Your Function

What is your responsibility within the company?
We find solutions and assist you in implementing the changes in your area.

FINANCE & CONTROLLING

In the area of Finance you set metrics and provide information for strategic decisions, the company's daily management and performance measurement in transformation projects. With our experienced consultants, experts in commercial systems and processes, interim and project managers, we can assist you with your temporary projects at home and abroad. Our portfolio includes defining a common performance measurement systems and processes for your headquarters, Prozessrollout in your international offices and M & A, carve-out, post-merger integration, restructuring and consolidation of IT systems.

Projects

Merger & Acqusition​

Takeover of a manufacturer with 700 employees 

IT-Leasing​

Leverage Quick-win potential and optimize cost and financial structure with a lasting effect 

Balanced-Scorecard

Performance Improvement with BC for a manufacturing company with 1.000 employees

Your contact for Finance & Controlling

Peter Steinhoff

Phone:
+49 621 4960840

Peter.Steinhoff@tci-partners.com

M&A Transformation

ASM Assembly Systems (SIPLACE) the leading placement company decide to extend SMT process capabilities and offerings by exogenous growth and merged with DEK, the leading Printer company. Critical success factors were an effective, efficient M&A process and an early start of the post-merger-integration program.  

Facts:
Integrate DEK with its complementary portfolio
Integrate DEK team with its more than 700 employees worldwide into ASM
Integrate DEK with its different approach to the market
  
Deliverables:
•    Due diligence support
•    Strategic and financial analysis of targeted company
•    Identifying synergy potentials and generate joint business case
•    Integration concept, procedures and program
•    Business guidelines for the joint company
•    PMO support from MoU to closing
•    Communication program
•    Moderated meetings with both parties 
•    Program and project management support
•    Prepare and start of strategic controlling (KPI & milestones)
  
Results:
•    Effective and efficient DD process
•    Early start of transformation / integration of the acquired company
•    Derived an agreed integration program with both management teams
•    Effective and successful transformation 

IT-Leasing

Especially when it comes to investments in information and communication technology, our customers often lack in coordination between the operational use models and financial processes. Mainly with leveraged portfolio this tends to result in avoidable high costs and risks. One our TCI Partner recently could identify with his quick-check approach substantial savings potential for the Executive Board of a DAX company. High costs and risks especially in leveraged portfolios are often due to the fact that the actual useful life of laptops, PCs, servers or storage is not optimally matched to the release cycle. Also systems are often used longer than originally foreseen in the lease agreement. That’s when it all gets really expensive: Rent extension and secondary exploitation of assets as well as excessive lease payments and additional services are the real margin bringer of the lessor. A structured consultancy, independent of the financer, typically leads to fast realizable and sustainable cost savings of more than 10 percent. Our Partner with his quick-check approach recently could identify in a DAX company potential savings clearly above this rate, in this case by optimizing the portfolio and structure of leases.

The approach usually is pretty simple:
In a workshop, starting from the current situation (including IT portfolio, operational constraints , financial parameters , additional services by the lessor), alternatives for optimization are calculated in a model. Tailored to the customer, preference independent alternatives (for example with asset management) are presented, which might significantly strengthen the customer‘s negotiating position. This typically leads to significantly improved conditions. Assistance in tendering, negotiation, restructuring of existing contracts up to operational asset management is provided as well.

A look at leasing and financing is always worthwhile!  

Balanced Scorecard

Stagnant sales, increasing competition, insecure employees, increasing price pressure, as well as inadequate rate of innovation required the hedging strategy implementation through the introduction of a balanced scorecard.
 
Facts
• Producer of building materials with about 1.000 employees
 
Deliverables
• Visioning process with the “dominant coalition”
• Values definition through multidisciplinary workshops across all levels
• Definition of financial and non-financial targets (KPI´s ) 
• Set-up of balanced scorecard
• Set-up of management commitment in terms of strategic alignment
• Communication and participation concept
• Cascading strategic targets to all business units
• Project portfolio management
 
Results
Balanced Scorecard implementation as a strategy execution tool
Commitment of management, employees and customer
Corporate strategy realized in business life
EBITDA increase by 15% within 2 years

Human Ressource Management & Organizational Development

Changes, adaptations and strategy change affect the HR area by setting up shared service centers. Organizational changes must be planned, implemented and communicated to employees. This applies to skill management, Skill Shift, development and rollout of IT systems.

Projects​

Post Merger Integration (PMI)

Implementation of a organizational blueprint

Skill shift​

Skill development for 2.500 SAP Consultants

e- & mobile Learning​

Market analysis and selection of a virtual classroom tool

Operational skills management​

Operational skills management 

Selected Offerings​​

Due Diligence HR​

HR Due Diligence for successful transactions

HR Audit

HR the active driver for transformation and change

Transformations Workshop​

Be prepared with your HR team for the upcoming requests

Quick Check

Quick Check Changeability & Stakeholders  

Your contact for HCM & Organizational Development

Martin Reckel

 Phone:
+49 171 3046024

martin.reckel@tci-partners.com

Martin Bergmann

Phone:
+49 171 2228839

martin.bergmann@tci-partners.com

Post-Merger Integration (PMI)

Project
The major scope of the project was the implementation of an organizational blueprint across all legal entities in Germany including the buyers’s subsidiary and the acquired companies. The global blueprint for the PMI was predefined by the senior management of the buyer. The implementation of the new structural organization had to be completed within 6 months. 
Facts
Our client was an international ICT service company with more than 75,000 employees in total. The acquisition was the ICT subsidiaries of a multinational company with headquarters in Germany. Post-merger integration in Germany was completed after 12 months.
 
Deliverables
Introduction of the restructured organization in all German parts of the company 
Identifying the management team for the new organization
Transfer of all employees in the new organizational structure
Mapping the new structure in the ICT systems (cost center, ...)
Definition and introduction of new roles and business processes for sales, presales and delivery
 
Result
Six months after closing date the implementation of the new structural organization was completed for all legal entities (as far as required) including the transfer of the employees to the new departments, new management teams and the implementation of new cost center structure in ICT. After additional six months the implementation of new processes and roles in sales, presales and delivery was completed.

Skill shift

Project
With the introduction of the SAP NetWeaver platform adapted its strategy to terms of a "Service Oriented Architecture" (SOA).
 
Facts
The business model of SAP Consulting changed by this new platform strategy. 2.500 SAP consultants did not have the necessary skills to realize SOA projects for the customers.
 
Deliverables
Definition and introduction of new SOA job profiles
Identification of new technical or SAP-related knowledge and skills
Identification of customer and consultant-related behavioral skills
Coaching and web-based training, e-learning, workshops, ...
Transfer of 2500 consultants on new SOA Job Profiles
Intensive communication with all project participants, stakeholders, Change Agents, ...
 
Result
The project was successfully completed and nearly all SAP consultants successfully deliver SOA projects to their customers.

e- & mobile Learning

Currently TCI supports very successfully a German group in harmonizing its existing e-learning systems. In order to achieve even better results, a Virtual Classroom is to be added to the existing e-learning environment. TCI is now asked to support also with the selection of an appropriate solution.

