インダストリー

Industries

業界の垣根を超えたグローバルな専門知識

クライアントの業界にはそれぞれ固有のテーマや課題があり、その多様性は非常に高いものの、実際のところ現代のIT組織が直面する課題の多くは、業界を超えてグローバルに発生しています。Ginkgo Management Consultingは、実証済みのベストプラクティスを個々のお客様のソリューションに展開し、効率的でリスクを最適化したアプローチを取っています。この手法によって当社とお客様は、業界特有の機会やリスクを見逃すことなく、然るべき時に新たな問題に対処することができます。

 

自動車

自動車産業は、絶え間ない変化を強いられています。技術革新、市場の変化、顧客のモビリティに対する要求の変化により、バリューチェーン全体の調整が必要になっています。これらの変革は車種の増加、運用コストの増加、新しいビジネス分野やニッチ分野でのプレゼンス確立のリスク増加により、複雑化を極めています。Ginkgo Management Consultingは15年以上にわたり、さまざまなビジネス分野におけるグローバルな専門知識を駆使し、大手自動車メーカーやサプライヤーをサポートしてきました。そのテーマは、コンセプト設計、ビジネスとIT戦略の統合から、実装・展開プロジェクトの効率的な管理まで多岐にわたります。

Projects & References

5

Development of Concept and Realization of IT Shared Services Center for APAC Region

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Ginkgo Management Consulting conceptualized the IT Shared Services Center for the APAC region of a leading automotive manufacturing company and supported the initial set-up as well as the service transition from more than 20 legal entities in the Asia Pacific. The concept of main value drives were standardization, centralization, and modernization of IT services. While service quality could be significantly improved and professionalized the achieved financial benefits case was substantial. One key success factor was the successful establishment of an IT service delivery model which integrated outsourcing, out-tasking, and in-house service delivery.
5

IT Innovation in Automotive Sales Processes

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The client had previously emphasized the global template of its sales processes and IT system landscape and went through a harmonization and standardization process for the strategic markets. Focus markets, such as the German market, were on top looking into additional possibilities of supporting the sales processes digitally. Having been involved deeply in the process and system template of the client Ginkgo was asked to analyze such digital opportunities with respect to creating benefits on retail sales as well as on OEM level. As such we selected most relevant customer interaction points that could be enhanced through digitization. We listed potential technological and digital features stemming from competition, digital industry leaders as well as from interviews with the clients’ dealers themselves (who had been inventive with creating their own features like apps, customized handhelds, etc). After a strategic evaluation of the resulting options, we identified focus use cases and their digital potentials and went back to creating a framework for it that could hold for OEM and Retailer interests alike. Key aspects here were time-to-market, benefits evaluation within the sales journey, compliance with OEM standards / integrate ability as well as scalability. Various options of an organizational, as well as technological framework as a basis for a digital path forward, were presented to management and our recommendation was chosen for implementation.
5

Realization of New Steering Model for International Automotive Car Dealer Networks

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This car manufacturer faced a series of challenges, including limited visibility of sales and after-sales performance. This was mainly due to a missing global standard for dealerships with regards to processes, reporting, and supporting tools – making steering and decision-making difficult. Ginkgo collaborated closely with the client to standardize tool-supported retail- and wholesale processes for sales and aftersales on a global scale, thus enabling the client to increase visibility and ability to steer markets. Implementing these processes globally within dealerships required a detailed rollout approach to ensure adherence with standards defined. The rollout approach covered an overall framework ranging from project management, requirements analysis, budgeting and contracting, change management, communication, and training to IT-implementation. The approach supported the rollout of new processes and tools on a global scale, helping the client to enhance the visibility of the sales- and aftersales data to support decision-making.
5

