An energy tender sales team was not meeting SLAs for their quote to order processes due to high manual effort. The high amount of data entry required caused incorrect data & delays leading to customer dissatisfaction and missed sales targets. After a review, we identified that process automation could be leveraged to increase efficiency and data accuracy.
The Business Unit
The business unit was placed within the organisation's retail division and managed the full lifecycle of customer interactions for tender customers. Their customers had accounts ranging from 20 sites through to over 15,000; each customer had an account manager dedicated for any inquiries they had.
The team did not have their processes defined and had a lot of variance of understanding across their team members. Process demand was very seasonal and could not be accurately predicted by the business unit with their ways of working. Data were managed by individual team members, causing confusion and delays if that team member was not available.
Thanks to the diligent efforts by both the automation centre of excellence and the business unit, all records were processed within timelines agreed to. As part of the overall solution, four different digital workers had been built & operationalised for the business unit as listed below.
Obtain Site Information
The digital workers were then available for the business unit to be used ongoingly for all their tender requirements. Through this project, team members identified further processes that were added to the automation backlog for future development opportunities.
Within the financial year, the team saved over 15,000 hours of manual effort through the use of digital workers, enabling their team members to focus on value-adding activities and preventing the need for using workers from other business units. Customer NPS also increased due to decreased processing timeframes, improved data accuracy and reporting.
Overall this automation project executed for this business unit delivered significate benefits and delivered a return on investment within a financial year. The successful implementation also generated future demand from the Retail division through word of mouth. With the digital workers in place, the business unit is set up for success to deliver a high-quality service to its customers continually.