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Global Support Model to Reduce Cost and Increase Productivity for world’s largest automotive supplier

Global Support Model to Reduce Cost and Increase Productivity for world’s largest automotive supplier

Client
World's largest automotive suppliers and the leader in automotive safety, headquartered in Livonia, MI. One of the top financial performers in the industry, with 2009 sales of $11.6 billion. Supplies more than 40 major vehicle manufacturers and 250 nameplates and holds leading positions in all of its primary product categories.
 
Situation
  • Client  goals was to Transform IT service as business enablers – There was lack of  Transparency in operations , frequent  Communication breakdown, poor documentation, limited measuring  of performance against goals
  • YOY cost increase in delivering services from captive center
  • High  people-dependency
  • High lead time in staffing projects
  • Poor predictability and robustness in the service delivery
 
Solution
  • Implemented a SLA based service delivery model and ITIL quality framework to ensure predictability Policy and procedure manual was signed off ensuring the new quantifiable ways of working within the ITIL framework and mutually agreed SLA.
  • HCL’s unique co-sourcing model enabled the client to retain control of the strategic IT initiatives
  • Proposed rebadging of all client IT associates so that no knowledge is lost
  • Documentation of applications and creation of central repository was made a key deliverable, so as to reduce people-dependency
  • Committed a YOY reduction in operational cost through tools and methodologies 
 
Process & Technology Areas
  • Process Areas: Sales & Marketing, Sourcing, Manufacturing.
  • Technologies: SAP, QAD, MS, .Net, Peoplesoft,
  • HCL IP: MASCoT, AsseT, PM Smart
 
Benefits Delivered
  • Phased move to managed services committed 20%YOY cost reduction for the client in first 6 months
  • 83% of the total resources were rebadged with the presence of critical SMEs in every application ensuring BAU
  • Completed 263 documents related to the functional/technical aspects of all the applications and created a central repository by the end of transition period, Reducing people dependency.
  • Project management and role specific trainings were organized for the standardization of processes- Improved on time project performance
  • Transparent operations through dashboard and reporting
  • Process based , predictable operations model
  • Incident reductions through standardizatiion
  • Joint forecasting and capacity management , leading to swift project ramp up’s and higher CSAT

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