005  In- house expertise in Infor M3 , Oracle, OmniFlow
  • 9. Process Complexity and Functional Spread 2008 2013 Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Receivable Accounts Receivable Accounts Receivable Accounts Receivable Accounts Receivable Accounts Receivable Accounts Receivable Working Capital Mgmt. Working Capital Mgmt Working Capital Mgmt Working Capital Mgmt Working Capital Mgmt Working Capital Mgmt Gen. Proc. Gen. Proc. Gen. Proc. Gen. Proc. Gen. Proc. Reporting Reporting Reporting Reporting Marketing Support Marketing Support Demand Planning Demand Planning Analytics LPO ProcessComplexity Time Works HR Works HR Works HR
  • 10. Customer Engagement Assess on going services / process changes and issue resolution • Monthly SLA Review meetings • Quarterly / Annual Face to Face meetings with SBUs Process Orientation and Business Changes • Meetings with the business on any new changes that will impact the processes • Shared Services Process orientation to BU teams Customer Satisfaction and Future Opportunities • Annual “Voice of Customer” surveys • Communicating action plan based on feed back 2011 2013 92% Servicing 9 SBUs 96% Servicing 18 SBUs Outcome
  • 11. A Great Place to Work • Daily Huddles • One to One sessions • CEO Tea sessions • Skip-level meetings • GPTW survey • BUDDY program • TGIM • HR Champions • Sports and welfare initiative • Vulnerability Index • Grooming Young Minds “GYM” • Training partnerships with CIMA , CASL & robust 2 year training program & membership support • Value Display Recognition • Sparks (Improvement & Innovation award) Communication Enablement` Education Support Rewards & Recognition Employee Engagement
  • 12. BMA Value Creation Supporting 300% Revenue Growth in Brandix from ‘08 to ‘13 through, • Reduction in direct cost per transaction (2008 to 2013) • Holding total people cost increase (2008 to 2013) • Reduction in cost per invoice • Reduction in Cost per FTE to the business • Supporting volume increase with marginal head count increase ~USD 2M value delivered to Brandix Group from inception to spin-off 15% 5.6% 13% 7%
  • 13. Strategic Change 2012 2011 2015 2009–2010 2013-2014 2008 Leverage on the BPM partner to support Brandix’s 2017 vision of doubling it’s current Turnover Analytics powered value proposition to our customers to become “THE inspired solution for Apparel” in Sri Lanka Collaboration with Sri Lanka’s oldest law firm on LPO services Expanded finance and accounting BPM services with operations for a leading Telecom client Expanded the service portfolio to HR Services and set up the 2nd delivery centre at BCI, Ekala Formed A separate entity to support the journey – Brandix Mercury Asia Commenced market Support and Procurement Support to a Leading FMCG client Expanded service offerings to higher complexity F&A processes Expanded functional expertise to General Procurement Established the shared services centre for F&A Process Scalability and agility for the business BPM Growth through Third Party Offerings Accelerated Growth to support Brandix vision Game Changer In Sri Lanka Apparel and Total Inspired Solution Partnered with one of the largest BPM providers in the world for the “spin-off” of the operation Planned the next phase of outsourcing to grow the exiting operation to 300 FTEs
  • 14. Post Spin-Off Value Delivered to date • Increase the Operational strength from 179 FTEs to 300 FTEs • Functional spread to Logistics , Supply Chain and Executive HR Services • Deployment of Tech tools to manage operational performance • Real time dashboards and visualization • Robust governance framework on the engagement • Deployment of Operational Excellence framework including 5s, LEAN and 7Wastes • Providing embedded analytics on finance ~USD 3M value delivered to Brandix Group within the first year of operation
  • 15. The Future Analytics as a way of life Apparel Centre of Excellence Operating Model & Gen 4 Value Creation  Define a “Future Ready” operating model to enable Brandix to: − Accelerate transition to a function based structure − Build “best in class capabilities” to drive functional excellence − Leverage Centre of Scale and Centre of Expertise to improve productivity  Supply Chain Transformation committed savings of ~USD 4M year on year Building “high performing analytics engine” to support achievement of the Brandix vision by continuously challenging the status quo through data powered analytics in,  Sales Growth – wallet share increase  Operational Efficiency - capacity  Supply chain – Direct material cost reduction  Finance – Managing support org cost and efficiencies to support future growth Setting up of “Apparel COE” to provide analytics powered services to companies in apparel value chain.  Bring on board Brandix’s industry value chain insights and Accenture’s advance analytics capabilities  Enable Brandix vision of being “THE inspired solution for branded clothing”
  • 16. Our Learnings The strategy  Supports Brandix’s ambitious growth in apparel with a best in class support organisation  Embed apparel domain expertise within the team before spin-off to support business alignment and multi-functional outsourcing in the future Captive shared services to support the main business To build a shared services with a view of making it a revenue generating business – 3rd party growth as a BPM provider To build a shared services as an investment to spin-off at a future date  The Chairman, the Board and the senior stakeholders of the apparel business were fully on board with the strategy and supported the shared services build up and subsequent spin-off Executive Sponsorship and Support People  The team consists of “best of both worlds” – industry expertise & experience in Apparel as well as know-how in shared services and BPM. Right Partner for spin offr  Spin off partner was one of world’s best in their chosen industry but with expertise on Apparel to support the growth of Brandix  Strong cultural alignment between the partner and Brandix with shared values 1 2 3 4