Customer service transformation for one of the leading steel service centre organisations in India

Highlights

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224 per cent improvement in key account management (KAM) maturity index.

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87 per cent improvement in complaint resolution turn-around time.

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14 per cent improvement in customer excellence score.

Client challenge

The client aspired to be the industry benchmark in customer service and sought assistance in the following areas:

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Identification of key processes and technologies for service excellence leading to enhanced customer experience

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Strategic customer management approach focused on key account management

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Phased roadmap and change management plan to ensure sustainability

Front-office challenge
Middle-office challenge
Back-office challenge

Lack of structured customer-wise growth plan and key account management
High turn-around-time (TAT) to resolve customer complaints
Lack of digital tools for front-end teams and customers to track order status.
Refine the make-to-stock strategy and campaign plan to better align sales efforts with production forecasts and improve efficiency.

Low delivery performance (On Time In Full (OTIF))
Frequent non-availability of raw material
End-to-end (E2E) manual supply chain operations

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Lack of a dedicated customer experience (CX) focussed department
Sales order execution opacity impacting customer commitment

KPMG in India’s approach

KPMG in India deployed a cross-functional team, comprising members of customer and operations – commercial, digital solutions and strategy, and design thinking, to transform front, middle, and backend processes, identify automation opportunities and implement supply chain management (SCM) planning tool network-wide. This was done in three phases.

Phase 1: As-is assessment

Conducted diagnostic workshops across plant locations and interacted with various customers to assess:

Customer requirements, journeys, and friction areas
Client and competition customer experience performance
Sales approach
Complaint resolution approach
Key account management
Supply chain management
Digital and IT capabilities

Phase 2: ‘To-be’ process design

Redesigned customer journey and key processes impacting customer experience, including:

Supply chain management (SCM) process and OTIF methodology
Complaint management playbook
Key account management (KAM) framework document
Customer feedback management framework
C-SAT survey
CX survey template
Prioritised digital interventions to improve customer experience, including SCM planning tool, ERP (Enterprise Resource Planning), MES (Manufacturing Execution System) and WMS (Warehouse Management System)
Sustenance framework including standard operating procedures (SOPs), roles and rewards

Phase 3: Implementation

Drove implementation by PMO (Project management office)/execution, involving:

Setup of new central customer delight vertical
Implementation of key account management (KAM) framework, redesigning of SCM processes, complaint resolution processes across all plant locations
Deployment of SCM planning tool across the organisation

Result

224 per cent improvement in key account management (KAM) maturity index
87 per cent improvement in complaint resolution turn-around time
25 per cent improvement in digital maturity score
OTIF improvement of 61 per cent in plant one and 21 per cent improvement in plant two
14 per cent improvement in customer excellence score

Why KPMG Connected Enterprise?

The focus on customer excellence through digitalisation and continuous improvement of processes rendered KPMG Connected Enterprise an appropriate framework for addressing the client’s challenge. The project was driven by the importance of the customer satisfaction to achieve operational excellence and entailed application of the KPMG Connected Enterprise framework, the six pillars of customer experience framework, the key account management framework, and the curated ‘7R’ framework for enhanced business-to-business customer experience. The project was powered by five of the eight capabilities of the connected enterprise framework: digitally enabled technology architecture, insight-driven strategies and actions, aligned and empowered workforce, experience-centricity by design, and responsive operations and supply chain.

Overview of the case

Client

One of the leading steel service centre organisation in India.

Challenge

Customer service transformation.

Outcome

KPMG in India identified automation opportunities and implemented SCM planning tool network-wide, yielding significant customer service improvements for the client, including 224 per cent improvement in key account management (KAM) maturity index, 87 per cent improvement in complaint resolution turn-around time, and 25 per cent improvement in digital maturity score.