SUPPLY CHAIN

ORDER TO CASH & CUSTOMER SERVICE

Ensuring the effective collaboration of all functions along the value chain to deliver a consistent and quality service focused on customers needs

What challenge(s) do our clients face?

Providing high quality and reliable service throughout the Order-To-Cash process is a pre-requisite to compete in today’s market, and with ever more demanding consumers, can become a platform for differentiation

Service level is a broad term which can reference many attributes – product quality, On Time In Full (OTIF) delivery, order tracking, flexibility – and understanding how to get it right starts with understanding the needs of your customers. Order-To-Cash is becoming an increasingly relevant strategic pillar, as digital transformation and changing preferences have reshaped the consumer journey to put Supply Chain closer to the end user, and Customer Services center stage.

Realizing an Order-To-Cash strategy is a challenging journey. By nature, the process is complex, due to the high volume of transactions, interdependencies with multiple functions and direct customer impact. We have often seen organizations across different industries struggle to:

  • Truly understand the needs of their consumers, and translate these to Supply Chain requirements throughout the Order-To-Cash process
  • Design and implement the operation and/or network to deliver on these needs
  • Embed flexibility to enable fast reaction to market changes, failures or shocks within the system
  • Build a continuous improvement mindset, listening to customers throughout the order cycle

How do we help?

We support our clients to design and implement an effective Order-To-Cash strategy, putting the customer at the center

We work together with you and your team to incorporate controls throughout the Order-To-Cash process to increase revenues and margins, reduce risk in cash conversion cycles and improve operational efficiency. Our methodology helps you to:

Understanding the needs of target customer segments, translating to requirements and ensuring these are met by the operational model Define a customer-centric strategy Promoting efficiency, visibility and control, through streamlined activities and clarity on roles and responsibilities between functions Redesign the Order-To-Cash process Enabling tracking and adjustment through an information and decision making flow that reflects your organizational structure Implement an effective governance SERVICELEVEL logisticalefficiency commercialefficiency riskcontrol

What are the benefits?

Implementing a comprehensive but streamlined Order-To-Cash approach benefits both you and your customers:

  • Increase service level: improve performance in key attributes to drive customer satisfaction
  • Improve visibility: closer tracking of each step in the OTC process, for you and the customer, to identify bottlenecks and support continuous improvement
  • Free time of your senior team: guarantee clarity over roles and responsibilities and minimize time in meetings through an efficient governance, giving seniors more time to focus on core business issues
  • Measure competitiveness: monitor performance against Cost-to-Serve targets
  • Increase productivity, reduce headcount: reduce time spent on non-value-adding tasks and issue resolution, and increase efficiency of activities
  • Reduce costs: reduce quote and order errors
  • Protect cash flow: ensure credit policies and commercial conditions are being adhered to, and shorten the cash conversion cycle

How does it work?

A tailor-made and hands-on approach, to achieve both short and long-term results

Every business is different, and no one knows your business better than you do. The strongest solutions come from a combination of your insight and our technical expertise, leveraging cross-industry best practices to develop a best-in-class approach suited to your needs.

Involving professionals across the organization throughout the process is critical – not only to incorporate their functional inputs, but to guarantee from the beginning that the team understand the need for change and have all the skills and tools to implement it.

Our methodology is structured in five steps:

What service do different customers expect? Do we have the capabilities to deliver? Taking your GTM strategy as a base, we segment your clients and detail the needs and Order-To-Cash requirements considering their characteristics. We run a Cost-To-Serve analysis per segment; measuring your profitability, performance against competitors, and critical gaps.Based on customer needs, competitor performance, and internal capabilities, we define feasible and competitive service level objectives. DEFINE SERVICE LEVEL PACKAGES How should the Order-To-Cash process work to meet your targets?With a multifunctional team we design the processes, roles and responsibilities, and system business requirements to streamline activities and meet your target service level, minimizing manual intervention, driving efficiency, and embedding flexibility. Where necessary, we adjust scope to review additional processes with Order-To-Cash interdependencies. REVIEW OTC PROCESS How should you track your performance against targets, and adjust in cases of deviation?With a high number of internal and external dependencies, it is practically impossible to execute a 100% fail-proof process – so close monitoring and fast adjustment is key.We design a tailored governance model which reflects your organizational structure, defining the meeting instances which most efficiently meet the need for visibility and decision-making power at each level of the business. Where appropriate, we leverage advanced analytics, BI systems, and algorithms to process information at speed and incorporate triggers to pre-empt breaks in the supply chain. DESIGN GOVERNANCE MODEL ORDER-TO-CASH ASSESSMENT Where are we in terms of service level and efficiency? We use internal interviews and analysis to diagnose your current Order-To-Cash performance against your strategy and objectives, and the industry standard; focusing on the balance of logistic efficiency, commercial efficiency and control. IMPLEMENTATION How do we ensure the organization is ready to live the change on the-day-to-day? We prepare a transformation roadmap, prioritizing critical actions with clear indications of required investments and expected benefits.We incorporate a communication and training plan to guarantee that the team and suppliers understand the changes taking place, and have whatever they need to be able to execute new ways of working; adjusting where necessary to reduce resistance.We measure success based on customer pulse surveys to understand if the new processes are not only running as designed, but meeting the real needs in each segment.

