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Case Studies

Our client, a global leader in designing and building human machine interfaces, has a truly global supply chain having multiple different applications implemented at various nodes. This made the application footprint quite complex from IT support point of view. The complexity of footprint got further enhanced due to various custom utilities that were built to transfer data from one system to another, deriving information required for tracking and control of important business parameters and entities. IT support was further stressed due to new acquisitions by the client. All this resulted into a huge support team comprising of different vendors to support various applications and custom utilities. Due to this IT support costs increased significantly. KTCS, always striving to build client relevant capabilities, worked closely with client top management to

  • Help reduce the no of support services vendors to just 2 instead of multiple vendors.
  • Help reduce IT support costs by more than 30%

KTCS did this with the following approach

  • Business process orientation of team
  • Work assignment as per business processes like Plan to Manufacture, Manufacture to Reconcile process, Forecast to Plan, Order to Cash, Procure to Pay
  • Multiskilling of support team members on product front to support end to end business processes Expense to Invoice process across Concur & Oracle Finance, manufacture to reconcile process across e2open & Oracle SCM
  • Developing small but effective automations to reduce dependency of business on IT team
  • Effective use of Oracle alerts & custom email mechanisms to monitor B2B errors and informing users for dependencies on them, Efficient excel upload mechanisms.

An engineering products major in India decided to improve its IT applications framework by re-implementing Oracle R12 instead of a technical upgrade. The aim to be to leverage new functionalities of R12 and have improved business processes implemented. With the objective of improving supply chain operational efficiencies Oracle Advanced Supply Chain Planning (ASCP) was also implemented. Though the implementation was done by one of the top IT consulting firms in India, KTCS was hired to ensure realization of business benefits from the implementation. Through careful solution reviews to ensure alignment of application processes with intended business objectives during implementation phase KTCS consultants made sure that the application solution delivered was valid and current for the business. In the post implementation phase, we implemented our proven benefits realization methodology Benefits Delivery Plus (BDP) which established a mechanism to continuously

  • Assess and improve business utility of application solution
  • Assess and improve usage of applications by business users.

This methodology in essence

  • Established explicit links between supply chain objectives and actions
  • Established sound mechanism to identify and involve stakeholders in benefit realization process
  • Identified valid and current “change” needs
  • Provided a way of running operations with continuous focus on incremental improvements

After a year of following BDP

  • No of days of inventory were reduced by 21%
  • Need to start tracking OTD with respect to customer request date instead of first promise date was established.
  • On time delivery with respect to customer request date was improved by 28% with a continuous upward trend.

One of our clients, a US based high tech semiconductor major, has a contract manufacturing environment. It works with multiple contract manufacturers based out of countries including Taiwan, Korea, China and Japan. It typically plans of these entities in its supply chain and to a large extent won the inventory in the supply chain. Being so establishing traceability of inventory movement and establishing a mechanism to facilitate inventory reconciliation was a business priority. This was a big challenge given diversity of manufacturing processes and manufacturing execution systems various contract manufacturers had. By closely working with the CMs we developed a lot tracking solution that was a mix of implementation of business applications and development of facilitating b2b utilities. The solution helped quickly simulate manufacturing activities of CMs in client’s system and enabled daily updation of inventory and WIP. This scalable solution has reduced inventory reconciliation time from 3 days to 2 hours. It also has enabled a quick inclusion of new contract manufacturer in the supply chain.

Quick and accurate identification of excess and obsolete inventory (E&O) in the supply chain

In a supply chain characterized by

  • Presence of multiple contract manufacturers at various stages of the product build process
  • Presence of multiple wafer suppliers,
  • Variable demand
  • Need to enable wafer transfers from nearest nodes to nodes with high demand

It is a tough task to identify and track excess inventory and generate right information to classify excess inventory as obsolete.

Our client belonging to high tech semiconductor industry faced this issue of accurately identifying excess and classifying it into obsolete at the right time. Being so start of business initiatives aimed at consuming excess inventory and decisions on inventory write offs got delayed unnecessarily.

Our E&O (Excess and Obsolescence) solution based on information generated by advanced supply chain planning engine and past inventory consumption records generated right information on current excess, inventory consumptions trends and possible inventory use up to fulfil future demand over planning horizon. All of this presented at most granular level in a very user friendly manner. This helped the inventory planners quickly generate accurate information so that E&O decisions were taken by management with increased frequency.

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