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HANSA Knowledge Process Outsourcing (KPO) - Corporate Presentation
The document outlines the business operations of a company serving various industries such as mining, automotive, and engineering across multiple countries in Africa and India. It details the establishment of a knowledge process outsourcing (KPO) division in 2009, which offers services in finance, supply chain management, and human resource outsourcing. The document emphasizes the company's commitment to customer-centricity and continuous improvement in its service offerings.
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HANSA Knowledge Process Outsourcing (KPO) - Corporate Presentation
- 1. Welcome to ourworld ….
- 2. INDUSTRIES SERVED: MiningAutomobiles Engineering Power Generation ESTABLISHED PRESENCE: Tanzania Zambia South Africa DRC IndiaUgandaKenya BRANDS: Consumables SERVICES: Passenger Vehicles Commercial Vehicles Tyres Mining Engines Generation & Power Plants Shared Services / Knowledge Process Outsourcing (KPO) INDUSTRIAL UNDERTAKINGS: Finance & Operating Lease Drill Meter Contracts MARC Contracts USPs: • India based Centralized Operations facility servicing clientele across the globe • Developing an array of customized software solutions in accordance with customer requirements Tanzania UgandaZambia Democratic Republic Of CongoSouth Africa IndiaKenya 2
- 3. 1985 Commenced business withFranchisee of Mitsubishi, Massey Ferguson and Yamaha (Marine) to formulate Diamond Motors Ltd. (Dar Es Salaam, Tanzania) 2000 • Acquired Service Contracts at Tanzania Mines • Distributorship of Yokohama • Commenced operations in Zambia • Commenced On-Highway Business 2000 Commenced Mining Business in Tanzania by supplies of parts 2001 Acquired Distributorship of Michelin Tyres, MTU Engines & Terex Reedrill Equipment's 2007 Commenced operations in Kenya 2008 • Commenced operations in South Africa • Commenced centralized shared services operations in Pune, India 2009Introduced Knowledge Process Outsourcing (KPO) services Tanzania UgandaZambia Democratic Republic Of CongoSouth Africa IndiaKenya 3
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- 5. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Established in 2009 as an integrated shared services arm of the renowned HANSA Group Centralized India based operational workforce of 200 highly skilled & tenured professionals Delivering an array of solutions in the Finance & Accounting, Supply Chain Management and Human Resource segments Operations spanned across East & Central Africa and India HANSA’s Facility in Pune, MH. INDIA. 5
- 6. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL •Be the customer preferred global shared services partner by 2018 KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL • We will accomplish this through our integrated strategy of continuous improvement and innovation, coupled with a perpetual focus on customer centricity 6
- 7. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Leadership Communicate Proactive NeverCompromise Integrity Accountability Team Work Act with Urgency Continuous Improvement Act as a Owner 7
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- 9. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL FINANCE& ACCOUNTING (FAO) • PROCURE TO PAY (P2P) • ORDER TO CASH (O2C) • RECORD TO REPORT (R2R) • FINANCIAL PLANING & ANALYTICS (FPnA) SUPPLY CHAIN MANAGEMENT (SCM) • DEMAND FORECASTING • SOURCING & PROCUREMENT • ORDER MANAGEMENT • REPLENISHMENT & INVENTORY OPTIMIZATION • TRANSPORTATION & LOGISTICS • WAREHOUSING HUMAN RESOURCE OUTSOURCING (HRO) • PAYROLL MANAGEMENT • RECRUITING & ONBOARDING • EMPLOYEE ENGAGEMENT • PERFORMANCE MANAGEMENT • LEARNING & DEVELOPMENT • COMPENSATION • BENEFITS INFORMATION TECHNOLOGY ENABLED SERVICES (ITES) • CUSTOMIZED SOFTWARE DEVELOPMENT • SHARE POINT 9
- 10. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Oil& Gas Mining Automobile Banking & Finance Retail Insurance 10
- 11. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGEPROCESS OUTSOURCING ACTUALIZING POTENTIAL FINANCE & ACCOUNTING (F&A) 11
- 12. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL SERVICEOFFERINGS • Purchase Planning • Vendor Management & Buying • Receiving • Invoicing • Vendor Advances & ReconciliationsPROCURE TO PAY (P2P) • Spend & Revenue Analytics • Revenue Forecasting • Budgeting & Reporting FINANCIAL PLANNING & ANALYTICS (FPnA) • Journals • Balance Sheet • Customized Reporting • P&L • Value Add Reports • Reconciliation • Fixed Assets RECORD TO REPORT (R2R) • Credit Analysis • Customer Billing • Cash Application • Collection • GL Posting & Reporting ORDER TO CASH (O2C) FINANCE & ACCOUNTING 12