SUCCESS STORIES

CHALLENGE

Our client, an FMCG organization with revenues over $4bn USD, had attempted to implement three major changes simultaneously – a new GTM model, a new 3PL partner, and a new system. Issues in the transformation had severe knock-on impacts on the Order-To-Cash process, which was on the brink of collapse. The organization sought help from Integration to turnaround the Order-To-Cash process and minimize customer impact.

APPROACH

We undertook an in-depth assessment of service level failures, considering industry benchmarks, to isolate the source of each issue. In each case, we redesigned or adjusted the relevant process to correct the gap, and worked with internal teams to implement the new ways of working.

RESULT

The leading Service Level KPI increased by 12 percentage points, surpassing the pre-crisis level. Additionally, as a result of the redesigned processes and solutions in place, the client received a Top Vendor Service Level award from one of their main Key Accounts.

CHALLENGE

Our client, an Agribusiness and fertilizer business with revenue over $7 bn USD, had recently redesigned its GTM with the intention of increasing market share. The new strategy put increased pressure on the supply chain, which was already suffering from several critical gaps.

In implementing the new GTM, the organization experienced a drop in availability on time (essential for a harvest-driven supply chain) and the sales team quickly became overloaded, spending a significant portion of their time on Order-To-Cash activities which would normally fall under the remit of a customer services team.

APPROACH

We focused on the Brazilian operation, and started by redesigning the S&OP process to guarantee availability without overstocking to protect margins. Following this, we worked across functions to redesign Order-To-Cash, integrating the sales force with production to reduce total order time and improve productivity, supporting the team through the implementation.

RESULT

Increased product availability and 30% decrease in sales team time dedicated to OTC activities.

CHALLENGE

To strengthen its portfolio, a multinational client in the field of seed production and technology development acquired a global competitor. Supply chain maturity was a key target in the Strategic Plan, and formed the basis of the integrated business’ competitive advantage.

The organization asked for Integration’s support to integrate the core supply chain processes, leveraging best practices to capture opportunities to improve quality, effectively manage capacity, and provide better service to customers.

APPROACH

We focused the project on planning and delivery processes, assessing the end-to-end steps to identify pain points and set priorities.

In delivery, we redesigned core processes to eliminate bottlenecks and meet service level targets, while in planning we clarified roles and responsibilities within the team, and implemented a new governance to improve day-to-day tracking and decision making.

Where necessary we adjusted the organization structure and systems to enable the new ways of working, and supported the team on the ground throughout the implementation.

RESULT

The structural, governance and process changes were successfully embedded in the day-to-day, resulting in improved performance in critical indicators:

  • 35% increase in On-Time
  • 60% increase planning accuracy of the planning, leading to lower write-off

CHALLENGE

Our client, a Chemical business with revenue over $16 bn USD, wanted to revolutionize its service level following a currency devaluation to defend its market-share from foreign competitors.

The existing order cycle was highly immature, with a large amount of manual intervention causing delays and impacting client satisfaction. Integration was asked to support the business in lifting the bar in Order-To-Cash.

APPROACH

We conducted a full assessment and gap analysis of the end-to-end Order-To-Cash process, and worked with an internal team to redesign the activities and flow, as well as the enabling Customer Service structure.

We prepared a clear long term roadmap for the organization to implement all changes on a feasible timeline, prioritizing low-hanging fruits to deliver fast results and reinforce buy-in from the team.

RESULT

Within 6 months, the business had significantly reduced its cash conversion cycle, freeing more than USD 10 MM per year on working capital, resulting in a 100% self-funded Customer Service Transformation

OUR INDUSTRY EXPERIENCE

We have extensive experience in Customer Services and Order-To-Cash improvement projects, developed over the past 20 years in industries including such as Foods & Beverages, Agribusiness, Consumer Goods, Electronics, Chemicals and Petrochemicals.

From delivery at different levels in countries all around the world, we have built a robust methodology to form the foundation and starting structure for projects of this type – however every business is different, and just as critical to success is leveraging your team’s knowledge of your market and ways of working. By bringing together cross-industry best practices and a deep understanding of your needs and pain points, we develop solutions which truly fit your reality and enable you to hit your objectives.

TALK TO US

Alejandro Martinez

Alejandro is a Managing Partner in our Mexico operation. Alejandro has spent over 20 years within consulting, as well as within Industry, having been factory manager and chief of production for Kimberly-Clark. He has worked extensively across Mexico, Latin America and the United States developing deep experience in Consumer goods, Retail, Manufacturing, M&A and particularly [...]