In order to secure their long-term competitiveness , companies face the need to continuously develop and to train their employees according to new market requirements. Through the use of e- & mobile learning companies can achieve high coverage, flexibility and cost savings in their staff development programs. 

Virtual classrooms are a special instrument in the field of e-learning and offer the possibility to carry out training courses and workshops online based. TCI‘s current customer is the IT service provider of a German group and provides all IT systems for the Group companies. At the customer's e-learning is already used via a learning platform. In this area TCI currently supports very successful in harmonizing the existing e-learning systems. In order to achieve even better results, a Virtual Classroom is now to be added to the existing e-learning environment.

The Virtual Classroom solution is to be used in the various subsidiaries of the customer. For this reason it is an important step of the project to work out - together with the different stakeholders and users - the detailed system requirements in order to ensure a high commitment to the selected solution. This will be done by workshops, where the mission objectives of the virtual classroom are to be defined. Based on these possible use cases the functional requirements of the virtual classroom will be defined. In addition, important decision points for the selection will be aspects of IT security as well as works council agreements made for the protection of personal data. 

A market study on Virtual Classroom solutions and its functionalities will be the frame of reference for the selection. TCI is also asked to prepare this market study for the customer. Following the preparation of the market study and the definition of the required functionalities the tendering and quotation process will be controlled by the TCI consultants. With this order TCI will give proof of their expertise in e-learning as well as their competence in the "rescue" of troubled projects.

HEADLINE

Operational skills management

The IT Nearshore Center (IT NC) in Hungary is now responsible for application management for essential IT systems and platforms of its Germany-based parent company. In addition to the original AM duties, services in business process management and project management environment are offered. The Nearshore Center is in steady growth and so is also challenged to implement skill management.

While being integrated into the German parent company, the essential People Management Processes are predefined. This means that the IT NC also has to represent its skill management within a large IT system. In this IT System the employees deposit their skills and qualifications which are approved and released once a year by superiors. But actually no references to the currently required skills or roles are provided. IT NC would like to manage employee skills to strategically develop staff in their roles and to identify missing skills / roles. Within TCI‘s work package " Skill Management" a framework has been defined allowing the IT NC to continuously conduct descriptions of role-specific skills as well as a skill - employee mapping.

Scope of this work package was to define a first pragmatic skill management, which - with little effort - can be used by the team leaders for strategic employee-/skill-/roles-management. In this step no project-specific skill- risk-inspection is implemented but it is to be integrated later. A harmonization of the various forms and uses of skill levels at the various levels of the main company was explicitly excluded because in this case diverse business sectors need to be involved. The result of the work package has been implemented as an Excel file. Within 6 months a reflection meeting is planned to evaluate the skill management and discuss possible further steps.

HEADLINE

CONTENT with link

Due Diligence HR

PROBLEM
Human Resource Management ist facing several issues during mergers, acqusitions, carve-out and post-merger integration.
• 70% of transactions fail due to HR / people issues
• High potentials leave the company before, during or after transaction
• How to attract the right employees?
• Who are the high potentials, experts, seniors and youngsters you want to keep?
• How to manage the transition and integration of managers and employees?


SOLUTION
During HR transition we focus on people issues and values, principles and corporate culture
• Execute / Support HR-Due Diligence
• Built competency maps
• Execute values consistency checks and cultural due diligence
• Identify and manage high potentials
• Evaluate human resources capital
• Planning of transition and integration
• Project management, built and manage a change organization


BENEFIT
• Outside view
• Readiness and fast execution by external senior experts
• Your HR team can continue daily business

HR Audit

PROBLEM
Companies need to find a variety of challenges and responses to be flexible and adaptable. It often do not succeed in the staff areas has to accompany these processes properly or being actively involved. Moreover, the use of new technological opportunities in personnel work is often not a standard. As a consequence, the image of HR departments is often characterized by too little proactivity.


SOLUTION
• HR Audit (analysis of structure & process organization, themes & content, tools, technology, communication structures etc.)
• Optimization of processes and policies (concepts & implementation)
• Training & Coaching for the HR department (e.g. change management, new technologies, target setting, processes, policies).


BENEFIT
By HR Audit and agreed optimizations HR departments are able to perform their central tasks for the company more professional and based on international best practices. Companies will be better able to meet personnel needs quickly and appropriately. HR departments can occur as a professional contact in transformation processes.

Transformation workshop​

PROBLEM
A transformation project is to be implemented, but the companies are not sufficient conceptual capacities and experience available to create the overall concept of this. Internal change agents to support the implementation in the company take over after conception.


SOLUTION
 •  We work with you to transform the concept and practice all the people involved in the implementation
 •  Fine definition of the transformation needs
 •  Creation of the transformation roadmap
 •  Development of individual formats (Kick-Off, workshops, information events, information material, etc.)
 •  Training of managers
 •  Selection and training of change agents


BENEFIT
By transforming workshop all internal resources can be optimally used in the transformation process. The developed concept benefits from long-term transformational experience of experts. In addition, all participants will receive extensive training workshop through the transformation for use in transformation project and the professional implementation is ensured.

HEADLINE

CONTENT with link

Quick Check

PROBLEM
Transformation projects often fall through resistors of victims to a halt. Partial thereby fails even the sustainable implementation of change projects. The organization is very strong "self-absorbed" at the upcoming changes and the energy can only be restricted drawn to the substantive work on the change project.


SOLUTION
Through focused interviews will be seen to what extent executives pending transformations endorse already or still need to be convinced
 • All relevant stakeholders transformation are analyzed in workshops
•  In another workshop, communications, and other measures are planned to involve all stakeholders
•  Assistance in the implementation of the planned measures


BENEFIT
By analyzing all stakeholders and the willingness to change leaders within an organization, the occurrence of resistance in transformations is reduced. By taking into account all affiliated groups and to identify measures to ensure the commitment of all groups compared with the planned changes to the sustainable implementation success is substantially supported by transformations.

HEADLINE

CONTENT with link

INFORMATION & COMMUNICATION TECHNOLOGIES (ICT)

New technologies require new IT strategies. Other triggers are cost pressures, expansion of business areas, offices in new countries, digitization, mobile computing, industrial revolution 4.0, offshore / nearshore sourcing and cloud computing. We support you in planning and implementation.

Projects​

CRM Migration from Siebel to SAP​

A leading German ICT provider changed the CRM application including 12 partner systems within 12 month with TCI support.

Perfect harmony between IT and business 

„LEANability“ of IT processes is challenging for the business and the IT department. TCI will help you to be successful. 

IT HR Legacy Systems shutdown ​

Cost reduction requires good preparation and sometimes an outside view on the real costs and benefits.
 

Your contact for ICT

Wolfgang Schnober

Phone:
+49 621 496084-0

wolfgang.schnober@tci-partners.com

CRM Migration from Siebel to SAP

Starting Point:
The leading German ICT Provider decided to change the CRM System from Siebel to SAP within 12 month. 
 
