BPM Makes Carlsberg Danmark More Efficient

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business process management

With business process management, the firm manages the administrative process for its consultants and provides a high level of professionalism to its customers.

With BPM, the toolkit and the portal in place, we could now onboard customers in an automated way. Field consultants could electronically route agreements to the back office so new-customer records could be created and “Welcome” information sent out to them.

Ordering equipment, such as beverage coolers and taps, has also been automated with the BPM platform. When consultants and customers want to discuss a Carlsberg product for a store or a bar, a photo and specifications are available on the consultant’s iPad, as well as a real-time inventory count.

We’ve also automated (via BPM) the process for creating new SKUs and sales materials, including more than 70 sales and marketing activities across the value chain. Actionable insights are brought to employees’ fingertips via mobile devices and desktop PCs. 

Steering this many people in the same direction—especially when the company might have 40 to 60 concurrent instances running—brought real structure to our processes.

With BPM in place, our back-office group can now initiate tasks for each field consultant, such as visiting their customers to obtain agreements on quarterly promotions, spot locations, activations and more. The consultants use their iPads to fill in required information about the promotion (e.g., location, size, etc.); obtain a store manager’s electronic signature; and generate a PDF, which the system stores and ships to Carlsberg’s back office. In turn, the back office tracks all these agreements in the retail chain and sends out the specifications and materials for in-store promotions.

Each quarter, field consultants handle approximately 1,500 agreements, so tracking progress is very important for the back-office workers.

Serving Up Significant Efficiency Gains

By implementing the process of shopping for, selecting, ordering and delivering equipment, we’ve achieved serious efficiency gains. For example, BPM helped our company reduce cooler-order errors from approximately 5 percent to within 2 percent in April 2014, the first month the new BPM implementation was in place. By December 2015, our team had reduced the cooler-error rate to 0.0 percent. Since December, the error rate has hovered between 0.0 percent and 0.8 percent.

Real-time exchange of information via BPM and the portal also helps field consultants see the dimensions of a cooler in relation to a customer’s available space, which ensures we don’t deliver a cooler that doesn’t fit. By prepopulating data when a field consultant is in front of a customer, we can collect the right information the first time.

Unlike years past, workers don’t have to call a customer back to clarify something or add information they forgot to capture on-site. By our team’s reckoning, the BPM solution has reduced the call times between the front office and the back office, on average, from 14 minutes to 2.5 minutes per order for retail customers, and from 37 minutes to 2 minutes per order for bars, restaurants and the like.

The portal gives us a structured overview of the various tasks an employee is handling. We’re also able to enhance the BPM portal with different views, such as grouping employees who work with customers, or creating a group of all employees engaged in handling beverage coolers and taps.

Our company can now take any process in our value chain that we want to run across our business functions, or take a process we haven’t yet centralized, and put these processes into practice.

Our process now caters to our consultants’ needs in the field and gives our customers the kind of actionable insights they want. With BPM, we’re automatically steering the administrative process for our consultants and achieving a higher level of professionalism for our customers.

Kenneth Lindegaard is IT director for Copenhagen-headquartered Carlsberg Danmark.


This article was originally published on 2016-09-08
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