A fast growing health care , respiratory service provider needed to streamline it administrative activities to gain better control of its customer support and resource assignment processes
The company was outgrowing its cash flow causing more internal focus as opposed of taking full advantage of the market opportunities.
The opportunity to expand was being limited by redundant , disconnected administrative processes .
Order to cash flow was both an administrative and credit line strain. More utilization from current cash availability needed to be realized to gain more market leverage.
Utilize DP&C’s supply chain management skills , application software and customer software development to seamlessly tie together the following :
a) Resource assignment to client requests
b) Lot tracking for its for rent , tangible assets
c) Item / Pricing matrix for each of its customers linked to services provided , including therapist time , consumable materials , and rented equipment
d) Provide field therapists access to the application to record all transactions electronically to mitigate the use of paper forms
e) Link the field execution activities to its financial system to expedite and make more accurate invoicing process
1. Mitigate administrative time and effort relative to revenue growth through seamless integration of electronic forms
2. Reduce Days Sales Outstanding to improve cash flow and reduce borrowing requirements
3. Enhance timely in service billing
4. Efficiently report technician time and attendance
5. Reduce time to customer
6. Create one enterprises portal for current operation and historical records
7. Provide a reconciliation & validation process for in service billing
8. Advanced notification to customer for service and material deliveries
9. No IT infrastructure to support the application to gain all the benefits
10. Promotes Aeris Consulting brand name and image across the industry
DPC Provided real time visibility for transportation & shipping operations to drive faster , more informed management decisions. DP&C is able to link disconnected operations and activities under one TMS operating system by integrating information from manual processes and existing DSI ERP (Data Specialists Inc.) application to enhance supply chain performance . DSI is one of the most used ERP applications in the dairy & food product manufacturing and distribution industry.
Resource management and allocation to execute delivery of existing sales orders is managed through manually spread sheets that mitigates operating visibility.
Validations to tie together system , process and resource activity is cumbersome and time consuming Delivery Chain of custody for food products is not readily availability and cannot be easily validated Operating improvement is not easily measured for current and future state due to the lack of timely, visible information
Connect separate processes , manual systems and information from existing ERP application into a seamless enterprise to drive efficient management decision making
Implement the DP&C SmartFleet TMS application to provide systemic and real time visibility for transportation to the transportation operation.
Integrate the sales order management process to and from the existing DSI ERP application to electronically match demand (sales orders) and supply (resources —–drivers , tractors , trailers) to provide an efficient and visible chain of custody for transportation operations.
Manage the order to cash process seamlessly through the DPC SmartFleet application and integration with DSI ERP to mitigate redundant data input , increase the validation of information , create a platform for efficient supply chain expansion.
Implement temperature chain of custody for food deliveries under the FSIS requirements (USDA —-Food Safety & Inspection Service) Provide system and process efficiency to mitigate redundant administration associated with manual tracking of delivery systems (bossies & dollies) , payroll management , sales order invoicing
Tie together the sales order management and hours of service management requirement into one application and management process
Successfully linked sales order and resource management together to improve the visibility of information and delivery performance Mitigated redundant data administration in the sales order management area by directly linking proof of delivery information to DSI for customer invoicing
Eliminated the redundant administrative effort to track delivery systems (bossies and dollies) and provided more visibility to chain of custody to improve overall asset management , reducing annual shrink
Ties together all the elements associated with the weekly payroll process and provided system validation to reduce redundant administration One transportation system from which to grow and improve operating results
Provides real time visibility of resource execution versus sales order assigned.
DP&C SmartFleet streamlined payments to transportation providers and administration associated with hourly payments to transportation providers associated with delivering material and services to construction projects.
Transportation services provided by vendors that was compensated on an hourly, as opposed to per delivery, basis created compensation accuracy issues and a somewhat cumbersome and un-timely administrative process.
The former process was driven by paper tickets (hourly tickets), issued at the material source / pick up location or construction origin site. The start and end times were issued by the origin site dispatcher or site supervisor. The process was to record the start / end time on paper tickets.
The validation of the start and end times was inaccurate and untimely resulting in inaccurate transportation expense associated with the construction project. It also created non-value added administrative time collating and collecting paper, hourly tickets. The information from the hourly ticket is a core component for transportation costing to the project and ultimately, project profit.
DP&C’s SmartFleet application, which is integrated with Tilcon’s JWS dispatch and scale system, provided a user interface for the site dispatchers and supervisors to record the start and end times for each vehicle, each day , on each construction job.
The start and end time information initiated through the user interface creates a proof of delivery for each vehicle assigned to the specific construction job. The start / end information is validated against the JWS dispatch and scale system to confirm the information on the electronic hourly ticket per vehicle, per day —–for each construction job.
The information from the electronic proof of delivery is automatically integrated and delivered back to the vendor and distributed to Tilcon’s document storage system for future reference.
Validated payment to transportation vendors for hourly services provided
More accurate costing associated with construction work
More management time to analyze costs with less redundant data input and paper document collection and collating