Facts: 
•  4.500 users (including  partners)
• 12 systems of business partners to be integrated
• Heterogeneous, international project team, variety of  stakeholders, applications and cultures
• first  SCRUM project for the client 

Deliverables: 
• Implementation of  SCRUM 
• Migration of all former Siebel functions in SAP
• Integration of  12 Partner systems based on SOA
• International training concept
• Redesign and optimization of contracts for the international application development and application management
• new application management-, operations- and  service model

Perfect harmony between IT and business 

Triggered by the company’s main strategic goals “customer orientation - innovation power - service quality”, the CIO of a medium-sized Swiss manufacturer - a leader in its market segment - is challenged to implement lean IT processes in order to improve business-IT alignment and to make service quality predictable.

Pretty soon it turned out that the existing processes had been developed by the book without a ground-understanding of business requirements. As expected, inconsistent service delivery processes and tool support within the IT organization and insufficient transparency regarding service levels were the consequence.

The bottom line is ITIL. But the biggest lesson in our project is that Lean IT is not about the tools that are used; it is about the processes and procedures used. And the guideline by management was not to talk about ITIL but just to improve the IT in the easiest way.

Lean IT Processes - the voice of customers
The main idea of lean management is to evaluate (start) each activity from a user benefit view. Lean IT has to design and manage the processes with respect to customers’ demand. So we focus on the design of customer-oriented IT services, on a customer-driven service portfolio and on the ability of the IT organization to transform business requirements to technical specifications. That’s where we step in.

Lean IT Projects 
The quality of IT services has a lasting effect on the performance of business processes. Changes in market and competition therefore require permanent changes in processes. One of our critical success factors is operational excellence, cost efficiency, “just-in-time” delivery and request fulfilment in IT projects and minor changes.

Lean IT Controlling 
What we need in the end is to establish IT‐Controlling as an effective tool for managing IT processes. This includes a set-up of service level reporting and KPIs, a continuous reporting of targets and achievements, the improvement of existing ticket tools for incident and change management to measure process performance and stability and a clear and transparent communication to all stakeholders.

We have attended and supervised the Swiss lean project for more than half a year now. Maybe we haven’t achieved enthusiasm for lean IT processes yet. But we have gained acceptance and we have attained the willingness for change by explaining the benefits and the significance of a perfect harmony between IT and business. Now it is obvious for all employees that lean processes help to save time and that it is good for the business to manage IT incidents and IT changes as fast as possible and in a coordinated way.

The benefit for TCI and our customers is a proven methodology to fulfill the customers IT quality goals and IT requirements and a success story about the competence of TCI partners to manage transformations in business and IT.

HR legacy IT systems shutdown

What are the real annual costs of our ongoing IT legacy systems? And how can we reduce these costs and also the multitude of IT systems in the Group? These questions came up at the start of a program run at a Telecommunications Company. From this various projects emerged. One of them deals with the HR legacy systems with the aim to shut down these systems in order to achieve cost reductions. The company is running SAP HR as standard for several years.

TCI was contracted to manage and implement the project. Crucial for this decision was the TCI consultant‘s combined expertise on IT, project work and HR.
Due to past acquisitions and divestitures, TCI was confronted with a heterogeneous HR system landscape.
One of the first tasks was to conduct a comprehensive inventory of existing legacy HR and HR tools. After consultation with relevant decision-makers we identified the systems destined to be candidates for retirement.

The priorities were even sharpened in the context of business case calculations. The calculations also showed that the cumulative medium-term savings were in the seven-figures range, that return on investment with respect to the project budget in many cases occurred after less than a year, while the negative risk was manageable. So the necessary management attention was given, together with a clear goal and timetable.

Key approach to project implementation was the stakeholder analysis done at the beginning of the project. Due to the very high sensitivity of personal data and legal compliance requirements, Data Security and the Tax Department were included. Through this analysis we received valuable starting points that were important for the control and risk management in the project.

In cooperation with the relevant contacts we developed a general process model and implemented it piece by piece. Technical aspects and the data migration or archiving were not the key challenge in the implementation. Key challenge was to take into account privacy and - above all - legal requirements. Indeed, with the principles of data access and auditing of digital documents a specification of the legislator is given. In practice, however, there are some blurs and uncertainties in the application. This in itself would be no problem if infringement would not be penalized with substantial fines in a six-figures range.

Thanks to very good and close cooperation with the relevant departments we were able to navigate the waters safely, to archive HR data compliant to legal and auditing requirements and to switch off the legacy HR systems step by step.

In the final result we have even exceeded project targets and expectations in terms of cost savings achieved, because we detected in the course of the project activities other HR tools and systems which were not recorded centrally but caused running IT operating costs. The number of HR IT systems in the company could be significantly reduced while schedule and budget were met.

Due to the very positive results of the project, TCI was also contracted for the next ensuing steps, such as the implementation of a new SAP HR functionality so that an old HR tool can be switched off.
Conclusion for Business: A project to reduce the number and cost of HR legacy systems offers great savings, especially for larger groups. This potential remains largely untapped in practice because the large number of requirements to be considered inside and outside the company seem daunting to business responsibles, and often there are no empirical figures available. But by choosing the right partner and relying on a proven process model a good return on invest can be achieved.

SALES & MARKETING

A good sales makes the difference to your competitor. Crucial Nowadays, however, not only the skills customer calls to thrive, adequate remuneration systems and a good sales management. Sales Performance results from the ability to take up current market and customer information to understand to put into action and to mobilize the entire value chain in the company.

We support you from the Performance Review, organization development to build digital distribution channels as well as the link and use information from databases, WiFi, NFC, apps, mobile and external providers with Big Data Analytics to Increase Your Sales Performance. Successful and sustainable businesses determine permanently the perceived benefit of their customers and serve them.

 PROJECTS

Selected Offerings​​

Sell profitable Projects

TCI consultants have decades of management experience in development and professionalisation of sales and project business.

Quick Check Sales Performance Management 

Improve sales, customer focus, customer interfaces with innovative approaches.

Analysis of the offering process

Increase with us the effectiveness and efficiency of your salesforce.

Your contact for Sales & Marketing

Werner Siedl

Phone:
+49 152-2784 9111

werner.siedl@tci-partners.com

On the way from a investment bank to a service provider

Portigon (former West LB) has been assisted by TCI for almost three years in his radical change in corporate culture, business realignment, building customer relationships and project business. Portigon Financial Services converts from a bank to a service provider. Critical success factors for such a change is building the customer business, ie the successful acquisition of new customers as well as the customer-oriented services for existing customers. Portigon received support by TCI many and diverse ways. TCI would call this a "solution-focused systemically structured coaching", our customer just called it an addressee-specific advice in very different scopes within the organization.

"In this way we were enabled to develop our customer orientation in multiple dimensions – from conduct of conversations to the offer of proposals, negotiation and project management to the internal development of our organization. From business initiation to project implementation colleagues who were responsible for a specific customer, were successfully strengthened in their own competence, including their own sense of achievement by winning client mandates.

