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Download PDF  | | Services | Business Consulting, Information Management |
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About the Client
Founded as the Perth Mint in 1899, Gold Corporation is one of Australia’s leading refiners and processors of precious metals, providing high-quality services and innovative products for financial organisations, collectors and niche investors, domestically and overseas.
Gold Corporation is a State Government owned entity with an annual revenue of almost $300m and over 160 employees.
Project Overview
Departments within Gold Corporation traditionally operated with a high degree of independence. In 2003, Gold Corporation undertook a program of business process re-engineering aimed at updating systems while maintaining a commitment to quality.
A thorough review of the value chain revealed a lack of integration between sales forecasting, procurement, manufacturing and marketing.
Up to 12 independent computer systems were used simultaneously by various departments to manage inventory, place orders, track sales, and perform other critical business functions. This resulted in a lack of clarity between product lines and profitability.
Client Requirements
Change Corporation was engaged to assist Gold Corporation business units in the design of new processes that would lead to enhanced efficiency at all levels, and to an accurate view of the organisations cost and profit centres.
Sales Order Processing and General Ledger were first priority, followed by Procurement and Manufacturing, with goals of increasing revenues, extending the customer lifecycle, improving cash flow, and reducing costs and task duplication.
Our Solution
The scope of the engagement with Change Corporation covered:
- Using system replacement as a catalyst for change within the organisation;
- Business led change projects, initiated before systems project with operational management responsibility
- for projects;
- Re-engineering the business processes based upon the value chain and best practice: Change proposed a value chain view of the organization;
- Encapsulation of processes into systems workflow;
- Project management, coordination and control;
- Scripted demonstrations;
- Coordination of specialist Site Visit Team;
- Assessment of vendor implementation partners; and
- Contract negotiations.
High level business requirements were workshopped with each area of the company to identify common needs and areas of duplication. A structured analysis of existing and proposed business processes identified ten key areas for improvement, which referenced best practice and focused on the value chain approach. The analysis was backed up by detailed process flows which formed part of the updated requirements used for vendor selection.
Business Benefits
- Identification of duplicated business functions and areas of potential improvement;
- Single view of financial information;
- Single view of finished goods inventory;
- Enhanced control of purchasing through system approval;
- Greater visibility of intercompany transactions;and
- Metals ledger transactions generated simultaneously with business transactions.
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