行业

 

行业

景格全球跨行业的专业知识

景格客户涉及诸多行业,内容和问题各不相同。事实上,现代IT组织面临的许多挑战都是跨行业的,发生在全球范围内的。景格企业管理公司谨遵原则方法,针对不同的客户,使用经实践验证的最佳方法,实现高效和风险优化。如此,景格及景格客户能够从容抓住特定行业机会,应对风险,及时处理新的问题。

 

汽车

汽车行业断变化,面对技术创新、市场变化和客户不断变化的移动性要求,整个价值链都必须不断调整。由于变量日益增多、运营成本增加、在新业务领域和利基市场中开辟新业务的风险增加,价值链调整转换的过程越来越复杂。十五年以来,景格企业管理公司秉持全球化的专业技术,在一系列业务领域为众多顶级汽车制造商和供应商提供支持,服务内容涵盖概念设计、业务与IT战略的整合,以及项目实施与推广的有效管理等领域

项目与参考信息

5

亚太地区IT共享服务中心的概念开发与实施

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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

汽车销售流程中的IT创新

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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

实现国际汽车经销商网络新型转向模式

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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

治理理念与新型供应商协作模式

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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

通过开放平台实现新的数字商务模式和创新

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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

制定应用程序组合管理战略

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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.

出版物

金融服务与银行

金融服务业面临着一系列挑战,最近的金融与经济危机又加剧了挑战。客户需求和行为不断变化,技术创新日新月异,监管要求日益提高,这些都需要企业实施灵活的业务模式以应对挑战。经济上的不确定性使收入和利润不断减少,而且支付和信贷领域的竞争也日益激烈。景格企业管理公司助力客户开发长远的IT战略,实现灵活、安全且卓越的运营执行。

项目与参考信息

5

租赁/融资系统的治理理念和过渡计划

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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

银行业务重组后的IT系统拆分

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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

矫正公司审计结果的项目管理

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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

在全球推广全集团标准化信贷应用程序并增强软件

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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

合并前后的汽车金融

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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.

出版物

制造业

制造业企业面临诸多挑战——持续发展精益、灵活生产网络;持续采用创新技术;调整生产计划和产品设计以优化质量和生产率;以及实现高度自动化的供应商集成等。尽管面临这些挑战,当前的“数字化转型”趋势和创新生产方法也为提高效率和实现新型制造模式创造了机遇。景格企业管理公司帮助客户制定业务与IT战略,优化全球化生产网络的效率和灵活性。我们能够帮助客户发掘潜力,推行大规模定制等新概念,并帮助创建技术先决条件,例如平台集成和自我调节系统等。

项目与参考信息

5

为推广SAP模版重建管理

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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

领先汽车供应商和制造商的IT战略

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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

变革管理与培训,重置组织,确保如期投入使用

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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

开发机器人技术中的数字服务

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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

为风力涡轮机实现 “数字化双胞胎”

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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​.

出版物

矿业与勘探

全球对资源和原材料的需求急剧上升,对价格和利润率的压力反而增加。同时由于发达国家的增长率下降、中国的增长率变平稳、俄罗斯和巴西等国的局势紧张,上述压力更加严峻。更多整合、分拆、并购活动以及更严格的环境法规也将对市场运作产生巨大影响。景格企业管理公司助力客户制定和实施IT战略,进一步数字化其业务流程,并持续整合价值创造流程。无论是在合并后集成(PMI)中,还是在整合流程和IT环境时,景格都会与客户密切合作,确定行动领域和优化潜力空间,并实施必要的变更项目。

项目与参考信息

5

移动解决方案的开发与实施

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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服务供应商转换管理

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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

推动IT战略实施

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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

开发和实施新的IT服务集成解决方案

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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

石油天然气行业在企业合并后集成中的部门重组

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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.

出版物

生命科学

生命科学行业面临巨大的变革压力,人口变化、技术创新和全球客户需求的变化更加剧了压力。研发成本高昂、没收现有专利、监管条件严格、价格压力上升,导致并购活动持续增加。企业被迫开拓新市场,为新市场提供所需的服务,同时还要解决日益严重的假冒伪劣产品问题。景格企业管理公司助力世界各地的客户建立灵活的IT组织,为不断发展的业务模式提供必要的效率和灵活性。可适应和可扩展的IT治理是合并后集成(PMI)的关键,我们帮助客户开发基本概念并共同实施。

项目与参考信息

5

IT组织重组

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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

开发和实施IT战略和架构

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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.

出版物

零售

客户需求不断变化、销售渠道和市场不断改变、技术也在创新,零售行业的利润面临巨大压力,机遇与风险并存。企业既需要在短时间内可实施的可行解决方案,也需要保持与长期总体战略一致。景格企业管理公司帮助世界各地的客户设计解决方案,满足客户和市场的动态需求。我们能够对客户数据进行有效分析和管理,实施自适应的多渠道概念,使运营区域的管理更加高效。采购和供应链战略也将具有长远性。

项目与参考信息

5

IT服务流程框架

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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概念验证和项目规划

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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

合并后的全球采购战略与整合

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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.

出版物

电信

电信业的发展越来越集约化,未来将继续集约化。创新技术不断出现,客户需求快速增长,新的商业模式仍在加速涌现。面对新环境,由于结构差异,老牌公司与新的竞争对手相比往往处于劣势。景格企业管理公司帮助客户定义灵活、精简的IT体系结构,以最佳方式支持更新业务模型,并确保实现必要的IT治理。我们的最佳实践方法久经考验,能够确保高效、有针对性地在创新管理领域实施。

项目与参考信息

5

优化顾客关怀满意度

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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

电信/电缆提供商运营的合并后集成

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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

全渠道战略与转型

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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.

出版物

运输与物流

全球化和规划、监控与运营系统的技术创新令运输业获益颇丰。但是客户需求也日益复杂,只有借助复杂的信息系统才能满足这些需求。然而,日益动荡的全球经济波动对物流业影响巨大。景格企业管理公司助力客户定义和实施业务和IT目标战略,优化整个价值链上的服务和运营流程。我们确定创新技术,分析服务伙伴和分包商协作和管理的优化潜力。

项目与参考信息

5

通过建立基于传感器的连接实现并运营远程货运铁路资产智能化

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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.
5

为某领先的德国铁路运营商启用并实施ETA预测

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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.
5

基于人工智能的数据挖掘在流程优化、缺陷避免和流程优化方面具有极高的生产潜力

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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.
5

为全球领先的航运公司高效分配与管理船舶运力并使预订流程自动化的敏捷数字转型项目

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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.
5

某全球货运代理公司使用机器学习对其客户群进行聚类和量化并改进其物流运营

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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.
5

为铁路部门资产和维护数字化确定用例

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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.

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公用事业

能源生产领域的现有商业模式面临挑战。政治、技术和社会的变化都将导致能源生产、能源供应和消费的改变,催生新的商业模式。新的市场参与者给老牌公司带来了挑战,也改变了传统的结构和流程。景格企业管理公司帮助客户在其现有结构中实现必要的灵活性,并使IT战略适应不断变化的业务模式。在优化卓越运营的过程中,我们分析并确定采购潜力,从而加强对核心领域的关注。

项目与参考信息

5

网络和通信服务业务的协调与整合

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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

项目实例二

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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.
5

项目实例三

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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.
5

在OEM和公用事业公司之间共享服务信息

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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.

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