The consultant kept himself pleasantly in the background, but critically pointed out the deficits and potential for improvement if required. In the end even units which initially rejected this consultancy as "not invented here", turned to become medium-term supporters of this approach.

Another quite positive side effect: rather than - as so often - making the consultant smart, we were the ones who did learn - with very specific customers in very specific projects.

With this successful approach we intend to continue our transformation for our future business development.

Projects & Change Management
Portigon Financial Services GmbH"

Realignment of the services unit in the enterprise business

Situation
A network operator in the Middle East that has been privatized in the 1990s adapted its complete structure at the end of the first decade to the new requirements. Business units that were focused on customer segments have been built. One of these units that serves all enterprise customers covers all customer-oriented functions like marketing, sales, and customer service. The technical provision of the service infrastructure is provided by the network unit.

Initially the charter of the customer service unit was only to provide data services for enterprise customers and to render this service at the customer interface. Soon it became evident that the enterprise customers expected all services to be handled through this customer service organization. A new manager was appointed and in cooperation with him the situation has been analyzed. The evaluation of the situation resulted in the following findings:
Challenge 1: develop a plan for extending the service capability from one product to a broader service portfolio. The new portfolio was to comprise fixed and mobile network voice and data services as well as additional added value services for enterprise customers.

Challenge 2: more and more customers demanded service project solutions specially designed for their purposes. Consequently it became necessary to develop the capability to plan customer projects and to sell and manage their implementation. Also sales and marketing recognized that selling projects and solutions needed adapted processes and competencies.

Challenge 3: the previous management of the customer service unit was not accustomed to plan and implement the services to be provisioned independently and
actively

Approach
Applying the TCI Enterprise Transformation Cycles in small groups and one-on-one meetings with middle managers draft plans for future services and the necessary processes, roles and organizational options have been developed. Through various iterations, different aspects and contexts of these elements were mediated, deepened and sharpened.

One of the most important goals was to establish which of the manager had developed the initiative and capability for implementation later on. In parallel and in close cooperation with the General Manager and the involvement of the neighboring units marketing, sales and administration a rough version of the future unit strategy has been developed. In this early phase, first implementation steps were planned and started so that practical results soon proved the benefit of the new strategy.

On the basis of this experience the whole management team of the customer service unit developed the complete version of the strategy that had finally been released for implementation by the company management.

Initially the complete strategy development was moderated by experienced consultants. During the following implementation phase the managers were continuously supported.

Results
A revised process, role, and organization model and an aggressive buildup of new staff has been approved and was implemented step by step.
Partly the employees came from other business units, partly they were newly recruited.
This newly designed customer service unit has in the meantime been supplying large parts of the significantly enlarged service portfolio.
Cooperation with neighboring units has been positively developed.
The ability to respond to customer needs has significantly improved and has resulted in an increased customer satisfaction.

  

Sell profitable projects

PROBLEM
The competition is getting tougher. Your customers expect you not only products and systems, but more complex solutions and new business models?
Now it falls to you more and more difficult to grow above average in their market and achieve your profitability goals, partly because too many projects in the difficulties are?

SOLUTION
We optimize your sales!
- A situation analysis with concrete suggestions for improvement
- Systematic development of sales strategy adapted to your projects
- Implementation of sales processes, roles and responsibilities
- Management and coaching on sales strategy focussed on customer benefits
- Design and implementation of a sustainable governance framework
- Interim provision of key competencies

BENEFIT
Our sales and project business experience you are quickly able to fully grasp your specific situation and to plan the most important lever for introducing improvements.

Quick Check Sales Performance Management 

PROBLEM
A differentiation of products and services ranging from nowadays no longer to ensure growth and long-term customer loyalty. However, competitive advantages can be achieved when an organization has the ability to constantly and rapidly adapt to changing conditions. This adjustment is required in sales and management performance can be sustained TCI GmbH implemented using the Quick Check Sales.

SOLUTION
The following dimensions in your company are examined:
• Strategy and goals
• Processes and Organization
• Marketing and sales
• Support Systems
• People and Culture
To increase the performance measures are defined and implemented as soon as deviations between target / achievements are identified.

BENEFIT
• Noticeable improvement of customer orientation in the results!
• Reference values and variance analyzes target / achievements
• Overview of all improvements and suggestions for implementation of measures
• Profitability Summary and recommendation of an implementation plan
• The basis for the development of a continuous improvement process in the sales organization of your company

Analysis of the offering process

PROBLEM
The competition is getting tougher? Increasing price pressure? More offers less orders? The requirements of customers / shopping are becoming increasingly complex and costly? The project risks are rising?
You want to prioritize your sales forces better? You are looking for an outside view on risk / reward assessment, professional quotations and sustainable implementation?

SOLUTION
- Offer Process Analysis
- Interviews with selected key personnel
- Analysis of the offer process, roles, templates, software, based on our proven Enterprise Transformation Cycle
- Support and assistance in a selected range
- Recommendations and instructions

BENEFIT
Transformation - increase with us the effectiveness, efficiency through a systematic joint strategy developed to improve their offers. We listen carefully and get back after specific tips, methods and metrics on how to create sustainable success rates in their existing environment and win contracts.

PROJECT MANAGEMENT

Due to an accelerated pressure for change and the necessity to promptly implement requirements completely and effectually the need of project management competence will continue to increase. We experience that many companies are forced to increasingly face this phenomenon and that the required competence often is not or not sufficiently available. This is mostly the case in respect of the overlapping control of complex projects with many participants or of the enhancement of speed in order to achieve results. For TCI with its experienced consultants and project managers the project management has ever been one of the essential core competencies – our range of services consists of the following, essential features.

Projects

CRM Migration using SCRUM​

Strategic decision to migrate the CRM system from Siebel to SAP.

Project Portfolio Management​

Implementation of strategic project portfolio management.

Project Office Management  ​

Built of the King Abdullah Financial District and the  ICT-Industrialzone in Riyadh.

Selected Offerings​

Successful Projects​

Our Project Managers turn your Projects into success.

Profitable Project Business​

Increase profitability of your Project Business – short- and longterm.

Efficient  Project Organization​

We develop your  organization to the next level in Project Management.

Digital Project Model

Save and in time: how to get to an optimized project architecture

Your contact  for Project Management​

Uwe Fischer

Phone:
+49 621 496084-0

uwe.fischer@tci-partners.com

Dr. Helmut Schäfer

Phone:
+49 160 3667902

helmut.schaefer@tci-partners.com​

CRM Migration using SCRUM

Starting Point:
The leading German ICT Provider decided to change the CRM System from Siebel to SAP within 12 month. 
 
