Understand, Simplify, Automate: Saving $2 Million with Continuous Improvement
Customer Company Size
Large Corporate
Region
- America
Country
- United States
Product
- HighRadius Cloud Solution
- HighRadius POD and Claims Accelerator
Tech Stack
- Artificial Intelligence
- Cloud Computing
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Customer Satisfaction
- Productivity Improvements
Technology Category
- Platform as a Service (PaaS) - Data Management Platforms
- Analytics & Modeling - Predictive Analytics
- Functional Applications - Enterprise Resource Planning Systems (ERP)
Applicable Industries
- Food & Beverage
Applicable Functions
- Business Operation
- Quality Assurance
Use Cases
- Predictive Maintenance
- Process Control & Optimization
- Remote Asset Management
Services
- Cloud Planning, Design & Implementation Services
- System Integration
About The Customer
Dr Pepper Snapple Group Inc. is an American soft drink company, based in Plano, Texas, and the #1 flavored carbonated soft drink manufacturer in the US. Formerly called Cadbury Schweppes Americas Beverages, on May 5, 2008, it was spun off from Britain's Cadbury Schweppes, with trading in its shares starting on May 7, 2008. DPSG operates 22 manufacturing and bottling facilities and more than 100 warehouses and distribution centers across North America. With over 19,000 employees, Rapid Continuous Improvement became part of DPSG culture, but made it difficult to impact outsourced processes. Stagnation was rampant in the A/R processes and variation was the enemy.
The Challenge
The financial services team at DPSG relied on 3rd party vendors, outsourcing their Collections, Cash Application, and other A/R functions to control costs. This led to limitations such as restricted access and control. Moreover, outsourced contracts prevented shifting to other platforms or discontinuation of services prior to the contract period. A lack of metrics and statistics also made it difficult to track outsourced resource productivity causing inconsistencies across processes and creating complications for the A/R team. Only after insourcing receivables processes and leveraging technology was the team able to streamline A/R operations and achieve end-to-end process visibility. Continuous training and retraining were required for analysts to stay up-to-date with the high level of non-standardization in the process. There was a lot of hesitation from the team in adopting new processes. The majority of A/R correspondence was either mailed, or printed/scanned/emailed manually. There was no centralized system for analysts to record notes on receivables transactions, and no worklists were incorporated to help analysts prioritize work across collections and deductions.
The Solution
By leveraging technology to automate their processes, DPSG found the following functionality in using the HighRadius cloud solution: Implementation of Collection Strategies: By deploying standard collection strategies across all collectors, the teams were able to connect with the right accounts in a timely manner. Automated Correspondence: Automation of email and fax correspondences to less critical accounts significantly reduced the number of manual actions required by collectors, while reducing the size of their worklist. Data-based Customer Prioritization: Rich data-based scoring of accounts helped collectors prioritize which accounts were important or at risk and which customers needed to be focused on. Visual Metrics: Easily accessible reports and dashboards enabled team leads and managers to spot trends and take corrective actions faster. Process Discipline: Applying a standardized protocol for different collection teams helped establish process discipline across operations. They were able to save on time and resources lost in manual remittance aggregation, payment remittance linking, and cash reconciliation by incorporating a global solution. Implementing a cloud-based Artificial Intelligence solution helped automate cash application across geographies and business units. With maximum functionality built out of the box, teams were able to avoid time-consuming interactions with internal IT teams. The ability to handle virtually all remittance and payment formats helped avoid any costs for future upgrades and software updates.
Operational Impact
Quantitative Benefit
Case Study missing?
Start adding your own!
Register with your work email and create a new case study profile for your business.
Related Case Studies.
Case Study
The Kellogg Company
Kellogg keeps a close eye on its trade spend, analyzing large volumes of data and running complex simulations to predict which promotional activities will be the most effective. Kellogg needed to decrease the trade spend but its traditional relational database on premises could not keep up with the pace of demand.
Case Study
HEINEKEN Uses the Cloud to Reach 10.5 Million Consumers
For 2012 campaign, the Bond promotion, it planned to launch the campaign at the same time everywhere on the planet. That created unprecedented challenges for HEINEKEN—nowhere more so than in its technology operation. The primary digital content for the campaign was a 100-megabyte movie that had to play flawlessly for millions of viewers worldwide. After all, Bond never fails. No one was going to tolerate a technology failure that might bruise his brand.Previously, HEINEKEN had supported digital media at its outsourced datacenter. But that datacenter lacked the computing resources HEINEKEN needed, and building them—especially to support peak traffic that would total millions of simultaneous hits—would have been both time-consuming and expensive. Nor would it have provided the geographic reach that HEINEKEN needed to minimize latency worldwide.
Case Study
Energy Management System at Sugar Industry
The company wanted to use the information from the system to claim under the renewable energy certificate scheme. The benefit to the company under the renewable energy certificates is Rs 75 million a year. To enable the above, an end-to-end solution for load monitoring, consumption monitoring, online data monitoring, automatic meter data acquisition which can be exported to SAP and other applications is required.
Case Study
Coca Cola Swaziland Conco Case Study
Coco Cola Swaziland, South Africa would like to find a solution that would enable the following results: - Reduce energy consumption by 20% in one year. - Formulate a series of strategic initiatives that would enlist the commitment of corporate management and create employee awareness while helping meet departmental targets and investing in tools that assist with energy management. - Formulate a series of tactical initiatives that would optimize energy usage on the shop floor. These would include charging forklifts and running cold rooms only during off-peak periods, running the dust extractors only during working hours and basing lights and air-conditioning on someone’s presence. - Increase visibility into the factory and other processes. - Enable limited, non-intrusive control functions for certain processes.
Case Study
Temperature Monitoring for Restaurant Food Storage
When it came to implementing a solution, Mr. Nesbitt had an idea of what functionality that he wanted. Although not mandated by Health Canada, Mr. Nesbitt wanted to ensure quality control issues met the highest possible standards as part of his commitment to top-of-class food services. This wish list included an easy-to use temperature-monitoring system that could provide a visible display of the temperatures of all of his refrigerators and freezers, including historical information so that he could review the performance of his equipment. It also had to provide alert notification (but email alerts and SMS text message alerts) to alert key staff in the event that a cooling system was exceeding pre-set warning limits.
Case Study
Coca-Cola Refreshments, U.S.
Coca-Cola Refreshments owns and manages Coca-Cola branded refrigerators in retail establishments. Legacy systems were used to locate equipment information by logging onto multiple servers which took up to 8 hours to update information on 30-40 units. The company had no overall visibility into equipment status or maintenance history.