- 13. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL •Analyze & reconcile short pays • Process write-offs and adjustment • Log incoming credit applications • Request Credit Reports • Communicate credit status & approvals • Maintain all customer accounts • Prepare approval & denial letters • Print & mail approval and denial letters ORDER TO CASH (O2C) - PROCESS CREDIT ANALYSIS CUSTOMER BILLING • Receive Sales data & invoice information from client • Generate customer bills • Print & Email customer invoices • Customer billing enquiries CASH APPLICATION • Receive payments, apply cash • Interface with bank, credit card & other cash receipt agencies • Reconcile credit card payments • Reconcile other payments • Verify & process chargebacks & reversals • Petty cash reconciliation & reimbursement • Lockbox reconciliation COLLECTION • Post A/R • Contact accounts to collect past-due balances • Prepare account status reports • Research and resolve A/R discrepancies • Print and mail collection letters GL POSTING & REPORTING KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL13
- 14. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL ORDERTO CASH (O2C) - CYCLE 14
- 15. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Quotation & Sales Order (SO) Aging Order Fulfillment Period Ontime Delivery (OTD) - % - Perfect Order Finance / Accounting - Invoice - Payments - Collections ORDER TO CASH (O2C) – KEY KPI & METRICSs Source: http://www.slideshare.net/NPFPMO/order-to-cash2014update-webfinalrev1spjc 15
- 16. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIALSource:http://www.slideshare.net/NPFPMO/order-to-cash2014update-webfinalrev1spjc PROCURE TO PAY (P2P) - PROCESS PURCHASE PLANNING Order book (updated with approved work orders) Authorisation of Monthly Production Plan Assessment of Monthly Materials requirements Authorisation of PR for procurement of material / services VENDOR MANAGEMENT & BUYING Vendor empanelment & vendor list updated Quotations invited & best quote selected Authorisation of PO/Service Contract Amendments to PO duly approved Vendor performance & appraisal RECEIVING Preparation of SRN & updation of Stock Register 3-way match between PO, SRN & Invoice QC Test Performed Updation of Excise Records Monitoring of open PRs & POs INVOICING Authorisation of Vendor Invoice Accounting of Invoice Reconciliation of Accounting Records with Excise Records Authorisation of Payment Voucher & Disbursement AUTHORISATION OF VENDOR ADVANCES & RECONCILIATIOINS Authorisation of Vendor Advances Reviewing of vendor ageing analysis Vendor Balance Confirmation Review of Annual Vendor Reconciliations 16
- 17. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – KEY ACTIVITIES PROCESS OBJECTIVE • Ensure timely availability of Products • Coordinating material receipt with Sales permit, to reduce material stock outs/ excesses • Optimize Inventory holding Levels • Monitoring Vendor Performance & availability of reliable, low cost vendor base • Identification and development of new vendor KEY ACTIVITIES Purchase Planning Vendor Selection Order Placing, Tracking & Invoice verification Inventory Management Receipt & Issue of Material Vendor Evaluation 1 2 3 4 5 6 Vendor Selection MAJOR PROCESS PROCESS (Aggregation of activities) SUB PROCESS PROCUREMENT Purchase Planning Inventory Level Management Order Placing & Tracking Vendor Evaluation A B C D E 1) Purchase Plan on Sales Forecasting basis 2) Material requirement estimation & Business Share Allocation 1) Vendor Identification 2) Vendor assessment, premises visits & approvals KEY PERFORMANCE INDICATORS (KPIs) Rational selection of quality material vendor Efficient procurement planning, which leads to minimum inventory holding cost and with no stock outs Correctly calculated reorder and minimum stock levels Open / Pending PR’s & PO’s Vendor appraisal and feedback on a timely basis 1 2 3 4 5 1 Timely & Comprehensive intimation to Corporate Office about existence of Vendors Vendor Selection & Price Revision Timely procurement in correct quantities and as per desired quality 2 3 REVIEWER REVIEW ROLES Unit Head Procurement Committee EVP-Ops/DGM Ops/ Procurement Controller ROLE 17
- 18. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – KEY ACTIVITIES PROCESS OBJECTIVE • Ensure timely availability of Products • Coordinating material receipt with Sales permit, to reduce material stock outs/ excesses • Optimize Inventory holding Levels • Monitoring Vendor Performance & availability of reliable, low cost vendor base • Identification and development of new vendor KEY ACTIVITIES Procurement Planning Vendor Selection Order Placing, Tracking & Invoice verification Inventory Management Receipt & Issue of Material Vendor Evaluation 1 2 3 4 5 6 Vendor Selection MAJOR PROCESS PROCESS (Aggregation of activities) SUB PROCESS PROCUREMENT Procurement Planning Inventory Level Management Order Placing & Tracking Vendor Evaluation A B C D E 1) Inventory Holding levels 2) Analysis of the stock level KEY PERFORMANCE INDICATORS (KPIs) Rational selection of quality material vendor Efficient procurement planning, which leads to minimum inventory holding cost and with no stock outs Correctly calculated reorder and minimum stock levels Open / Pending PR’s & PO’s Vendor appraisal on a timely basis 1 2 3 4 5 1 Timely & Comprehensive intimation to Corporate Office about existence of Vendors Vendor Selection & Price Revision Timely procurement in correct quantities and as per desired quality 2 3 REVIEWER REVIEW ROLES Unit Head Procurement Committee EVP-Ops/DGM Ops/ Procurement Controller ROLE 1) Raising Purchase Orders 2) Monitoring Order Execution 3) Gate Entry & Receipt of material 4) Quality Assurance 5) Updation of store records 6) Warehousing, Tagging & Physical Verification Process 18