Facts: 
• 4.500 users (including  partners)
• 12 systems of business partners to be integrated
• Heterogeneous, international project team, variety of  stakeholders, applications and cultures
• first  SCRUM project for the client 

Deliverables: 
• Implementation of  SCRUM 
• Migration of all former Siebel functions in SAP
• Integration of  12 Partner systems based on SOA
• International training concept
• Redesign and optimization of contracts for the international application development and application management
• new application management-, operations- and  service model

Project Portfolio Management

Starting point:
The large number of internal university projects requires a prioritization and efficient use of resources. So far there is no structured evaluation of proposals received and no transparent tracking of project progress
In addition to the portfolio approach for strategic projects and the other projects will follow the methodological approach in order to provide an optimal allocation of resources safely.

Facts: 
• 20 strategic Projects and 100 additional Projects

Deliverables: 
• Conceptualize a strategic project portfolio management (processes, decision criteria, tools, organization)
• Methods and tools for project application, processing, reporting, risk management
• Installation of an  expert team for  project work
• Conceptualize and pilot of change management process

Project Office Management

In most Middle East countries large infrastructure development programs are in place. These nations take the opportunity to consequently build also most modern ICT infrastructures. A concrete example is the establishment of as well a world class financial district as well as suburban dedicated to ICT.

Even though the Telecom Operator had strong capabilities to plan and implement very large technical expansion programs for his core network it recognized the shortage of skills and experience to manage customer / investors driven large projects.

TCI was chosen to establish the Project Management Office and to contribute through consultancy that project critical principles were understood and applied. It also was chartered to develop the program strategy with high emphasis on the alignment of the enterprise’s business strategy with the next generation ICT technology.  Part of the team was then also fully responsible for the planning and control of the master schedule.

Benefits for the customer were not only that the highly complex program was managed well, but also that this project Office served as a living example for many other similar but smaller customer programs. A planned effect was also that the organization and many employees got the opportunity to “learn-by-doing” guided by TCI’s experienced consultants.

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Successful Projects

PROBLEM
You don‘t see the best project managers and experts in your project? You plan to start your project with the best setup from the beginning? Your project is not running as expected? Milestones and budget are at risk?

SOLUTION
Our expertise for your project!
•  experienced project managers, program managers und crisis managers
•  Experts for risk management, controlling or PMO
•  Coaching and training of your project managers
•  Coaching and training of your teams
•  Project Health Checks
•  Project review/audit
•  Teambuilding

BENEFIT
With the help of our experienced partner, we bring your project back on track and help you set it up properly. Our project managers are familiar with risk management, change management and control of internal and external employees very well. We will help you to solve short-term resource problems and to occupy key positions correctly in your project.

Profitable Project Business

PROBLEM
You must be able to or want above-average growth in the project business? Your projects are getting bigger and your customers require you not only products and systems, but more complex solutions? And, increasingly, to take over the general contractor? Now it falls to you harder and harder to achieve your profitability goals, partly because there are too many of your projects into trouble? And your project controlling and reporting provides just not early meaningful information that you need to control the project business?

SOLUTION
We optimize your project business!
• Through a situation analysis with concrete suggestions for improvement
• Systematic development of the project business strategy
• Management and coaching of project business strategy
• Implementation of business development through sales to settlement
• Planning and implementation of a sustainable governance framework
• Interim provision of key competences 

BENEFIT
With our project business experience, you are quickly able to fully grasp your specific situation and to plan the most important lever for introducing improvements. This means involving all key personnel and organizational areas - also nationally and internationally.

Efficient Project Organization 

PROBLEM:
The challenge to realize an ever larger number of projects simultaneously and with the highest priority is continuously increasing. Resource scarcity leads again and again to schedule and budget overruns. Conflicts between line and project are the result. In addition responsibilities - whether on executive or employee level - are often not well defined. So there are problems in cooperation and even worse: there is a negative customer feedback.

SOLUTION:
We make your entire organization fit for managing projects.
• integration of project, program and portfolio management
• introduction of standards and process models
• integration of project and process management
• promoting a project compatible leadership concept
• the development of appropriate project management skills and career path models

BENEFIT:
As part of a comprehensive assessment, we show what skills your organization should possess to projects, programs and portfolios to manage successfully and effectively. Based on this, we work with your key people, built a customized organization approach to improving the current situation in project management. In the implementation we are both: a consultant/coach and interim manager.

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Digital Project Model

PROBLEM
Capturing complex projects in traditional project planning approaches typically resultats in a huge effort for ongoing maintenance. The effort needed to coordinate teams working simultaneously or in close dependencies is mostly not taken properly into account. If there is an urgent need to take measures in case of unforeseen events, there is often no chance to evaluate these measures in terms of cost and time impact. If a proposal has to been developed there is only very limited time for scheduling and cost calculation. As a result, suppliers have to take financial risks out of confirmed prices and time schedules.

SOLUTION
•      Together with your experts we model a "digital twin" of your project, covering the organizational, the product and the process structure.
•      By running a Monte Carlo simulation we generate a realistic project master plan and provide reliable forecasts on cost and schedule.
•      Changes during the project can be analyzed with regard to time and cost impact.
•      Your decision alternatives can be evaluated in a very short time.
•      Using best practice templates for several project types allows to determine the specific characteristics of a highly efficient project architecture.
 
BENEFIT
Our project architects are experienced in designing an optimal project architecture. Together with your experts we are modelling a digital twin of your project and by this provide these benefits:
•      Comprehensive view on the entire project and reliable forecasts without thousands of lines of project planning. resulting in increased transparency and clear overview.
•      The analysis tool shows risks and starting points for further improvement of the project architecture, resulting in better project structures.
•      What-If-Scenarios can be developed in real-time during workshops. As a result the impacts of alternative solutions and measures can be assessed more objectively.
•      Template Models support the efficient creation of proposals in tender processes (e.g. for engineering and building projects), resulting in reliable time and cost estimates in short time.

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Engineering

The increasing product and process complexity presents a challenge for engineering. Through increasing requirements for product variety and variant diversity, and through a rising number of electronically implemented functions, product complexity grows. In doing so, a special focus is put on ensuring consistency and currentness of product data.
An interdisciplinary product creation process, which ensures the integration of the engineering activities for the development of the mechanical, electrical, electronic and software system, is required. 
We support you in all activities concerning planning and implementation of process and data integration in the areas project management, engineering and IT.

Projects

Proof of concept SAP PLM at a car manufacturer

Work Package Lead for a Fit Gap Analysis.

Consistent scheduling of changes at a car manufacturer

Subproject management, process consulting, rough and detail conception.

Project variant management at an automotive supplier    

Implementation of a new solution based on SAP PLM7 with the new Product Structure Management solution

Redesign Order Handling Process

Solution of process issues and the realization of improvement potentials

SELECTED OFFERINGS​​

Digital Project Model

Save and in time: how to get to an optimized project architecture

Integration Project-Process

We create synergies by integrating project and process management

Product Lifecycle Management

We support you in the realization of an integrated solution for managing your product data

Engineering Process Management

Our consultants are experts in integrating engineering processes during the entire product life cycle

Variant Management and Configuration

Manage the variance of your products from Engineering trough sales to production and service

YOUR CONTACT FOR ENGINEERING

Patrick Müller

Phone:
+49 152 043 03 868

patrick.mueller@tci-partners.com

Proof of concept SAP PLM at a car manufacturer

Initial Situation
An automotive manufacturer has successfully implemented a solution for the Engineering BOM based on SAP PLM.
A proof of concept has been started to assess the feasibility of implementing the Production BOM as well based on SAP.
 
