The supply chain industry, with its complex operations, can achieve efficiency through Business Transformation strategies. Experts conduct in-depth studies to identify and address inefficiencies, enabling re-engineering of processes with clear goals. This transformation declutters operations, ensuring alignment with core business objectives and maximizing potential.

In today's dynamic business landscape, the supply chain industry faces numerous challenges. Business Process Re-engineering (BPR) offers a transformative solution. This case study explores BPR's role in optimizing an EV industrialist's inefficient operations through central automation and strategic re-engineering, enhancing efficiency, cost-effectiveness, and customer satisfaction.

Background of the BPR Strategy

Business Process Transformation (BPT) emerged in the 1990s to radically redesign business processes for enhanced performance. BPT involves analyzing and rethinking workflows, leveraging technology, eliminating inefficiencies, and fostering continuous improvement. By challenging traditional practices, BPT aims for breakthrough results and organizational success in a competitive environment.

Overview of the Client’s Business

Our client, a leading EV sector player, faced significant operational challenges due to heavy reliance on manual processes, causing inefficiencies and errors. The lack of automation hindered productivity and scalability, obstructing growth in a highly competitive market.

The client faced disjointed automation systems and limited asset visibility, causing delays, communication gaps, and poor resource management. These issues hurt efficiency, customer satisfaction, and profitability. We proposed a process transformation strategy to streamline operations, integrate automation, and centralize asset management, enhancing efficiency and promoting sustainable growth in the EV sector.

Major Challenges Faced

1. Manual operations:
Over-reliance on manual processes introduced inefficiencies and increased the risk of errors due to the absence of automation, hindering productivity and scalability.

2. Scattered automation systems:
Lack of integration and coordination between different automation systems resulted in delays, communication gaps, and hindered data management across departments.

3. Limited asset visibility:
Inadequate tracking and management of assets created challenges in resource allocation and timely maintenance, leading to suboptimal utilization and potential revenue loss.

How We Implemented a Complete Process Transformation

Our expert team conducted in-depth research and documented operations, enabling strategy crafting and implementation through structured procedures.

1. Document Creation:
Conducted As-Is BPR to analyze current processes and To-Be BPR to suggest re-engineering and optimization measures.

2. Central Automation Solution:
Implemented central automation to streamline tasks, reduce errors, improve efficiency, and enhance communication and coordination within operations.

3. Training:
Conducted comprehensive training programs to ensure accurate implementation, adherence to the new process flow, and optimal use of the central automation solution.

These steps facilitated a smooth transition from the existing process to an improved and optimized state. The combination of thorough documentation, central automation, and training ensured enhanced efficiency, reduced errors, and improved communication within the operations.

Results and Conclusion

Post-BPR implementation, monitored and achieved goals of reducing operation TAT and enhancing asset visibility, showcasing successful process re-engineering.

1.Operation TAT reduced to 70%:
Previously the client used to manually manage and onboard the dealers for the assets. After the implementation of an AI-enabled onboarding solution, the time taken for onboarding a dealer was reduced from days to minutes.

2. Elimination of manual errors:
The AI-based tech solutions introduced guided operations which eliminated subjectivity in manual operations and enhanced the efficiency of the workforce. With increased transparency, the workforce became more accountable and cautious of errors as their productivity was tracked in real time.

3. Increased visibility of assets:
Through USN barcoding every asset was converted into real-time data which was monitored through a central and integrated tech solution. The motion of every asset can be managed through the system which reduced pilferage and increase visibility.