Governance Concept and New Supplier Collaboration Model

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The client, an international automotive OEM, experienced a lack of controllability of one of their main suppliers for a point-of-sale retail system. Required KPIs were not fully defined nor agreed or monitored and tracked. Collaboration with the supplier was unsatisfactory and controls very limited. Ginkgo Management Consulting was asked to develop a new collaboration model with the supplier including distinct KPIs (bonus/malus system applicable) and a corresponding governance model. Required collaboration processes and roles were defined, a new organizational structure was created including an implementation-concept and a growth plan. The complete new collaboration model was tried out in an initial European wide role-play workshop together with the client and the supplier. A set of real-life use-cases was walked through with future owners of defined roles. After verification, the new Governance Concept was rolled out globally and is the basis for ongoing successful collaboration between both parties involved.
5

New Digital Business Models and Innovation Through Open APIs

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For our client, an international automotive OEM, we enabled new digital business models and innovation based on open APIs. Starting from scratch Ginkgo Management Consulting conceptualized and led the iterative buildup of an API platform to monetize digital assets via open APIs. By delivering the basis for digital asset monetization including a comprehensive operation model, the new business model was implemented into the existing corporate environment. A process for API product development was successfully developed and our consultants took over the interim role of product management for API products provided via a portal to 3rd parties. In alignment with the client, the business model was established together with first customers within only 18 months.
5

Definition of an Application Portfolio Management Strategy

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The client, an international automotive OEM, invested into a new, digital Aftersales system. At the same time, a strategy was required on how to transform the existing application landscape into the new world. Ginkgo Management Consulting was asked to develop a new collaboration model with the supplier including distinct KPIs (bonus/malus system applicable) and a corresponding governance model. Required collaboration processes and roles were defined, a new organizational structure was created including an implementation-concept and a growth plan. The complete new collaboration model was tried out in an initial European wide role-play workshop together with the client and the supplier. A set of real-life use-cases was walked through with future owners of defined roles. After verification, the new Governance Concept was rolled out globally and is the basis for ongoing successful collaboration between both parties involved.

Publications

金融サービス・銀行

金融業界は金融・経済危機以降、さまざまな課題に直面しています。顧客の要求や行動の変化、革新的なテクノロジー、法規制の強化などが進むにつれ、柔軟なビジネスモデルを求められています。また、減収減益に伴う不透明な経済状況は、決済・クレジット分野での競争激化と密接に関係しています。Ginkgo Management Con-sultingは、柔軟性・安全性・優れた業務遂行を可能にする長期志向のIT戦略の策定をサポートします。技術に基づくイノベーション、新しいサービスの提供、金融サービス企業向けのコアプロセスの最適化などが、主要なオファリングとなります。

Projects & References

5

Governance Concept and Transition Plan for Leasing/Financing System

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A global player in the automotive industry intended to transform their heterogeneous and complex process and system landscape for automotive leasing and financing into a homogeneous Europe-wide solution. Hence, Ginkgo Management Consulting was engaged to develop the concept for the future IT operating model, including roles, processes, and organization. In the concept phase, Ginkgo Management Consulting implemented an organizational model that aligned the vast number of business entities involved (both internal and external suppliers on- and offshore in India) and enabled the implementation of a homogeneous process and system landscape. Moreover, thanks to the new system landscape it was possible to establish a Europe-wide retail bank branch with a common reporting platform and partner database. Thus, operations efficiency increased to a whole new level since manual processes were eliminated and automated processes enabled cost-efficient growth.
5

IT System Carve-Out as a Result of Restructuring of Banking Operations

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As a consequence of the financial crisis, major banks were mandated to reshape their capital structure and operation. Ginkgo supported one of the Swiss global universal banks in divesting its cashless payment solution center. Besides driving contract negotiations and license set-up, the Ginkgo consultants also defined and orchestrated the segregation of the relevant data and its information systems to ensure compliance with Swiss banking law. As a result, the bank split one part of its operation into a highly profitable 1-billion asset company and migrated millions of records from various sources and technologies into a new solution.
5