Tasks
Replacement of multiple legacy systems.
Taking into consideration pre-series and series production.
Supporting international production plants on diverse continents.
Integration of plants for component manufacturing.
 
Role of TCI
Work Package Lead for a Fit Gap Analysis.
 
Key Deliverables
Fit Gap Analysis of the following topics
Product structure
Configuration logic
Color logic
Change scheduling
Forecast of material requirements
Integration of procurement
Integration of software management
Management of as built bill of materials.

Results
Gaps have been identified and measures are planned.
Preliminary rough concepts can now be developed.    

Consistent scheduling of changes at a car manufacturer

Initial Situation
Each development department is using different tools.
Scheduling data for development projects are managed differently and partly inconsistently with existing applications.
Scheduling of changes is done with different tools.
 
Tasks
Provide support for all development departments.
Worldwide use.
Integration of the activities into a PLM project.
 
Role of TCI
Subproject management, process consulting, rough and detail conception.
 
Key Deliverables
Integration of scheduling data from different source systems into one target system.
Conception for a central service for interactive scheduling of change requests and change numbers.
Harmonization of scheduling data.
 
Results
The application has been implemented and is used in all development departments and locations.
The new scheduling tool is applied and used.
Rough and detail concepts for the data maintenance application are developed and approved.

Project variant management at an automotive supplier    

Initial Situation
Newly implemented platform approach within the development department is not supported satisfactorily by IT systems.
Excel based variant management cannot support the process appropriately.
Biggest issue is the missing support of the engineering change process.

Tasks
Implementation of a new solution based on SAP PLM7 with the new Product Structure Management solution.
Implementation of SAP BRFplus as configuration tool for the high level configuration.
Integration of change management functions.
 
Key Deliverables
Solution Design
Overall Concept
Variant configuration engine for a fuzzy configuration tool
Integration of SAP BRFplus
Methods consulting
Product structure architecture
Variant configuration
Development Support (development is done by a partner company using offshore resources)

Results
Solution design is developed and approved.
Solution is in production use.

Redesign Order Handling Process

In a midsized plant engineering company the continually strong growth had led to bottlenecks and process overloads. The management decided to thoroughly analyze the complete order handling process and to identify weak points. The aim was to describe the major problem areas in detail, to evaluate the effects and to identify the causal factors. Based on that, necessary measures should be derived and concrete improvement projects should be proposed.

Initial Situation
involvement of all affected functions due to a participatory change management approach (several project teams, steering committees)
focus on on-time delivery at established and continuous quality standards.
 
Deliverables
•      detailed description of the complete order handling process with the specification language BPMN 2.0
•      identification of problem areas in the respective subprocesses
•      analysis of problem causes and effects
•      creation of cause-effect diagrams recording interrelationships
•      assigning problems to all relevant subprocesses
•      definition of improvement measures of problem areas
 
Results
detailed description of the order workflow in BPMN 2.0, documented in MS VISIO
depiction of process variants
documentation of existing tools and specification of newly required tools on the basis of process mapping
defined projects for the solution of process issues and the realization of improvement potentials

Digital Project Model

PROBLEM
Capturing complex projects in traditional project planning approaches typically resultats in a huge effort for ongoing maintenance. The effort needed to coordinate teams working simultaneously or in close dependencies is mostly not taken properly into account. If there is an urgent need to take measures in case of unforeseen events, there is often no chance to evaluate these measures in terms of cost and time impact. If a proposal has to been developed there is only very limited time for scheduling and cost calculation. As a result, suppliers have to take financial risks out of confirmed prices and time schedules.

SOLUTION
•      Together with your experts we model a "digital twin" of your project, covering the organizational, the product and the process structure.
•      By running a Monte Carlo simulation we generate a realistic project master plan and provide reliable forecasts on cost and schedule.
•      Changes during the project can be analyzed with regard to time and cost impact.
•      Your decision alternatives can be evaluated in a very short time.
•      Using best practice templates for several project types allows to determine the specific characteristics of a highly efficient project architecture.
 
BENEFIT
Our project architects are experienced in designing an optimal project architecture. Together with your experts we are modelling a digital twin of your project and by this provide these benefits:
•      Comprehensive view on the entire project and reliable forecasts without thousands of lines of project planning. resulting in increased transparency and clear overview.
•      The analysis tool shows risks and starting points for further improvement of the project architecture, resulting in better project structures.
•      What-If-Scenarios can be developed in real-time during workshops. As a result the impacts of alternative solutions and measures can be assessed more objectively.
•      Template Models support the efficient creation of proposals in tender processes (e.g. for engineering and building projects), resulting in reliable time and cost estimates in short time.

Integration Project-Process

PROBLEM
With the management discipline “project management“, too often the uniqueness of the project task and thus the individuality of the resulting project plans are placed in the foreground. This definitely applies to a series of organizational projects. Concerning customer or product development projects, this point of view often does not lead to the anticipated success. In this case, the degree of standardization needs to be increased in order to minimize risks through repetition and routine work and to organize the underlying project processes more efficiently.
 
SOLUTION
•      Project management and process management are not consideredas competing disciplines that are applied depending on the business case. They complement each other and offer the possibility to create synergies.
•      Project plans are based on process descriptions. Depending on requirements, they are selected, adapted and compiled.
•      The project management makes sure that the involved disciplines provide the matching subprocesses. Furthermore, it ensures that the experiences made within the project, flow back into the ongoing development of the processes.
 
BENEFIT
Our consultants are very familiar with the two management disciplines project management and process management. Together with your experts, we assess the initial situation in the areas concerned, elaborate appropriate and feasible solution scenarios and together with you we take specific steps for implementation both in project and process organization

Product Lifecycle Management

INITIAL SITUATION
Today most companies are already working with PLM solutions. But in most cases there is no full coverage of the entire life cycle of the product. Mostly just some distinct parts of the life cycle are covered. So there is no consistency of product data starting from CAD to “As Built” documentation or to a digital twin. The various disciplines - mechanics, electrics, electronics and software - are not integrated the same way. The focus of the implemented solutions is often still on mechanical design. Data exchange with partners, customers and suppliers is often done by stand-alone tools or portals, even at larger companies.
 
SOLUTION
•      Business process analysis and optimization of PLM relevant business processes
•      Consulting regarding methods such as classifications, numbers and versions
•      Analysis and optimization of data flows
•      Analysis on strengths / weaknesses of your PLM solution
•      Analysis "Is your PLM solution ready for industry 4.0?"
•      Design of PLM system architectures
•      Support for selection of PLM solutions
•      Planning and management of PLM projects and programs
•      Rough and technical concept development for PLM functionalities
•      Implementation of PLM solutions
•      Rollout support
•      Interim management (for example, as a PLM manager or a project manager)
 
BENEFIT
Our holistic consulting approach includes strategy, processes, methodology and IT. Together with your internal experts, we optimize your PLM solution and integrate it into other areas of your company. Purchasing, production, sales and service are supported with up-to-date product data. This is a precondition to realize industry 4.0 scenarios such as automated production or predictive maintenance. This is also a prerequisite for the digital twin, which allows to perform simulations for products functionality, production and services.