Alessandra Reganati

Since 2014 Alessandra has been working in our Supply Chain practice helping our clients to overcome challenges related to logistics, planning and efficiency. She has worked with clients in industries as diverse as Consumer Goods, Petrochemicals, Healthcare, Retail, and others with projects such as S&OP redesign, Order-to-Cash process improvement, Inventory Management and Cost Efficiency, to [...]

Augusto Ribeiro

Augusto Ribeiro is a Managing Partner at Integration and has been working since 2003 in the Marketing & Sales practice. Augusto built a solid international experience, leading and implementing strategic Marketing & Sales projects in industries ranging from Consumer Goods through Construction & Property Development to the Financial Industry, especially in the Private Equity sector.

Carlos Lima

Carlos is the President of Integration and a Founding Partner. Carlos has worked with leading international companies across the globe as a consultant for the last 30 years and has developed a particular specialization in Marketing and Sales. He is considered an expert in the Consumer Goods sector and on the topics of Commercial and [...]

Francisco Pereira Leite

Francisco is a Managing Partner and has been working within Integration since 1999. An all-rounder, Francisco has moved across our practices, working for the first eight years with focus in Supply Chain and then increasing his scope to the Finance & Management and Implementation areas. His experience over more than 150 projects includes Implementation and [...]

Gerard Schoor

Gerard is a Managing Partner and has overseen the Mexico City office since 2008. Prior to Integration, Gerard accumulated 25 years of experience in executive positions at L’Oréal, The Colomer Group and Unilever in Europe, USA and Latin America. He has led global projects related to Organizational Development, Market Entry Strategies, Industrial Management and Strategic [...]

Gilberto Sarian

Gilberto is a founding Partner at Integration. Over the course of more than 25 years he has led the development of Integration`s award-winning Supply Chain practice, advising international clients across Latin America, Europe and USA. With a background in Engineering, he frequently participates in events and lectures across the world, to discuss latest trends and [...]

Hugo Ribeiro

Hugo is a Founding Partner at Integration and can count on more than 30 years of experience in consulting. Hugo, who holds a post-graduate degree in Business Administration from Harvard University, is a senior specialist in the area of Finance & Management and frequently leads projects in Organizational Structure, Strategic Planning, M&A, Improvement of Productivity, [...]

João Barros

João is a partner at Integration and has been working since 2006 in our Supply Chain practice. During this period, he been instrumental to the practice's development in Integration's 7 offices around the world, contributing directly to its numerous awards in Brazil. He has led, and continues to lead on numerous projects in Planning, Distribution, [...]

João Vilela

Since 2009 João Paulo has been working in our Supply Chain practice. During this extensive period, João Paulo has led projects across numerous continents and in several sectors and areas of Supply Chain. He has worked on challenges such as Logistics Network Design, Transport Efficiency, S&OP, Order-to-cash, Stock Management and Supply Modelling.

Jorge Gomes

Jorge is a highly experienced professional in our Finance & Management practice having joined Integration in 2008. Jorge has travelled to countries around the world in support of our clients, leading projects related to revenue management, strategic planning, M&A and more. He has a well-rounded experience having completed multiple projects for clients across sectors including [...]

Julian Lempp

Julian is a Manager within Integration's Munich office. He has experience both within consulting and Industry, having previously worked for a leading German consultancy and as a business development manager within an industrial goods manufacturer. Whilst he has experience across many project types, his specialism lies in supply chain, having undertaken numerous consulting projects for [...]

Rafael Pinto

Rafael is a Specialist in Integration and brings a wealth of knowledge in the areas of Retail and Supply Chain. Over many years working in the field, he has led and advised on projects across all our Supply Chain areas, with emphasis on Operational Efficiency, Demand Planning, S&OP, 3PL and Transport Strategy and Distribution Center [...]

Roger Saltiel

Roger is a partner at Integration and has been working since 2002 in the Marketing & Sales practice. Considered an authority in the Indirect Channel and Partner Relationship Management (PRM), he is a member of the Associação Brasileira de Atacadistas e Distribuidores (ABAD) [Brazilian Association of Wholesalers and Distributors], working in the leadership of the [...]

Stephen Fournier

Stephen Fournier is a Manager within Integration’s U.S. operation. Stephen is an experienced Strategy and Supply Chain consultant. He supports our clients in the development of Supply Chain Strategies, improving Operational Eficiencies and completing Strategic and Operational Transformations in sectors such as Food and Beverage, Consumer Goods and Retail. Stephen holds a degree in Management [...]

Thomaz Fittipaldi

Since 2009 Thomaz has worked in our Supply Chain practice, leading on many projects with international scope in several countries around Latin America and Europe. He has built solid experience in multiple methodologies including Integrated Planning (S&OP), Logistic Network Redesign and Operational Efficiency, working with clients across sectors, but in particular Agribusiness.

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