Project Management to Rectify Corporate Audit Findings

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The client in the financial service industry was challenged by a top-level corporate audit review of their newly implemented and recently outsourced banking platform system. Owing to the pressure of the global financial crisis, the client had been forced to restructure and consolidate their previous payment transaction solutions that had resulted in a lack of plan and method. Ginkgo Management Consulting was the trusted partner to eliminate all time-sensitive findings identified in the areas of Service Level Agreements, IT security, IT operations, quality, and supplier management. Starting with a management and supplier awareness campaign, Ginkgo Management Consultants steered several transnational workgroups in an integrated fashion to ensure the audit findings were rectified and ensure project success. All high-risk findings were eliminated on time and sustaining processes were implemented for lasting quality.
5

Global Roll Out of a Group-Wide Standardized Credit Application With Parallel Software Enhancement

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The goal of the project was to roll out an enterprise rating application for an international financial services company in approximately 40 countries. In addition to the rollout project management, Ginkgo Management Consulting was challenged to limit the number of local “island solutions”, avoid further costs and prepare for the digital future. The agile software development was managed to take into account the preparation of a multi-tier application for the “Next Generation” – i
mplying feature-rich cross-platform web applications. Furthermore, project management had to bundle and coordinate many line function activities, resources, and external providers. Finally, a pull-forward effect was created, which achieved the goals years before the initial project planning. The coordinated global/regional approach versus individual solutions also reduced group expenses. Besides, the new application-wide comparability among countries boosted efficiency.
5

Pre- and Post-Merger Automotive Banking

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Our client, a leading German automotive corporation, acquired an automotive bank in one of its mid-size markets to improve its strategic position by increasing market share and extending its product portfolio of automotive credit and dealer financing. Within four months between signing and closing, redundant infrastructure had to be installed in the new locations, complex migration of contract and accounting data had to be prepared, and systems for the new banking business had to be built up – ensuring business continuity at day one under the restrictions of antitrust law. Ginkgo was given the mandate to support the local IT lead in the IT project management function and to make sure that the critical IT implementations would be successful. Ginkgo Management Consulting supported the project within the post-merger integration to ensure on-going system integrations, implementation, and migration to new banking systems and to fulfill banking infrastructure requirements by realizing a data center consolidation concept. Besides pure project management, Ginkgo strengthened and enabled the local IT team to handle the extended and more complex business requirements in the future resulting from the successfully acquired automotive bank.

Publications

製造

製造業を営む企業は、無駄のない柔軟な生産ネットワークの構築と、技術革新の継続という課題に直面しています。品質と生産性を最適化するためには、生産計画と製品設計の調整、高度に自動化されたサプライヤー同士の提携が必要です。これらの課題に加え、革新的な生産アプローチによる現在のデジタルトランスフォーメーションのトレンドは、効率向上と新たな生産モデル導入の機会を生み出します。Ginkgo Management Consultingは、世界中の生産ネットワークの効率性と柔軟性の最適化に向けた、ビジネスおよびIT戦略の開発をサポートします。当社は改善の可能性を見出し、マスカスタマイゼーションなどのコンセプトを推進。例えば、プラットフォームの統合や自己調整システムといった、技術的な前提条件の構築を支援します。

Projects & References

5

Turnaround Management for SAP Template Roll-Out

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The client in the manufacturing industry was challenged with a multi-module SAP template implementation. After a severe delay in schedule and a subsequent change of the implementation partner, Ginkgo Management Consulting was entrusted to perform a Program Management role. The small, high impact team was introduced as a managing Program Management Office (contrary to a purely administrative one). The PMO was driving and actively dealing with several ad-hoc workgroups to master the challenges which were mainly caused by a lack of business process maturity and insufficient IT Operations planning. Based upon a short baselining assessment the original “Big Bang” Go-Live date was still met, but with a change of the initial scope. Now the complete functionality was realized in a second step two months after the Go-Live.
5