- 19. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – KEY ACTIVITIES PROCESS OBJECTIVE • Ensure timely availability of Products • Coordinating material receipt with Sales permit, to reduce material stock outs/ excesses • Optimize Inventory holding Levels • Monitoring Vendor Performance & availability of reliable, low cost vendor base • Identification and development of new vendor KEY ACTIVITIES Procurement Planning Vendor Selection Order Placing, Tracking & Invoice verification Inventory Management Receipt & Issue of Material Vendor Evaluation 1 2 3 4 5 6 Vendor Selection MAJOR PROCESS PROCESS (Aggregation of activities) SUB PROCESS PROCUREMENT Procurement Planning Inventory Level Management Order Placing & Tracking Vendor Evaluation A B C D E 1) Vendor Appraisal (Monthly & Annual) KEY PERFORMANCE INDICATORS (KPIs) Rational selection of quality material vendor Efficient procurement planning, which leads to minimum inventory holding cost and with no stock outs Correctly calculated reorder and minimum stock levels Open / Pending PR’s & PO’s Vendor appraisal on a timely basis 1 2 3 4 5 1 Timely & Comprehensive intimation to Corporate Office about existence of Vendors Vendor Selection & Price Revision Timely procurement in correct quantities and as per desired quality 2 3 REVIEWER REVIEW ROLES Unit Head Procurement Committee EVP-Ops/DGM Ops/ Procurement Controller ROLE 19
- 20. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – PURCHASE PLANNING Purchase Planning is a fundamental piece of work which should be undertaken prior to commencing a purchase. It consists of activities tailored to prepare all the equipment specifications and associated detail for each item to be procured. Purchase Planning as a process has two sub processes under it: • Purchase Planning, basis Sales Forecasting • Material requirement estimation & business share allocation Purchase Planning, basis Sales Forecasting states the basis of preparation of the production Plans, which are the sales numbers forecasted for the next two months (One month firm and next month tentative) Material Requirement estimation states the factors and the numbers which are considered while preparing the purchase plan and the basis share allocation matrix. START Sales team at H.O. to communicate sales forecast to EVP Ops, DGM Ops, Controller Purchase Sales forecast would be for two months. Firm forecast for the immediately succeeding month and tentative for the succeeding month Based on the Sales forecast, the RM & PM Purchase Plan would be chalked out Closing stock position of the unit is considered for arriving at the final purchase requirement of each material Based on the Purchase Plan numbers, business share among vendors is allocated Vendor Selection 1 2 3 1 2 3 Production Plan Closing Stock & FG Report Purchase Order 20
- 21. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – VENDOR SELECTION This process captures various sub processes undertaken for selecting the right set of vendors for successful handling of purchase process. It has to be strategically handled and carefully monitored if quality vendors have to be selected for the job. A vendor has to work on these aspects, which are as follows: • Quality of supplies • Delivery of aspects • Service delivery aspectInventory Holding Levels 4 5 6 Comparative Quotation Analysis Vendor Price Approval Form Technical Specification Approval 7 Vendor Self Assessment 8 Vendor Premises Assessment Report 9 Vendor Code Creation Form 10 Logic Note START Purchase Committee to periodically conduct market surveys for new vendors Samples & Costing of the product to be checked in case of new vendor / new product VBF Shared with the Vendor till fill up Vendor Background Quality Team should then visit vendor premises for further evaluation Report of vendor premises visit prepared and shared with purchase committee Yes No No further enquiry Contract entered with the Vendor Vendor data updated in the vendor master Unique vendor codes should then be assigned to the vendor Samples of the Product / Material evaluated Quality Approved ? Vendor Short Listed Commercial run quantity ordered to the vendor Quality Approved ? Yes No A A 4 510 7 8 21
- 22. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – INVENTORY MANAGEMENT START Take data from stock register. Bin cards and closing stock to calculate consumption forecast, inventory holding cost, lead time and ABC classification Establish inventory levels, in the ERP or Manually Review inventory levels at a monthly interval to incorporate the changes in the stock levels Order Placing & Tracking Inventory Holding Levels are levels at which inventories of raw material, packing material and finished products are maintained to attain the following objectives: • Un-interrupted production • Least Capital Blockage • Maintenance of safety stocks to tackle unexpected or uncontrollable factors (e.g. Logistic bottlenecks) • Taking advantage of market conditions 22
