Our IT director was brought in to implement a brand new operating model for the biggest name in logistics services worldwide. Our director designed and implemented the model, with successful results.
This logistics provider is one of the world’s most recognisable brands and works on a global scale. The group provides time-critical replacement part logistics services to major organisations in various sectors around the world.
Create a multi-year global transformation programme to design and implement a new operating model for the organisation, together with a revised IT solution architecture.
What Our Director Did
Provided IT Leadership And Development
The IT Director was asked by the then global CIO to take over the IT leadership of the company’s struggling transformation programme. Then, they needed to review the existing plans and establish a viable way forward.
Designed And Implemented A New Global IT Organisation
After reviewing the IT organisation, the Director developed and implemented a new IT operating model which blended global, regional and partner IT teams across three continents to streamline the business output.
Redesigned The Global IT Solution Architecture
The next step was to review, refine and adjust internal IT systems and solutions. This helped to ensure a stronger focus on standardisation, digitalisation and mobility. The Director also implemented a reduced time-to-market, and blended best-of-breed vendor solutions with niche vendor edge solutions. Also, an in-house development to create a more cohesive model was implemented.
Successfully Piloted And Deployed The New IT Solution Architecture
The Director led the team implementing the revised IT solution architecture. Starting with a pilot phase involving three global blue-chip customers, the team successfully rolled out the architecture globally to all customers, all the while maintaining 24-hour service support.
Restructured IT Support Model
The Director also led the team that designed and implemented a new partner service management model with a supplier in India. This support model lowered support costs and saw fewer incidents per 1,000 order lines.
On completion of the transformation project, the business unit exceeded its double-digit CAGR objectives, improved its customer retention, reduced cost to serve, and met its customer satisfaction targets. The transformation programme was subsequently awarded a CEO Supply Chain Excellence Award, and the Director was personally recognised by the global CIO.