IT Strategy for a Leading Automotive Supplier & Manufacturer

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Previously the client went through a severe downturn of its business which followed in a drastic cut in all IT expenses and investments. At the point of the Ginkgo assignment, the client’s IT was faced with high a degree of outsourcing and had a rather limited lever on IT service performance and quality. Also IT top management was on the move and new divisional CIOs were being put in place. Ginkgo supported one of the divisional CIOs in a quick assessment of relevant IT inventory (projects, assets, expenses/investments) to derive a description of the IT status quo. Through interviews with key stakeholders and site visits, we were able to assess major weak spots in the IT service delivery as well as the unmatched business expectations towards IT. Based on a set of principles and clear business expectations we were able to develop a set of strategic options that would move IT much closer to business, drive IT delivery performance short- and long-term, and build a divisional IT organization to sustain IT benefits to the business. Through a top management workshop, these options were discussed and the recommended 5 years strategic IT roadmap was approved for execution.
5

Change Management & Training Re-Setup to Keep the Go-Live Date

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The client in the manufacturing industry refused the go-live of a multi-Module SAP template implementation due to a serious delay in training. Ginkgo’s due diligence revealed an unrealistic training schedule, unavailability of critical training material and qualified trainers, and a delay in change management and communication measures 4 months before planned go-live. Ginkgo managed to negotiate the training scope and priorities with the business side to keep the initially planned go-live date and adapted the change management and training approach. 20 additional consultants were brought in to prepare and run all training activities in required languages and production shifts. To keep the go-live date, substantial training & change management activities were postponed and delivered after go-live until more than a year after go-live (approx. 1/3 pre-go-live and 2/3 after-go-live). The overall success of keeping the go-live date was rated a big success by the client, as the go-live date had been seen as impossible at engagement start.
5

Development of a Digital Services in the Robotics

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The client in the manufacturing industry aimed to set a Digital Collaboration Program based on the Salesforce platform. There was no strategy to harvest value-form that investment nor a strategy to increase Digital Services. Ginkgo managed to negotiate the training scope and priorities with the business side to keep the initially planned go-live date and adapted the change management and training approach. 20 additional team members were brought in to prepare and run all training activities in required languages and production shifts. The overall success of keeping the go-live date was rated a big success by the client, as the go-live date had been seen as impossible at engagement start.
5

Developing Digital Twins for Wind
Turbines

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A growing installed base and lack of transparency about components installed have become a major challenge in the wind industry​. The client required full control of the asset lifecycle​ to enable the move from selling products to selling services. Ginkgo supported the client in creating a service-specific product structure based on wind industry-wide standards​ and link all relevant information to the product structure (e.g. graphical models, bill of materials, documents, and transactional data). The thereby enabled Digital Twin supports all maintenance and service-related tasks. All required information is now available and can be used intuitively; high amounts of information are aggregated with a focus on improving decision making​.

Publications

鉱業・探鉱

先進国の成長鈍化、中国の成長率鈍化、ロシア・ブラジルの緊迫化などに伴い、資源・原材料の需要急増と価格・マージンへの圧力は急激に強まっています。今後も統合、カーブアウト、M&A、環境規制の強化が進み、市場動向は大きく変化していくでしょう。Ginkgo Management ConsultingはIT戦略の策定と実行、ビジネスプロセスのさらなるデジタル化、価値創造プロセスの一貫した統合をサポートします。ポストマージャーインテグレーション(PMI)、プロセスおよびITのランドスケープの統合において、Ginkgoはお客様企業との緊密な提携のもと、事業領域と最適化の可能性を特定し、必要な変革プロジェクトを実行します。

Projects & References

5

Development and Implementation of Mobility Solutions

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The introduction of Mobility Services and Workflows enabled employees to faster and more efficiently manage approval processes for several business applications. Success factors for these projects were multi-device standards, an adequate security architecture as well as high usability of the User Interface. Ginkgo developed the solution concept and managed the realization of this significant business enhancement.
5

