Maximize client satisfaction; increase productivity and profit
Enterprises that rely on large numbers of vehicles to meet stakeholder needs often outsource to fleet management companies. It is a difficult, complex job. The physical logistics are demanding – think vehicle acquisition, maintenance, and fuel management. But there is also a ton of back-end administration that is just as critical – such as vehicle financing and scheduling and on-road compliance.
Element was juggling all of that – managing more than 1 million vehicles over the entire vehicle lifecycle for a range of clients across the United States, Canada, Mexico, Australia, and New Zealand.
Maximize client satisfaction
The company had also acquired and integrated several fleet management providers over the past seven years, resulting in inconsistent systems and processes. As a result, Element relied on its employees to perform repetitive, high-volume, manual work, resulting in inefficiencies. The impact was felt in several ways, not least on the client experience.
Deliver profit improvements
Under the leadership of its new CEO, Element undertook a business transformation strategy that promised to deliver a consistent, superior client experience and USD $144 million of run-rate profit improvement within two and a half years.
To help achieve its goals, Element needed to unlock better ways of working. It examined its operations to see what was working well and uncover opportunities for automation.
Drive automation at speed and scale
Element already had some experience with robotic process automation. A single employee had implemented around two dozen bots on the Automation Anywhere platform. These bots were automating individual processes for billing and solution delivery across Element's full vehicle lifecycle. Because the underlying technology was advancing so rapidly, the company needed to migrate these bots to a newer, better version of the same software platform before the old version became obsolete.
Element engaged Genpact to run the migration project. We quickly determined that the challenge was broader than just a 'lift and shift' of the existing bots to the latest technology platform. First and foremost, Element needed to elevate its automation efforts from grassroots-led to management-supported.
"Automation presented a tremendous opportunity to contribute to the company's overall business transformation goal, but not with the current setup, which limited speed and scale," says Pam Passman, vice president, business applications for Element. "We needed to move these bots from the desktop to the data center."
It was clear that Element needed guidance on orchestration and governance; standardized, centralized processes for enterprise-level automation; and a scalable operating model that would allow it to identify and roll out best practices across all its geographies.