Carbones de Cerrejón, Colombia.

Executive Summary / Abstract

Cerrejon is the largest open-pit coal mine in the world, with 30 years in the market, and an integrated operation which involves a thermal coalmine, a railroad of 150 kilometers and a seaport able to receive ships of up to 180 thousand tons of capacity. Cerrejon was looking to improve the coordination and orchestration between several areas – the commercialization offices (Dublin and Atlanta), Foreign Trade and Logistics, Financial Accounting, Accounts Payable and Treasury (Colombia) – from the moment a client placed an order until the coal was received.

For this, Cerrejon required a collaborative solution that besides bringing agility to the business, offered flexibility and would allow satisfying the requirements of local regulations. Cerrejon selected Bizagi BPM Suite to automate the coal sales process, which integrated to its ERP, would enable the management of all the transactions derived from the commercialization of the coal, consolidating a robust platform for the conciliation of payments and collections.

Viteos Capital Market Services Ltd., India

Executive Summary / Abstract

Viteos Capital Market Services Ltd. (Viteos) is a hedge fund administrator and operations service provider for financial services companies. As a small, but quickly growing company, Viteos began to outgrow its systems and sought a solution that could automate manual processes, reduce paperwork, help the company meet compliance standards, scale up or down to meet changing demands, and remain cost-effective.

The company arrived at a solution that combined an element of its existing system—Microsoft SharePoint—with a more robust business process management (BPM) and document-management solution—EMC Documentum xCelerated Composition Platform (xCP)—as well as virtualization with VMware. This combination enabled the company to meet its increasing document processing needs while maintaining familiarity for its users.

Audi Japan KK, Japan

Executive Summary / Abstract

At a certain point of business maturity, companies find it necessary to increase productivity and efficiency in order to stay ahead of industry standards. Audi Japan KK, importer of Audi vehicles and subsidiary of Audi AG, discovered that to reach operational efficiency it was necessary to gain more control and visibility over its core management and administrative processes. To fulfill this objective, the financial department decided to develop a BPM initiative within the organization that would revolutionize the operations of Audi Japan KK.

A year ago, Audi Japan KK decided to begin the automation of several of their core back-end administrative processes within the financial department; processes that were found to be too manual and paper-based, which made them inefficient and difficult to manage.

IndusInd Bank, India

Executive Summary / Abstract

Rapid Growth along with Social Responsibility:

IndusInd bank is among the first of the new-generation private-sector banks granted licenses in the mid-nineties, driven by the process of reform in the banking sector in India. The bank found out that there is a wide business growth potential for the various banking and security products along with other services it offered, provided they could become customer centric, scale up their operations and at the same time maintain cost efficiencies and targeted service levels.

Furthermore, in late 2008, the bank observed that the existing account-opening environment had grown more complicated, due to changing market environment and regulatory mandates.

'us' - Utility Services

An Alliance between South East Water Ltd, Thiess Services and Siemens, Australia

Executive Summary / Abstract

The 2009 executive team’s strategic review of the 'us' – Utility Services IT projects identified an opportunity to increase the value that its projects were delivering by taking a more holistic approach. Many of our IT projects, as is likely the case in many companies, were very focused and delivered value to a single business group or function but not necessarily across the business. This reality was amplified in our case because we not only work across departments, but also across multiple companies within the Program Alliance. The review concluded that value would be significantly increased by integrating solutions across functions and business groups through a better understanding of our end-to-end processes.