Engineering Process Management

PROBLEM
The gap between available response time and increasing complexity of the customer's requests in the engineering area is growing rapidly. The demands on target driven, efficient and effective work are rising. The company organization is facing growing challenges with regard to the parallelization and synchronization of the individual engineering processes. It is all about integration of engineering processes into connected processes, standardization, reliant and consistent digital data transfer within the company processes as well as across the entire supply chain up to the after-sales area and during the entire product life cycle. All of this calls for integrated and standardized solutions as well as suitable automatisms in the process interaction.

SOLUTION
•      Analysis of your engineering processes with regard to the requirements arising from the company and engineering strategy.
•      Derive potentials and improvement options to better meet market requirements.
•      Concepts and solutions for process integration with regard to the requirements of Industry 4.0, IoT, Big Data.
•      Horizontal and vertical integration of processes and data both within engineering and the company as well as across the supply chain.
•      Development of e.g. Process governance, roles, responsibilities and tasks in the engineering processes.
•      Modeling and creation of process maps and process flows.

BENEFIT
Our consultants are very familiar with the two management disciplines process management and project management. Together with your experts, we assess the initial situation in the areas concerned, elaborate appropriate and feasible solution scenarios and together with you we take specific steps for implementation both in process and project organization.

Variant Management and Configuration

PROBLEM
Individualization is considered to be one of the megatrends of today. In the economic market this shows up as individualization of products and services. A product can be offered either as a configurable product or the customer can choose from a variety of options. Sometimes even customer-specific adaptions are possible.
 However, there is a desire to keep the number of parts variants low in order to keep costs of development, validation, purchasing and production under control. So processes and tools are required to manage and control the variance of a product across the entire process chain.
 
 
SOLUTION
•      Analysis and optimization of business processes in the area of ​​variant management, variant configuration and individualization
•      Consultancy on variant configuration methods, such as product structure architecture, configuration features and configuration rules
•      Strengths and weaknesses analysis of your current IT solution in the area of variant management and configuration
•      Conception of future system architecture and interfaces
•      Support in the selection of IT solutions
•      Rough and specialized solution concepts in the areas of variant management and configuration
•      Implementation of these solutions
•      Rollout support
 
BENEFIT
Offer individual products or packages which are tailored to the specific customers and maintain effective control over the complexity coming with this variance.
Our holistic consulting approach encompasses processes, methodology and IT and covers different areas such as development, sales and production. In this way we safeguard the integration of your business processes and IT solutions.
 

Procurement & Supply Management

Procurement represents one of the key levers for success of any business: Every Euro saved is one Euro more profit. Does your business face new challenges such as changing markets, new product introductions, wants to apply new technologies or acquire new customers? Is your supply management sufficiently equipped for these challenges? Did you already identify topics that you want to change or push forward but you also have identified a lack of expertise or staff?

We offer a structured and flexible approach to support your business and adapt your procurement and supply management to market needs.

Projects​

State-of-the-Art E-Procurement Solution

Significant acceleration and transparency of the procurement process

Finding and realizing cost synergies

Annual savings of over 15%

Ensuring "Day-One-Readiness" 

Timely corporate carve-out & stand-alone readiness

Selected Offerings​

High-Achievement-Sourcing-Programme

A structured approach to take full advantage of the potential of your suppliers

Procurement Transformation Management​

Successfully transform procurement and supply management

Your contact for Procurement & Supply Management​

Clemens Rinnebach

Phone:
+49 151 1083 7000

clemens.rinnebach@tci-partners.com

Dr. Silvius Grobosch

Phone:
+49 170 4511280

silvius.grobosch@tci-partners.com

State-of-the-art e-procurement solution

Significant acceleration and transparency of the procurement process

Initial situation and project goals:
An international company with locations in Germany, USA, Great Britain, Ireland and Japan was after many profitable years in a turn-around situation. Due to the previously very good business professional cost management and centralized purchasing management was not existing.
The aim was to achieve significant cost reduction by building up a central procurement function. Part of the targeted solution was the introduction of a uniform global e-procurement system.

Project activities:
Define competence rules for procurement, design and agree upon a system solution, start and conclude a global tender for a system provider and negotiate and close the respective contract with the provider, implement the solution and achieve management and employee buy-in.

Result:
Through the e-procurement system procurement processes could be accelerated significantly. Purchase requisitions could be approved or declined in a 24/7 mode - if needed even by smart phones. The basis for this success were processes which have been designed carefully well in advance.
However, the biggest plus were the cost savings that could be realized in the tens of millions of Euros because of the transparency of procurement and the clear rules of procurement processes.

Finding and realizing cost synergies in an international group of companies

Achieved average income statement savings of over 15%

Initial situation and project goals:
In an IT group with locations in Germany, Austria, Switzerland, Scandinavia, Great Britain, India, United States and Mexico synergies in-between the companies were hardly used. The aim of the project was to find such cost synergies, to reveal levers and measures to reduce costs, coordinate and then implement these levers.

Project activities:
Assemble a project team with appropriate reporting structure and distribute the responsibilities within the team, analyse options and agree upon areas of activity. Renegotiate respective ongoing contracts, define and perform tenders if adequate, finally implement the solution.

Result:
Together with the project team and the company management the following cost areas have been defined as targets: energy, mobility, mobile and fixed-line telephony as well as information technology. In a first step for all areas cost and contract transparency has been achieved. Part of this first phase was also an internal and external benchmarking. Key to success was that each cost area under consideration was handled differently. For instance, while for energy supply national calls for tender were issued, for IT a global contract with one major supplier was negotiated. For travel process management was key.

As a result, across all cost categories targeted average income statement savings of over 15% were achieved.

Make sure "Day-One-Readiness" for company carve-out

Timely corporate carve-out & stand-alone readiness

Initial Situation and project goals:
From a large corporation one part (18,000 employees, 3.5 billion euros in sales, operations in 60 countries) should become a stand-alone company. Essential services that were previously used as a shared service of the corporate office needed to be sourced from the market within 18 months. Services affected were IT, HR, finance and travel. The aim of the project was to find adequate suppliers for these services in all 60 countries within the time frame given including negotiation and implementation.

Project activities:
Agree-upon the scope of services and service levels, find appropriate service providers and system suppliers, negotiate and implement solutions for IT, HR, Finance and travel services in all affected countries.

Result:
Carve-out & stand-alone readiness was achieved with improved process management in all countries.