- 23. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PROCURETO PAY (P2P) – ORDER PLACING & TRACKING START Consolidation of new product purchase requirement by the Controller, Purchase Order placement of Raw material and Packing material Order placement of material for Labels, CC Cartons P.O. to be raised at the H.O. by the Controller, Purchase P.O. would be raised by the DGM, Operations/EVP ops team P.O. would be raised by the Unite Head Gate Entry and receipt of Material Quality Assurance Check Updation of Stock Records Physical verification at month ends of RA, PM and FG stocks Vendor Evaluation 11 12 Order Placing & Tracking encompasses of activities from the generation of a purchase order to tracking the receipt of the stocks against the purchase order. It is an essential step post which the production activities initiate. 11 Inventory stock count sheets 12 PV Variance report http://www.slideshare.net/sammittal/presentation-on-procure-to-pay-process-for-better-understanding-of-the-process-key-conto?next_slideshow=2 23
- 24. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL RECORDTO REPORT (R2R) – SERVICE OFFERINGS • Adjustment entries • Actual entries • Re class entries • Reversals • Recurring journals JOURNALS • Credit Analysis • Debtors ageing analysis • Investment Analysis • Capital Expenditure Analysis • Vendor Supplier Performance Analysis • Tend Analysis BALANCE SHEET • Cash Flow Analysis • Budgeting / Planning • Treasury Reporting • Supply Chain Management • Working Capital Management • M&A Analysis • Financial Ratio Analysis • SOX Compliance Testing CUSTOMIZED REPORTING • Fixed / Variable Cost Analysis • Profitability Analysis by Products / Regions • Selling & Administration expenses analysis • Revenue analysis by segment, product, geography, customer • Expense analysis by account, function & cost center P&L • Employees to Sales ratio • Administration cost per employee ratio • Management costs to sales ratio • Capex Reporting • Head Count Reporting VALUE ADD REPORTS • Balance Sheet accounts • Bank • Inter Company • Fixed Asset • Payables • Receivables RECONCILIATION • Additions • Divestments • Transfers • Depreciation • Support revaluation / Impairment accounting • Project accounting • Reporting FIXED ASSETS CUSTOMIZED TECHNOLOGY SOLUTIONS SUPPORTING R2R PROCESSES KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL24
- 25. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL FINANCIALPLANING & ANALYSIS (FP&A) – SERVICE OFFERINGS • Competitive Analysis • Scenario Planning (What If Analysis) • Revenue modeling • Asset Management • Acquisition Strategy Support • Pricing Analytics • Product Profitability Analysis STRATEGIC PLANNING SUPPORT • Preparation of Budgets • Capital Budgeting • Business Case Creation • Re-building budget in case • Payback period analysis • Monitoring of budget • Preparation of monthly forecasts BUDGETING AND FORECASTING • Actively based costing • Cost Center Analysis • Fixed & Variable Cost Analysis • Inventory Analysis • Spend Analytics • Graphical Analysis • Product Cost Analysis COST AND MANAGEMENT ACCOUNTING • M&A Support • Model Variation / Maintenance • Business Case Development • Evaluation & Support • Investment Analysis • Headcount Reporting • Metrics Reporting • Earnings Analysis DECISION SUPPORT • MIS Reporting • Variance Analysis • Profitability / Cost Analysis • Revenue Analysis • SGnA Expense Analysis • VAT Reporting • Working Capital Analysis • Performance Reporting PERFORMANCE MEASUREMENT • Preparation of Financial Statements • Preparation of Accounting Schedules • Flash Reporting • BOD Reporting • CAPEX Analysis • Preparation of SEC Schedules • Analysis of SEC Schedules GL REPORTING https://www.infosysbpo.com/offerings/functions/finance-accounting/service-offerings/Pages/FA-quote-to-cash.aspx 25
- 26. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL SUPPLYCHAIN MANAGEMENT (SCM) 26
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- 28. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL SOURCING& PROCUREMENT s SOURCING & PROCUREMENT STRATEGY Analytics & Intelligence Sourcing Excellence Category Management Procurement Operations • Spend Analytics • Contract Analytics • Market Intelligence and Benchmarking • Strategic Sourcing • Tail-Spend Management • Demand Optimization • Supplier Negotiation • Supplier Relationship Management • Contract Life Cycle Management • Catalogue & Price Management • Compliance & Risk Management • Transactions Processing • Master Data Management • Help Desk • Continuous Improvement • Spot-Buy Optimization • Invoice Management PROCUREMENT TECHNOLOGY • Spend Analysis • Sourcing • Supplier Management • Savings Tracking • Contract Management • Procure-to-Pay https://www.gep.com/sites/default/files/end%20to%20end%20-%20big.jpg 28