IT Service Provider Transition Management

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As part of an overall cost reduction program, the client in the mining industry was looking to reduce costs for IT service support. A new contract with a service provider was signed, incorporating all major IT services. Ginkgo was asked to manage the transition to the new contract. The Ginkgo team worked together closely with the client to define requirements and acceptance criteria to complete the transition, thus enabling the client to improve steering opportunities, enhance the quality of vendor reporting and achieve better visibility about the costs generated. The provider was then managed to deliver according to requirements, implementing the enhancements defined with the client. IT service support costs were reduced by 40% and the flexibility of delivering the services was enhanced, allowing the client to adapt IT service support to changing needs in terms of both quality and quantity.
5

Driving IT Strategy Implementation

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The newly appointed business unit CIO was confronted with in-transparency, cost pressure, and a leadership team with a little strategic outlook. The brief assessment from another strategy consultancy gave insights and ideas. Ginkgo took existing and newly identified means and formulated a sound strategy which got gradually implemented by the client with sustainable long term coaching support by one of our consultants. As a result, the IT leadership team had an updated strategy and refreshed governance with a set of KPIs that got measured and drove behavior. Although the IT budget was cut by 20%, the quality metrics remained stable and overall effectiveness increased through clear responsibilities and monthly alignment meeting schedules.
5

Development and Implementation of New Integrated IT Services Solution

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IT Service Management at an MNC was costly and slow as over 27 main IT outsourcing providers had to be orchestrated through multiple systems and ITIL process interpretations. By taking over the control and forcing IT providers as well as users to communicate via a new integrated ticketing solution, the cost per ticket was reduced to a third of the original price. As a result, the standardized IT service management processes supported by one global cloud-based tool used by all stakeholders allowed to increase the visibility of the global IT service landscape produced a joint understanding and through that reduced the ticket resolution times and costs.
5

Re-Organization of an IT Division in a PMI Context in the Oil and Gas Industry

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In the context of a Post-Merger-Integration Program (the client had acquired a formerly state-owned Oil & Gas company), multiple projects were set for execution also in the IT Division. Besides quick win aspects and process harmonization efforts between the old and new entities, we were asked how to organisationally harmonize and synergize the IT organizations of the merged companies. Top-level criteria for a re-organization were aligned with management (synergies of new available locations, IT service and process quality, process criticality, etc.), and an in-depth qualitative and quantitative process and resource assessment was done. A standard catalog of IT services, processes, and roles was set as a basis to compare assessment results. Top-down a target IT organization was drafted and all assessed IT activities were sorted into it. As a result, the new organization was formed with a new distribution of activities between locations. This formed a template and baseline for implementation in which a restructuring and knowledge transfer program was launched and executed successfully.

Publications

ライフサイエンス

ライフサイエンス業界は、人口動態の変化、技術革新、グローバルに変化する顧客ニーズによって急速な変革を迫られています。高い研究開発費、特許権の失効、規制条項の増加、価格上昇圧力の影響から、M&Aが活発化しています。企業は、拡大する偽造品や模倣品の問題に取り組みながら新しい市場を開拓し、利益を生み出すサービスを提供することを余儀なくされています。Ginkgo Management Consultingは、常に進化するビジネスモデルに必要な効率性と柔軟性を備えた柔軟なIT組織を構築するために、世界中のお客様をサポートしています。ポストマージャーインテグレーション(PMI)においては、適応性と拡張性のあるITガバナンスが鍵となります。当社は、基本コンセプトの策定とその実行において顧客企業を支援します。

Projects & References

5

Restructuring of IT Organization

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A successful pharmaceutical firm had radically revised its strategic direction and developed from a historically grown concoction of individual regional companies into a global corporation with distinct business units. Information Technology was confronted with this fundamental change and required to adjust. Ginkgo Management Consulting was asked to develop a concept for a new operating and governance model. Based upon an assessment phase a new organization was developed with a specific focus on Business-IT alignment and project portfolio governance. The implementation took less than 10 weeks and was revisited after six months. One main result was a high degree of business satisfaction with IT which was regarded by the client as the most successful outcome of the project.
5

Development and Implementation of an IT Strategy and Architecture

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The analysis of three corporate divisions of an international Pharmaceutical company for the creation of an IT strategy model was the project subject. The functional-, application- and technology- As-Is and target architectures were developed in consideration of the IT delivery and IT cost structures. The preparation, execution, and moderation of workshops as well as the documentation were also part of the tasks. An additional result was the establishment and communication of the IT strategy process. Derived from the IT strategy, action items from business demands are now the basis for annual IT investment decisions.

