Logistics and Services Provider

The client 

Logistics and service provider

PDMS was engaged by a large logistics and services organisation to conduct a process review for its Customer Services (CS) team. The primary objective was to assess the effectiveness of current end-to-end processes and procedures and, where necessary, develop detailed process maps. The initial scope identified nine key processes within the CS team. 

The challenge

Deliver value within a limited timeline

The team was given a six-week timeframe to complete the project before the busy Christmas period which is one of the client's most important times of the year. Therefore, our priority was to focus on areas where we could add the most value within the limited time available and provide actionable outputs for the organisation to take forward and ensure meaningful outcomes. It was essential that the review not only evaluated the current processes but also identified opportunities for improvement. while being mindful of the sensitivity involved in working closely with the CS team.

The solution

Actionable insights for the Executive Team

As the project had to be handled sensitively, it was important for our business analysis team to quickly build collaborative relationships with the CS team. The key to our approach was to be facilitators rather than consultants. By fostering strong relationships with the CS team, we ensured that the project would be driven by co-creation and ownership by the team itself. We established a collaborative project room at the client's site, where we conducted 30 workshops and interviews with staff. The outputs were a presentation of findings and recommendations to the Executive Team.

The project

The project followed the Double Diamond design process model. This methodology allowed us to clearly identify issues, propose solutions, and ensure alignment with the organisation’s strategic goals. The project was split into three key stages:

Discovering the problem

We used several techniques to identify key challenges, including:

These blueprints provided a comprehensive understanding of the service and enabled the team to identify opportunities for improvement, as well as encourage a collaborative and contextual mindset and tell a full story.

Defining the problem 

To clearly define the issues, we employed:

Developing the solution 

With the problems clearly defined, we worked with the CS team to develop solutions:

The results

Following our analysis, we presented the Executive Team with a comprehensive report, enabling them to take forward actionable solutions. Key elements included:

• Effort vs impact plotting – We plotted opportunities onto a grid to highlight ‘quick win’ solutions and those requiring more substantial projects
• Opportunity categorisation – Opportunities were grouped into eight categories, each accompanied by recommendations and potential benefits
• High-level system requirements – Our findings revealed that the Case Management System was not fit for purpose. We conducted a high-level gap analysis and identified a suitable alternative system already in use elsewhere in the organisation
• Standardised complaints cribsheet – We provided a crib sheet to help the CS team log complaints more accurately in the central complaints register
• Service Blueprints – These were handed over to the CS team as living documents for future use
• Backlog/roadmap – High-impact, low-to-medium effort solutions were assigned owners and timelines

This project allowed both the CS team and the Executive Team to better understand their processes. We identified 29 processes instead of the original nine, providing a detailed roadmap for improvements that will ultimately enable the team to offer a more efficient and effective service to their customers.