- 29. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL START MANUFACTURE •% of Defects • Cost per operation hour • Capacity Utilization • Utilization of economic quantity ORDER ENTRY • Order Fulfillment Lead Time • % Data Accuracy • Order processing Time • Order Entry Cost ORDER PROCESSING • Total Cycle Time • Customer Query Time • Information processing costs FILL ORDER • Order fill rate • Order accuracy • Order Cycle Time • Accurate Order DELIVERY • Delivered Quality • Ontime Delivery • % of urgent deliveries • % of finished goods in transit CUSTOMER RECEIPT • Order to Cash cycle time • Customer Cycle time POST-DELIVERY ACTIVITIES • Customer Query Time • Customer complaints • % of returns • % of defects QuantityDelivery Time Quality SEAMLESS ORDER FULLFILMENT ORDER MANAGEMENT https://www.google.co.in/search?q=ORDER+FULFILLMENT+PROCESS+FLOW&espv=2&biw=1517&bih=735&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjmzIC3ubTPAhUMtY8KHSM5BoAQ_AUIBigB&dpr=0.9#tbm=isch&q=ORDER+FULFILLMENT+PROCESS+FLOW+IN+SUPPLY+CHAIN&imgrc=KLsSunOVh1nPzM%3A Step wise KPIs 29
- 30. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL REPLENISHMENTSOLUTION & INVENTORY OPTIMIZATION Business Scenario Planning Product Flow Optimization STRATEGICNETWORKDESIGN Policies Replenishment Tunneling Multi-Echelon Inventory Optimization Predictive Demand Modelling Trade Promotion Optimization Demand Sensing Plans Order Fulfillment Load Building Transportation Route Optimization Warehouse Execution mill allocation optimal flows demand + optimal inventory shipment orders replenishment tunnels Data Refresh Data Refresh Data Refresh BI, Ad Hoc DBs, Spreadsheets Corporate Data ERPP. MRP, TMS, WMS, SCM, Etc.file:///C:/Users/gev.sidhwa/Downloads/ORTEC_Predictive_Replenishment.pdf 30
- 31. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL DEMANDFORECASTING START Quantitative AnalysisQualitative Analysis Customer Survey Sales Force Composite Executive Opinion Delphi Method Past Analogy Time Series Analysis Casual Analysis Trend Analysis Simple Average Weighted Moving Average Simple Moving Average Simple Exponential Smoothing Holt’s Double exponential smoothing Winter’s Triple exponential smoothing Forecasts by Linear Regression Analysis http://image.slidesharecdn.com/demandforecastinginscm-120330004345-phpapp02/95/demand-forecasting-in-supply-chain-management-13-728.jpg?cb=1333068466 31
- 32. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL DEMANDFORECASTING • Generating baseline forecasts for supply and demand using best-fit algorithms and enriching demand forecasts based on available market intelligence • Developing these forecasts through qualitative and quantitative methods viz: Opinion of Experts| Delphi | Consumer surveys | Sales force surveys | Trend Analysis | Barometric forecasting | Econometric techniques, etc. • This is followed by consensus and interpretation of results • Product Segmentation: Categories are created to generate different trends for dependent and non-dependent products/services. By defining their nature and taking in factors such as lead-time to deliver, forecasts can be significantly more accurate • Forecast Methodology: This involves the selection of the most effective approach quantitative, qualitative or a combination of both • Trend Analysis: Mapping historical and Point of Sales (PoS) data, we are able to use a combination of our expertise to suggest a way forward 32
- 33. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL WAREHOUSEMANAGEMENT SERVICES: • Consolidations • Design & Space Management • Inventory Management • Material Receipts & Timely Replenishment • Improved inventory positions • Improved customer service • Improved buying power / leverage • Increased global presence • More reliable production schedules • Reduced overhead expenses • Reduced internal labor • Refocus on your core competencies • Unique sourcing opportunities • Strategically positioned warehouses VAS Zambia (Lumwana) Tanzania (Dar-es -Salaam, Geita & North Mara) Kenya (Nairobi) South Africa (Johannesburg) WAREHOUSE LOCATIONS 33
- 34. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL WAREHOUSEMANAGEMENT KEY ACTIVITIES: • Receiving Of Parts from supplier Local, Imports • Counting of Parts & making GRN. Intimation of discrepancy if any • Making Payment Voucher & forwarding to Accounts for vendor payments • Binning of Parts physically & in system • Perpetual Inventory as per decided frequency • Bond Management system • Sundry Purchase Order(SPO) for Deboning Request , Duty Payments • Issuing Material against Job cards from site locations • Liassioning with Suppliers for Receipt, Storage & Dispatch of goods 34
- 35. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL WAREHOUSEMANAGEMENT WAREHOUSE MANAGEMENT SYSTEM (WMS): FEATURES: • Sales Ledger • Purchase Ledger • Nominal Ledger • Asset Register • Management Accounts • Stock Management • Point of Sale (PoS) • Purchase Control • Stock Checking • Workshop Loading • Vehicle Stockbooks • CRM • Franchise Data • Advanced Analysis • Document Archives • Spreadsheet Interface • System Utilities • Reporting 35
