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HCL provides Integrated Service Management across 85 applications resulting in over 12% YoY savings

BACKGROUND
  Our client is a global research-driven pharmaceutical company that discovers, develops, manufactures and markets a range of products to improve human and animal health Its existing business model was very technology oriented and did not optimally utilize its resources. Partnering with HCL on a transformational initiative, it wanted to leverage a global delivery model that would align IT to its business needs even while optimizing costs

CHALLENGES / OBJECTIVES
  Process non-compliance by projects, support personnel, and geographic divisions Production Deployment and Service Management teams were working in silos providing a fractured view of operations therefore, the inability to drive productivity gains and reduce costs Multiple vendors / multiple SLAs and the lack of an integrated approach all leading to end-user dissatisfaction at higher costs

SNAPSHOT
 Vertical: Healthcare  Micro-vertical: Life Sciences  Service Areas : IT & Business Consulting,
Application Development, Maintenance & Operations, Infrastructure & BPO services  Technologies: ERP / CRM, DW/BI, Business Integration Services, Web Applications, SOA, and COTS applications (LIMS, CDMS, CTMS), and Legacy Applications

THE SOLUTION
HCLs role was to provide integrated service management across several applications and reduce maintenance & support costs for applications while ensuring consistent service levels and quality of service delivery. HCL tracked and reduced spend per application, lowered RTB spend through value-creation initiatives, carried out process improvements and optimization exercises using shared resources, and was able to deliver productivity gains while streamlining the existing processes - all contributing to increasing customer satisfaction. Transformation initiatives included:  Migration from a resource-specific T&M based support model to a Tiered Managed Services Support model, that included a Triage Desk, KEDB-based L1.5 Support Team, Domain specific L2 specialists and technology-based L3 SMEs  ITIL-based processes, reporting, metrics-tracking and process streamlining  Other key activities included:  Standardization of Incident, Event Management and Problem Management processes  Overhauling existing Knowledge Management processes  Training across the board on ITIL-based processes (over 70 managers/leads and 150+ resources trained on ITIL v3 Foundation)  System availability management  Scoping of activities and tasks for respective support tiers, as well as providing appropriate access levels  Creation of the Triage desk towards total customer ownership, as well as to ensure that SLAs are consistently met

RESULTS / BENEFITS
      ITIL-based processes implemented and stream-lined across 85 applications Incident reduction of up to 55% in a few applications overall approximately 18% Cost benefits associated with the economies of scale, productivity gains, and process improvement s led to over 12% savings during the first year of implementation Increased IT effectiveness and end-user satisfaction due to agility and service improvements Improved Service Levels and robust Knowledge Management processes Minimized overheads on increase/reduction in demand as a result of better scalability

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