Publications

小売

顧客ニーズの変化、新しい販売チャネルや市場、技術革新によって、小売業界はマージン率を維持しづらい現状にあります。このことは、小売企業にとってチャンスとリスクの両方をもたらします。長期的な全体戦略に沿いつつ、実現可能なソリューションを短期間で実行する必要があるのです。
Ginkgo Management Consultingは、企業と市場のダイナミックな要望に対応するソリューション設計において、世界中のお客様をサポートします。顧客データの効果的な分析と管理、そして適応性のあるマルチチャネルコンセプトは、事業領域の管理の効率化を促進します。調達とサプライチェーンの戦略は、長期志向に基づく必要があります。

Projects & References

5

IT Service Process Framework

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The globally operating retail group was facing a challenge to integrate service processes of various service providers and internal departments across countries and continents. One core finding of an initial assessment was that service processes and role models did not follow a commonly agreed model. Ginkgo helped to define a standardized Process Framework for all main processes based upon ITIL and initiated also contractual adaptations with external partners. Additionally, the governance and reporting framework was designed in order to allow for continuous improvement during operations.
5

ITSM Proof of Concept and Program Planning

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The client requested a proof of concept for a complete end-2-end IT service management approach for their retail Europe business and global PLM function. Ginkgo developed a comprehensive ITSM concept, starting with a maturity statement, quantified effort & benefit potential, resulting in a business case and interdependency matrix. Design principles for the ITSM approach were derived and agreed to, implementation scenarios have been documented and prioritized and two transition planning scenarios suggested. Based on the documented PoC results an implementation program has been scoped and planned which has been agreed to. The client started the implementation immediately after PoC finalization & delivery.
5

Post-Merger Global Sourcing Strategy and Integration

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Our client was 7 years locked in a sole sourcing infrastructure relationship. The end of the sole sourcing contract was used to stabilize the IT operations. Ginkgo was contracted to develop a sourcing strategy and multi-provider management framework to assure future IT operations and end to end services with the applications team. Together with the client Ginkgo developed the sourcing strategy and multi-vendor management framework. Subsequently, Ginkgo was contracted to lead the implementation and operationalization phase. Instead of a “Big Bang” approach, Ginkgo realized cost savings and operational efficiencies with the chosen multi-vendor approach in line with the client’s planning.

Publications

通信

通信業界は飛躍的な発展を遂げており、その勢いはとどまるところを知りません。革新的なテクノロジーや急速に高まる顧客ニーズの結果、新しいビジネスモデルが今なお加速度的に出現しています。一方、既存企業はその構造上の違いから、ダイナミックな新規参入企業と比較して不利な立場に立たされることが多いのが実情です。
Ginkgo Management Consultingは、ビジネスモデルの変化を最適にサポートし、必要なITガバナンスを確保するために、お客様企業が柔軟で無駄のないITアーキテクチャを定義することを支援します。実証済みのベストプラクティスに基づいたアプローチにより、イノベーションマネジメントの分野において効率的かつ的確な実装を行います。