- 36. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL DiamondMotors Limited Tanzania Heavy Duty Racking: 10,000 Sq. Ft. Mezzanine (For Bonded Vehicles): 50,000 Sq. Ft. Bonded Area: 20,000 Sq. Ft. WAREHOUSE MANAGEMENT 36
- 37. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL HansaLimited Zambia Area Dimensions: 32m x 30m x 8m WAREHOUSE MANAGEMENT 37
- 38. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL MAINTENANCEREPAIR OPERATIONS (MRO) • For organizations dependent on manufacturing of goods, the maintenance of fixed assets is crucial • With us, companies are able to improve spare parts forecasting and inventory deployment • We use advance segmentation, statistical tools and models to optimize target stock levels based on service requirements and operational characteristics • We execute the procurement and conduct inventory management, returns, repair and fulfillment activities necessary to satisfy service objectives at the best possible cost • Analyzing Spare Parts Demand Characteristics • Providing Supply Risks • Order Variability (Cleansing New & End-Of-Life Parts Data) KEY MRO ACTIVITES 38
- 39. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL TRANSPORTATION& LOGISTICS MANAGEMENT KEY ACTIVITES: • Freight Bill audit • Payment and dispute resolution • Complying with regulatory mandates • Documentation (LC, B/L, PL, etc.) • Day-to-day Spot Procurement • Contract Management • Carrier Performance Analysis • Carrier Selection • Fleet Management • Optimizing sourcing of freight to carriers • Multimodal Transport selection • Route & Schedule Management • Consolidations SERVICES: 39
- 40. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGEPROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Human Resource Outsourcing (HRO) 40
- 41. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGEPROCESS OUTSOURCING ACTUALIZING POTENTIAL Learning & Development Compensation Payroll Management Recruiting & OnboardingEmployee Engagement Performance Management Benefits 41
- 42. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PAYROLLMANAGEMENT PAYROLL CYCLE I. Payroll & Inputs Processing • Payroll inputs provided by the client • Inputs reviewed & uploaded by HANSA • Trial results reviewed & confirmed by the client II. Post Processing • Generation & Distribution of pay slips • Generation of Bank/WPS & G/L file • Submission of statutory declarations III. Administration • Master data updates • Statutory changes • Employee Certificates Cut Off Date Processing Date Pay Day http://image.slidesharecdn.com/standard-150724193216-lva1-app6892/95/payroll-outsourcing-implement ation-marko-taylor-mercans-recruitment-pay roll-out sourcing-employee-outsourcing-bpo-manpow er-outsourcing -software-dubai-uae-saudi-arabia-middle-east-www mercanscom-30-638.jpg?cb=1437804779 KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL42
- 43. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL RECRUITMENT– PROCESS FLOW: https://talentblueprint.files.wordpress.com/2010/09/slide6_40.jpg RECRUITING & ONBOARDING 43
- 44. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL RECRUITING& ONBOARDING Pre-Boarding Requisition Pre-Boarding Offer Acceptance Orientation Portal Employee Provisioning Employee Induction Prior to candidate selection, hiring managers complete provisioning of key assets (Facility Access, Hardware, Phones, etc.) New candidates are directed to the orientation portal that provides information relevant to their organization New employees and Managers complete tasks during the first six months of a new hire’s employment New potential candidates directed to complete their offer acceptance online and key information is collected (Contact details, Banking details, etc.) Employee information is received from HRMS and the hiring Manager is invited to complete the provisioning tasks that grant assets and access to their new employee KEY PHASES IN THE ONBOARDING PROCESS: https://talentblueprint.files.wordpress.com/2010/09/slide6_40.jpg 44
- 45. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL LEARNING& DEVELOPMENT LEARNING MODULES CORPORATE PROGRAMS SELF HELP & e-LEARNING SHORT STANDARD COURSES FUNCTIONAL TECHNICAL REGULATORY BESPOKE & TEAM INTERVENTIONS INTERNAL L&D TEAM INTERNAL MANAGERS & TECHNICAL EXPERTS EXTERNAL FACULTY BUSINESS PARTNERS LOCAL L&D CUSTOMER DEMAND FROM THE BUSINESS FRAMEWORK 45
- 46. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL LEARNING& DEVELOPMENT IN-HOUSE LEARNING MANAGEMENT SYSTEM (LMS) KEY FEATURES: • SCORM 2004, 1.2 Compliant • Roles Based Access Control • Web Based Training • Classroom Training • Curricula • Periodic Training • Compliance Tracking • Self Registration • HR Feed, User Bulk Import • Custom Email Notifications • Learning Groups • Import Third Party Content • Library Documents • Group Based UI Styles • Training Calendar • Training History Card • Custom Certificates • Ecommerce Supported • UI Branding • Web & Excel Reports • Survey & FAQ • Forums KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL46
