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SCM/ Purchase > Supplier Relationship Management
Expanding Supplier Engagement Networks
A Supplier Relationship Effectiveness project was undertaken for an NBFC to expand their Direct Selling Agent (DSA) network. The project involved identifying additional geographies to penetrate, identifying the major DSAs active in that region, re-working the commission structures to make it more attractive for DSAs and training the sales team to be able to give a quicker confirmation on loan sanctions. By effectively engaging the DSAs through a dedicated sales teams, the company was able to increase their active DSA count from 45 to 62, leading to a 50% increase in the file sourcing and increasing the annual disbursements from INR 40 crore to INR 55 crore.
Operations > Workflow Analysis
Optimizing Water Usage for Sustainability
A sustainability improvement project was done in a beverage plant focused on Water Usage Optimization. The plant faced excessive water consumption and high utility costs, impacting sustainability efforts. To address these issues, project team implemented advanced water recycling systems and installed sensor-based monitoring to track usage in real-time. Additionally, they optimized cleaning-in-place (CIP) processes and upgraded to water-efficient machinery. These solutions enabled the reuse of up to 60% of water, significantly reducing fresh water intake. The project resulted in annual savings of INR 2.5 lacs in water and utility costs. Benefits also included enhanced sustainability through reduced environmental impact, improved compliance with water regulations, and a strengthened corporate reputation for responsible resource management. Furthermore, operational efficiency was boosted, supporting long-term profitability and environmental stewardship.
IT/ Tech > IT Infrastructure Management
Upgrading IT Infrastructure for Efficiency
A US mortgage captive unit was undertaking a big IT infra upgrade project. Benchmark project managed the whole initiative. The requirement arose when Microsoft stopped the support of the browser IE. All the legacy applications were built on IE platform and were now required to be migrated to Google Chrome along with their database connections etc. A comprehensive and cross functional assessment was done for all IT applications, their dependencies and their usage patterns. Testers were identified for each set of application. Post migration, UAT was conducted, bugs were fixed and then the applications were rolled out to the whole team. Project involved training the staff on the new applications and their revised user interfaces. The upgrade significantly improved operational efficiency and supported future growth.
R&D/ Product Development > Value Engineering
Driving Cost Savings Through Value Engineering
A Value Engineering project was done to reduce production costs of a household appliance without compromising quality. Initially, production costs were INR 10 lacs per batch. The team conducted a value analysis with a cross functional team and external SMEs, identifying alternative materials and optimizing manufacturing processes. They collaborated with suppliers to negotiate better rates, reducing costs by 15% to INR 8.5 lacs per batch. This cost saving of INR 1.5 lakhs per batch enhanced profitability and allowed competitive pricing, increasing market share by 10%.
Streamlining Order-to-Delivery Process
A VSM activity was carried out to map the entire order-to-delivery process, uncovering bottlenecks that delayed shipments by an average of five days. Post the identification, the team streamlined information flow and coordinated cross-departmental activities, reducing delivery time to two days. Additionally, inventory levels were optimized, decreasing holding costs by INR 2 lacs per month. The project improved customer satisfaction scores by 20% and enhanced overall supply chain efficiency.
Operations > Workflow Analysis
Optimizing Loan Disbursement Workflows
A workflow analysis project was done for a housing finance company in order to identify the bottlenecks in their loan disbursement process. The objective was to reduce the disbursement time from around 28 days to less than 15 days. The entire process was mapped from loan sourcing to loan disbursement, around 35 handoffs were identified in the complete process. The process was optimized to reduce the number of handoffs to 20, non-value adding steps were removed leading to increased efficiency thereby achieving the targeted TAT of 15 days.
HR/ L&D > Talent Acquisition and Retention
Reducing Employee Attrition
An attrition reduction project was done in a telecom company. The company struggled with a high attrition rate of 45%, leading to annual cost losses of approximately INR 60 lacs in recruitment and employee training. The key issues identified were employees feeling disconnected with the organization, lack of visibility on growth path, limited mobility opportunities. Key solutions included launching employee engagement programs, establishing mentorship initiatives, enhancing the benefits package, clearly defined career paths for all verticals and horizontals and deploying an AI-driven analytics tool to identify and support at-risk employees. Additionally, ESAT (Employee Satisfaction) surveys were conducted to gauge and address employee concerns proactively. As a result, attrition rates dropped to 23% within nine months, avoiding costs of INR 30 lacs and boosting ESAT scores by 25%. This project not only reduced turnover but also fostered a more satisfied and committed workforce.
Quality Control/ Quality Assurance > Sampling, Inspection and Testing
Improving Sampling Techniques for Quality
An automotive OEM was facing the problem of frequent customer complaints and rejections even when the batches were internally inspected. The issue identified was the use of convenience sampling technique leading to a biased and very small sample size. A project was undertaken to statistically determine the correct sample size and identify the best sampling technique based on the nature of the processes. SOPs were updated and staff was trained to ensure sustenance of the project. The project resulted in 70% less customer complaints and 65% less customer rejections.