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High-Achievement-Sourcing-Programme

CHALLENGE
Algorithm Economy, Cloud Computing, Industry 4.0 / IoT, Big Data, E-Procurement and the like are essential innovations offering an enormous potential for new business.
The value of these innovations highly depends on finding the right suppliers and working together with them efficiently – a great challenge.
Therefore, a structured and flexible approach for sourcing is mandatory.


SOLUTION
•   With TCI you can apply a structured and successful approach
•   You benefit from the full potential of the procurement market
•   The approach is based on three key principles:
     •   Use End-to-end-Strategies
     •   Smart Contracts - design contracts in a case-specific, efficient manner-
     •   Work collaboratively with suppliers
•   A comprehensive tool-set is offered to you
•   The programme is able to cover the entire sourcing value chain
•   Many years of experience with the application of this concept


BENEFIT
1. Successful, well-founded sourcing strategies, a clear understanding of the procurement market & strategic options, an agreed-upon action plan.
2. Reduced costs by means of a broad and powerful tool-set with focus on total cost of ownership and bottom-line Ebit impact.
3. Optimised contracts reflecting the requirements of your business.
4. Tapping the full potential of your suppliers based on a detailed understanding of needs and options.

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Procurement Transformation Management

CHALLENGE
The company’s purchasing function has often grown historically. Your company is now facing new challenges: it has grown by acquisitions or internally, sells new products, is entering new markets, employing new technologies and serves new customers. You are asking yourself if the current position of your Purchasing and Supply Management does fulfil your actual und future needs and requirements. Possibly you have already identified the topics to be changed or pushed. But you need expertise to drive these changes and need external know-how, avoiding standard solutions by preferring individual solutions which fit perfectly to your company.


SOLUTIONS
 •   Analysis and optimization of purchasing strategy
 •   Interim Management (CPO, project manager,...)
 •   Purchasing and Supply Management Programme
 •   Selection and implementation of e.-solutions for process optimization
 •   Material group souring strategy (e.g raw materials, NPM, PM, IT, energy,...) § Strategic supplier management and global souring
 •   Implementation of purchasing controlling
 •   Risk management and compliance / sustainability program § Training and coaching for purchasing managers
 •   Definition and implementation of new business models


BENEFITS
By using TCI experts for your relevant needs, you are able to drive innovatively your Purchasing and Supply Management and the transformation of your company. You will receive individual and focussed support for the definition of your purchasing strategies and their implementation. In joint teams we are finding solutions and optimization for material group strategies, make-or-buy decisions, e-procurement and IT solutions as well as introduction of new technologies (big data, purchasing 4.0).

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Digital  Readiness & Transformation

Changes through digitization, sourcing and general strategy adjustments affect all processes. TCI is responsible for the implementation, including onboarding of employees through training and interactive learning.

Projects

Business Process Management

Coca-Cola Erfrischungsgetränke AG requir

Process Mining

Method-based business analysis and pro

The Transformation Experts

Digital Readiness Assessment / Due-Diligence Digital

Selected Offerings​ 

Your contact for Digital Readiness & Transformation

Michael Groezinger

Phone: 
+49 171 6872970

michael.groezinger@tci-partners.com

Coca-Cola AG

Starting point:
Coca-Cola Erfrischungsgetränke AG required a comprehensive business process management approach (BPM) in order to facilitate a large strategic program to standardize processes, systems, data and roles. This BPM approach was to integrate into the international environment of Coke One initiative.

Facts:
7 process areas with more than 800 template processes on 4 levels. About 500 process models to be localized or to be defined, based on workshops with over 50 process experts.

Deliverables:
- BPM concept and manual for the Coca-Cola organization in Germany.
- Set up and steering of a temporary BPM organization.
- Definition and deployment of a technical solutions to extract test scripts, audit conform narratives and scope analysis out of process models.
- Definition and development of a method and tools for efficient process design, modeling, quality assurance and BPM tracking.
- Alignment and close cooperation with Enterprise Architecture Management (EAM) and Process Maturity Model (PMM) teams.

Result: 
Effort for delivering test scripts was reduced by 50% compared with manual procedure. Former inconsistent data concerning scope, EAM and PMM was merged by BPM („single source of truth“). Acceptance and transparency of BPM activities was increased essentially. CCEAG’s BPM methods and tools are used as best practice within worldwide Coca-Cola organization.

Process Mining​

Efficient business processes are crucial to the company's success. Transparency about whether the actually "lived" processes comply with the actually SAP implemented processes is desirable here, but often very difficult to realize. The classical process analysis requires conducting workshops and interviews with the involved departments and thus binds very many resources. Rarely, it provides complete and reliable results. Hardly completed, it becomes obsolete again. Are there any other more efficient methods?

“Process Mining" is currently an actual method and should remedy the situation. This is an analysis of business processes on the basis of the information in SAP IT systems. But how can it be ensured that transparency is factually created with the hereby triggered flood of data. And that is really uncovered where actions need to be taken? How can it be ensured that a longer period is detected, rather than allowing a permanent monitoring. With our cooperation partner TCI offers an intelligent solution for analysis and monitoring of business processes, which is based on the recognized principles of process mining in combination with the proven TCI methods and tools. This combination of graphic analysis together with an intelligent cockpit gives the basis to optimize the reviewed business process on the basis of facts and furthermore the reuse for future monitoring of the process landscape.

The Intelligent analysis (process mining) of SAP business processes combined with our expertise in the field of financial, logistics, purchasing and HR processes as well as PM expertise provides an excellent basis for the development of detailed business cases. This is also valid for BigData applications. Outlined project costs are quickly compensated by the cost savings. With this integrated approach we distinguish ourselves from competitors. By designing of robust business cases we provide our customers an excellent basis for planning of project to generate sustainable transformation of business, process and IT topics and corresponding cost savings.

Led by a TCI Partner, a bundle of measures is currently developed to support successful acquisition and delivery: description of the integrated model of cooperation, creation of acquisition documents, support in the sales channel, training of TCI partners in the field of financial, logistics and HR processes.

Digital Readiness Assessment / Due-Diligence Digital

PROBLEM
Digital technologies develop further, the amount of data stored in IT systems increases tremendously, your customers use the Internet more extensively. Your competition offers a better service portfolio.
Identifiers: your market share goes down, you lose important customers to competition, who are more innovative, or new players enter your market with new business models.
As a general manager, as head of a business unit, as marketing or sales manager or if you are responsible for production, you are faced with the question on how you leverage those developments in favor of your business objectives.


SOLUTION
A Digital Readiness Assessment that identifies the relevantneed for action
 •  Analysis through a holistic view on your business in terms of its business model, SWOT and competitive situation
 •  Identification and prioritization of the potential provided by digital technologies
 •  Measurement of the degree of digitization of your company by using a capability model
 •  Description and evaluation of the potential activities during a digital transformation
 •  Usage of software tools do document and evaluate


YOUR BENEFIT
We strengthen your market position through the successful use of digital technologies
 •  YOU have a clear understanding of the digital technologies
 •  YOU see the degree of digitalization of your organization
 •  YOUR demand for innovation is identified and explained
 •  YOU discover new business models supported by digital technologies

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