- 47. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PERFORMANCEMANAGEMENT Planning & Goals • Clarify expectations • Establish KRAs/KPIs • Link to organization goals • Plan professional development I. Performance Planning/ Expectation Setting II. Quarterly Review and Feedback III. End of Year Evaluation End of Year Evaluation / R&R • Summarize critical goals and achievements • Establish overall rating based on performance throughout the year • “Star Of The Month”: Performance based award to deserving employees Ongoing Review, Coaching and Feedback • Confirm areas for focus • Provide constructive feedback • Documentation PERFORMANCE MANAGEMENT CYCLE 47
- 48. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL PERFORMANCEMANAGEMENT KRA / KPI SETTING BUSINESS UNIT: DESIGNATION: KRA SETTING AND QUATERLY REVIEW PERIOD: 2016 E.NO: DEPARTMENT: REPORTING MANAGER'S NAME: RITISH SETHI NAME: TOTAL EXPERIENCE: REVIEWING OFFICER: RAGHAVENDRA PATIL DATE OF JOINING: Level 5 Level 4 Level 3 Level 2 Level 1 (Excellent) (V Good) (Good) (Average) (Below Avg) Q1 Q1 Q2 Q2 Q3 Q3 Q4 100% 90% 80% 50% 10% Q4 Q1 Q1 Q2 Q2 Q3 Q3 Q4 100% 90% 80% 50% 10% Q4 Q1 Q1 Q2 Q2 Q3 Q3 Q4 100% 90% 50% 20% 10% Q4 Q1 Q1 Q2 Q2 Q3 100% 80% 50% 20% 10% Q3 Q4 100% 80% 50% 20% 10% Q4 Q1 Q1 Q2 Q2 Q3 100% 80% 50% 20% 10% Q3 Q4 100% 80% 50% 20% 10% Q4 Q1 Q1 Q2 Q2 Q3 100% 80% 50% 20% 10% Q3 Q4 100% 80% 50% 20% 10% Q4 0 0 0 0 Quarter Q2 Rating Variable payout Q3 1 0% Q4 2 25% 3 50% 4 75% 5 100% 50-65% 65-80% 80-90% 100% 90% and above % Achievement Self Signature Sign by Reporting Manager Rating Scale <50% Excellent Average Good Very good Description Below Average Learningand Development Q1 Self Signature Reporting Manager Comments and Improvement Areas: Self CommentsI am in agreement to achieve the above Yearly and Quarterly KPI's. 6 20% 5% 1 Training / Quarter Training Session attended & completed (10% - Nominate self for eligible training program) (20% - Ensure end-to-end participation for the designated period) (50% - Render appropriate feedback) (80% - Appear for the relevant post training quiz) (100% - Ensure successful completion of the quiz by passing out in accordance with the defined benchmark) Conduct market analysis and evaluate competitor's practices and market status 10% 2 Reports / Quarter Q3 - Detailed Market Research for AMERICAS / EMEA Q4 - Detailed Market Research for APAC / CIS (10% - Perform & Complete Economy Trend Analysis) (20% - Perform & Complete Industry Trend Analysis) (50% - Perform & Complete Prospect Analysis) (80% - Perform & Complete Competetive Analysis) (100% - Perform & Complete S.W.O.T. Analysis) Mastering Financial Negotiations in New Business acquisitions Accomplish business development activities by researching and developing marketing opportunities and plans; implementing sales plans 5% Process Wise Business Models Q3 - Create & Finalize Domain Specific business models for Finance & Accounting Operations (FAO) Q4 - Create & Finalize Domain Specific business models for SCM & HRO (10% - Capability Mapping) (20% - Technology Mapping) (50% - List of activities & Timelines to each) (80% - Create proposed outlay for approval) (100% - Roll out the finalized version post approval Develop and manage a pipeline of opportunities and convert prospects into acquisitions. / 20%Coversions per quarter Q4 - Develop pipeline of customers for the focused geographies (10% - Discover/Identify Prospect & initiate first contact) (20% - Qualify / Opportunity Assessment (50% - Present Proposal) (90% - Negotiations on Pricing / SLAs) (100% - Signed MSA/SOW) KRA & KPI Setting And Quarterly Review Form (Period July 2016 - December 2016) Perspective Weightage (%) LoP (Level of Performance) Quarter Rating Final ratings by Reviewing Officer and HR KPI's RATINGSKRA' DESCRIPTION Final Score (Linked to Weightages)Self Mgr's Quarter Quarter S.NO KRA MoP (Measure of Performance) Finance 1 InternalProcess 245 Customer 3 Value = US$ .084 Milln. Targets set will be with effect from Q4 of this Calendar Year. (i.e. November & December 2016) (10%- < .020 Milln.) (50%- < .040 Milln.) (80%- < .060 Milln.) (90%- < .080 Milln.) (100%- > .084 Milln) Achieve KPO Revenue Targets set in accordance with the company defined benchmarks 40% Acquire & Develop clients across multiple industries. 20% Q4 - 1 Overseas Partner to be identified for the focused geographies (10% - Identify Potential Partner, Gather requirements & work on Solution) (50% - Present First Draft of Proposal to the Management) (80% - Present Final Proposal for appproval) (90% - Negotiate Key Terms / SLAs) (100% - Acquire duly Signed Contract) Develop potential offshore partners within the assigned geographies for market penetration & tapping new potential customers KEY AREAS OF MEASURE: • Finance • Process • Customer • Internal Process • Learning & Development LEVELS OF PERFORMANCE: • Level 1 (Below Average) • Level 2 (Average) • Level 3 (Good) • Level 4 (Very Good) • Level 5 (Excellent) RATINGS: • Self Rating • Manager Rating • Final Rating (By Reviewing Officer & HR) 48