Projects & References

5

Customer Care Satisfaction Optimization

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An international telco provider experienced decreasing Customer Satisfaction Index (CSI) and Transactional Net Promoter Score (TNPS) values for its customer services especially for new mobile clients (new customer phase). Ginkgo Management Consulting was asked to analyze root-causes and design necessary actions to optimize customer satisfaction. Due to the fact that customer service operation (call center and complaint management) is fully outsourced analysis was planned and executed on-site at the customer service provider. Over a defined timespan a dedicated team of customer care representatives documented and classified the shortcomings during client contact which led to dissatisfaction of the customer. Additional data was gathered from team-manager coaching and silent monitoring of calls. An analysis of the gathered data clearly showed areas of lapse both on the client as well as on the supplier side which lead to customer dissatisfaction. In a series of joint workshops moderated by Ginkgo required measures were identified, planned, and prioritized for execution. Tracking of measure implementation and related customer satisfaction KPIs was established and monitored. The success of taken counter-measures was detected shortly thereafter.
5

PMI of Telco/Cable Provider Operations

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After the acquisition of a national operating cable provider, the client faced the challenge to realize a first merger milestone within Operations in a very short timeline. As a long-term partner and based on experience gained in a former PMI process of the company Ginkgo was mandated again to support the PMI process for the Operations department. Ginkgo took over the responsibility to design and implement joint processes as well as handover procedures to ensure organizational readiness for “commercial day one” when both companies started to market combined service and product offerings. Based on the results achieved in phase one several other projects were initiated to further ensure and enhance smooth interworking of all Operations processes. In parallel areas with high synergy, potential were identified, analyzed and actions defined to realize those synergies. As the coordinative body, Ginkgo was responsible to monitor, control, and report the progress of all Operations initiatives within the merger program to ensure that the financial targets set by the executive board were met.
5

Omni Channel Strategy and Transformation

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One of the leading Global Telecommunications providers has launched new Infrastructure as a Service-based Cloud product for its business customers. The new development of cloud products also required the realignment of sales and customer approach. The modernization of sales channels and their dovetailing played a key role here. Ginkgo developed a comprehensive Omni Channel strategy tailored to the new business model, which also took into account the convergence of sales, marketing, and service. In the process, the new sales channels were developed both professionally and technically: Online Sales, Tele Sales, Direct Sales, and Partner Sales. The implementation also included the connection of the sales channels along the customer journey from awareness to the advisory, automatic ordering, and automatic invoicing. In addition, customer self-service was expanded in the online sales channel, which led to significantly improved customer satisfaction.

Publications

運輸・ロジスティクス

運輸業界は、計画・監視・運用システムにおけるグローバル化と技術革新によって利益を上げています。高度な顧客要求には、複雑な情報システムの助けを借りなければ応えることができないのです。このように物流業界は、ますます不安定になる世界経済の変動に極めて依存しています。Ginkgo Management Consultingは、クライアント企業が目標とするビジネスおよびIT戦略の定義と実行を支援し、提供するサービスとバリューチェーン全体における業務プロセスの最適化を可能にします。当社は革新的なテクノロジーを特定し、サービスパートナーや下請業者との連携・マネジメントに向けた最適化の可能性を分析します。

Projects & References

5

Enabling and Operationalizing Remote Cargo Railway Asset Intelligence by Establishing Sensor-Based Connectivity

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Ginkgo Management Consulting supported cargo trains (and its European subsidiaries) to set up an operational intelligence center for asset & maintenance improvement. Overall technical and logical architectures were designed and implemented into an operating model. A digital use case factory was set up to deliver digital solutions to the client’s organization.
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Enabling and Operationalize ETA Prediction for a Leading German Railway Operator

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Ginkgo Analytics supported in creating a prognosis model to predict the estimated arrival time of cargo trains. The working prognosis model delivered as proof of concept. Identified weak points in the production processes, where either data was found to be missing or the process results are not predictable. Demonstration of organizational potential of data-driven decision-making based on ETA use case implemented.
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AI-Based Data Mining Has High Productivity Potentials With Regards to Process Streamlining, Defect Avoidance and Process Optimization

