Our customer, a Global leader in Logistic services and a recognized Global Supply Chain solution provider was developing a Business Continuity Strategy, applicable for the whole organisation and sub-units. In order to meet the changed business demand, the IT organisation had to support this process by developing a respective IT Service Continuity Strategy. (more…)

Our customer, a recognized industry leader operating port facilities, wanted to establish a standard approach for implementing the IT function in its sites which are newly developed from scratch (“green field” terminals). (more…)

Our customer, a Fortune 500 company, decided to improve its effectiveness and achieve cost cutting by introducing a common platform for communication and collaboration among its business units worldwide. The client chose to adopt Google Apps for Work and initiated a project to migrate to Gmail all mailboxes, distribution groups, email history, contacts, calendar data and resources from the existing email systems. This was a challenging task because the IT function was entirely decentraliz...

Our customer, a Fortune 500 shipping transportation company subsidiary providing port capacity management and high-productivity operations, had  a semi-automated process  for handling invoices in place and no agreed standard for the content and quality of the invoices. This often necessitated manual intervention and caused issues and escalations. (more…)

Our Customer, a Fortune 500 medical solutions company, uses a scorecard with various KPIs to report and evaluate the Purchase-to-Pay process performance in the organization. Created on a monthly basis, it contains data from various sources. The process of gathering data for the scorecard preparation was entirely manual and the reports were produced in Microsoft Excel. This was a highly inefficient process, prone to errors and manipulations. (more…)

Our customer, a large transportation company with over 50 subsidiaries worldwide, didn't have transparency on the make up of their global IT costs (just one overall number known, with low degree of accuracy), and there was no overview or controls on IT projects executed globally. (more…)