- 49. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Successlevers: • Strategy - Looking objectively & rigorously at the business problems we face - Focusing on finding the right employees & keeping them engaged • Accountability & Performance - Focus on outcomes - Rigorously measure success at every level • Communication - Cultural alignment between employees & company - Strategic alignment between activities & company goals - Corporate communication touch points to reinforce commitments to employees & customers • Development - Comprehensive Management & Leadership programs - Performance driven coupled with a comprehensive succession plan EMPLOYEE ENGAGEMENT OVERVIEW http://www.slideshare.net/hrtalksblog/employee-engagement-9147086?qid=848e74f3-4fe1-434e-ae35-cab7e833432e&v=&b=&from_search=6 49
- 50. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL EMPLOYEEENGAGEMENT ENGAGEMENT MODEL QUALITY OF LIFE WORK COMPANY PRACTICES PEOPLE TOTAL REWARDS OPPORTUNITIES ENGAGEMENT • Work Activities • Sense of Accomplishment • Resources • Processes • Senior Leadership • Managers • Colleagues • Valuing People • Customers • Career Opportunities • Training & Development • Physical Work Environment • Work Life Balance • Policies & Practices • Performance Management • Brand Alignment • Company Reputation • Diversity • Pay • Benefits • Recognition http://www.slideshare.net/hrtalksblog/employee-engagement-9147086?qid=848e74f3-4fe1-434e-ae35-cab7e833432e&v=&b=&from_search=6 50
- 51. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL COMPENSATIONMANAGEMENT MAJOR COMPONENTS • Basic wage & salary plans • Incentives • Employee Benefits • Performance-based pay TYPES Direct Compensation • Wages • Salaries • Commissions, Bonuses, Gainsharing, Profit Sharing Indirect Compensation • Pay for time not worked (Privileged Leave, Casual Leave, Sick Leave, Public Holidays, etc.) • Insurance Coverage (Medical, Dental, Life, etc.) • Income Security (Pensions & Disability) • Services (Education assistance, Child Care, Recreation, Discounts, etc.) http://www.slideshare.net/rajnishdeo/ppt-on-tcs 51
- 52. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL BENEFITS OFFERINGS •Meal Coupons • Private Group Medical Insurance • Work from Home (Case-to-Case basis) • Company car (Sr. Managers & Above) • Cell Phone (Sr. Managers & Above) • HRA • Conveyance • LTA • Monthly Reimbursements: - Office cell phone usage cost - Office wear - Medical - Parking Ticket / Monthly Pass http://www.slideshare.net/EdenredUK/employee-benefits-presentation 52
- 53. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGEPROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Information Technology Enabled Services (ITES) 53
- 54. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL SERVICEOFFERINGS BESPOKE SOFTWARE: • Flexible engagement Models • 24×7 Project Collaboration Portal • Waterfall & Agile fall Methodology • Desktop, Web & Mobile enabled • B2B & B2C CUSTOMIZED SOFTWARE APPLICATIONS PRODUCT DEVELOPMENT: • Operational Concept Visualization • Prototyping & Proof of Concepts • Usability & Branding • IV&V for Quality Assurance • Staff Augmentation MORDERNIZATION: • Responsive Web Design • Usability& Accessibility • Reengineering 54
- 55. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL SERVICEOFFERINGS • Improve Employee Productivity by having easy access to information • Explore and assimilate information across the enterprise • Connect with people and expertise • Create an Enterprise Social Network, Integrate with Yammer, Facebook at Work, Twitter, Facebook etc. • Forecast new business opportunities • Make improved Business Decisions through custom/drill-down reports, graphical visualizations and advance/predictive analytics • Reliable Risk analysis and management SHARE POINT 55
- 56. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL TECHNOLOGYPARTNERSHIPS SERVICES: • Custom Applications • SharePoint Services • Business Intelligence • CRM Online • Managed Services PRODUCTS: • HRMS • e-Docs • e-Green Office • e-Meetings • Law Centre • KNOW • Safety Tracking PRODUCTS: • Accounting • Fixed Assets • Commerce • Manufacturing • Payroll • Dashboards (MIS) SERVICES: • ERP Training • Implementation Support for ERP • Out sourcing services for ERP • Third Party Software Implementation • Data - Cleaning / Validation / Migration • Pre ERP Consultation 56
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- 58. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGEPROCESS OUTSOURCING ACTUALIZING POTENTIAL KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Strategy Implementation & Process Partner (SIPP) 58
- 59. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL STRATEGYIMPLEMENTATION & PROCESS PARTNER INFORMATIONAL STRATEGIC TRANSACTIONAL INFRASTRUCTURE 59
- 60. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL TotoSoL 1 2 3 4 Ourproprietary engagement model custom-designed to bring together the best of Consulting, Analytics and Process Outsourcing. TotoSoL 60
- 61. KNOWLEDGE PROCESS OUTSOURCING ACTUALIZING POTENTIAL Atyour service: Hansa Management Services Pvt. Ltd. P-1, Pentagon Towers, Magarpatta City, Pune – 411 014. India. Maharashtra. INDIA. T: +91 20 66839245 | F: +91 20 66839250 E: hansakpo@hansa-global.com | W: www.hansakpo.com