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Ginkgo Analytics supported the setup of a center of excellence for AI implementation in a leading German railway operator on a corporate level. The goal of the unit is the ability of the individual business units and departments to use AI for specific applications. An MVP was built that automated the processing of customer orders into the SAP systems to the extent of nearly no human interaction, improving process quality and speed tremendously.
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Agile Digital Transformation Project to Efficiently Distribute and Manage the Vessel Capacity and Automate Booking Processes for a Globally Leading Shipping Company

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Ginkgo Management Consulting supported the client in designing and developing a new IT system to increase the profitability of transportations by improving the efficiency of the vessel capacity management by utilizing the means of Big Data, Predictive Analytics, and automated Decision Engines. The bottom line increased utilization & margin of transported containers due to streamlined processes and automation. Newly automated processes allow for significant time savings and cut down administrative overhead costs. System and forecasting models are ready to be enhanced by additional data flows from IoT devices and other external sources and complemented by machine learning.
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A Global Freight Forwarder Uses Machine Learning to Cluster and Quantify the Retention of its Customer Base and Improve its Logistics Operation

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Ginkgo Analytics supported in setting up the data pipeline and running the customer analyses. The automated data pipeline was set up, to facilitate sustainable data storage. On-premise development with the flexibility to shift ETL and analytics workload to cloud. Joint implementation of selected machine learning use cases. Several use cases are live for internal users.
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Identification of Use Cases for Asset and Maintenance Digitalization Within the Railway Sector

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Ginkgo Management Consulting identified use cases for the digitalization of mobile assets, as well as maintenance processes, to increase asset-availability, reduce maintenance costs, and to enable projects such as condition-based maintenance. Set up a business case and use case portfolio for implementation of asset and maintenance digitalization. The project increased the nationwide asset-availability, reduced maintenance costs, and enabled projects such as condition-based maintenance.

Publications

電力・ユーティリティ

エネルギー分野における既存のビジネスモデルは、その真価を問われつつあります。政治的・技術的・社会的な変化によって、エネルギー生産、エネルギー供給・消費が変容し、新しいビジネスモデルが創出されているためです。既存の企業は、新規市場参入企業や従来の構造・プロセスの変化に直面しています。Ginkgo Management Consultingは、既存の構造を柔軟にし、IT戦略を進化し続けるビジネスモデルに適応させるよう、お客様企業をサポートします。また、オペレーショナル・エクセレンスを確立するためには、ソーシングの可能性を分析・特定し、コア領域へのフォーカスを強めます。

Projects & References

5

Harmonization and Consolidation of Network- and Communication Service Operations

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A group-intern IT service provider needed the development of a group-wide target operating model and the establishment of a retained organization. The consolidation of the provider landscape and harmonization of the IT services as well as the support for the transition of a TK service strategy, especially for managed connectivity services were also major activities. Due to an enormous cost savings time pressure, the transition of identified measures had to be carried out very quickly and with measurable results. By doing this, the following measurable results were achieved: cost transparency across countries, reduced network cost to the market price, consolidated contracts, and suppliers.
5

Project Example 2

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Developing the Sourcing Strategy and building the foundation for a harmonized and standardized lean and effective Sourcing. Creating the Sourcing & Supplier Process Framework across Contract Management, Governance, Service Level Management, Risk Management, Audit & Compliance, and Demand Management.
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Project Example 3

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Building a Sourcing Strategy during a Merger & Acquisition focussing on Synergies, Supplier Re-Negotiations, and Cost Reduction. Supplier Consolidation and standardizing Contracts across strategic Suppliers. Merging two Sourcing Organizations and Harmonizing the Processes enabling a lean Management and introducing a Center of Excellence for Sourcing & Supplier Management across all Legal Entities.
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Sharing Service Information Between an OEM and a Utility Company

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As part of a wind power plant project, the OEM committed to delivering automated transfers of service data to the utilities back end systems. Gingko supported setting up the processes and solutions for the exchange of the data using an API cloud platform. The data comprised transactional data as well as documents. Furthermore, component traceability on the service order level was guaranteed by using a power plant-specific standard for identifying locations in turbines.

Publications

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