Shared services efficiency analytics

For a global beverage manufacturer, improving shared services began by making everyday work visible. Across reporting, master data management and logistics, a 45-day assessment combined big data analysis with interviews to identify where time was being lost and where efficiency and automation could move the operation forward. The work defined 33 initiatives and identified 26 efficiency and automation opportunities, alongside a reported 25 % reduction in waiting time and a 15 % improvement in reporting productivity.
Wide dawn view of a beverage production and distribution campus, with visible bottling lines, storage tanks, drink pallets, forklifts and outbound trucks moving through dispatch lanes.
Waiting time
25 % reduction reported.
Reporting productivity
15 % improvement reported.
Efficiency initiatives
33 initiatives defined.
Opportunity pipeline
26 opportunities identified.
Beverage pallets moving through an organized distribution dock as a logistics coordinator and floor lead confirm the outbound sequence.
From 45 days of monitoring to 33 efficiency initiatives

An evidence-led view of three shared services cells turned day-to-day activity into a quantified improvement agenda.

Hidden inefficiency became visible when operational evidence complemented what interviews could reveal.
目的
The initiative set out to identify efficiency opportunities across three shared services cells covering reporting, master data management and logistics. The goal was to understand how work was actually performed, quantify improvement potential and translate the findings into a practical set of initiatives that the organization could use to improve the efficiency of those cells.
機会
Interviews can explain how teams experience a process, but they do not always expose the operational patterns behind waiting time, application use or changing demand. By combining qualitative input with 45 days of quantitative monitoring, the company had an opportunity to build a more complete picture of work across the selected cells, reveal efficiency and automation opportunities that might otherwise remain hidden, and establish a clearer basis for prioritization and implementation planning.
Making hidden inefficiency visible across shared services

The assessment needed to move beyond perception and create an evidence base for deciding where and how to improve three different service areas.

主な課題
A process analyst records observations from a corridor overlooking beverage packaging lines and dispatch flows, illustrating limited operational visibility.
1. Limited operational visibility:
The selected cells lacked quantitative visibility into uptime, the applications used most often and the way demand behaved over time.
A business analyst speaks with a beverage logistics employee while observing a live handoff of paperwork, crates and palletized goods in the receiving area.
2. An incomplete view from interviews alone:
The initiative needed to complement employee interviews with observed activity data so that efficiency and automation opportunities were not overlooked.
Cross-functional specialists sort process cards beside a beverage canning line, with sample cans and packaging materials anchoring the prioritization discussion.
3. Improvement priorities were not quantified:
Potential improvements needed to be assessed and organized into a measurable agenda rather than remain as unranked observations.
An operations lead and shared-services planner sequence physical task markers beside beverage pallets, forklifts and loading bays in a distribution yard.
4. No defined route to value capture:
Recommendations needed to be translated into initiatives and an implementation plan that the organization could take forward.
解決策
A 45-day assessment combining analytics and frontline insight

NTT DATA monitored three shared services cells with 25 participants, combining quantitative analysis through big data and analytics tools with qualitative interviews. The findings were then converted into recommendations, improvement initiatives and an implementation plan.

チェックアイコン
Operational data collection

Tools were installed to collect evidence on uptime, the most-used applications and demand behaviour across the monitored cells.

チェックアイコン
Blended quantitative and qualitative analysis

Activity data was analysed alongside interviews, bringing observed patterns and employee context into the same assessment.

チェックアイコン
Initiative definition and prioritization

The analysis was used to identify and define efficiency and automation opportunities, creating a quantified improvement agenda.

チェックアイコン
Recommendations and implementation planning

The work concluded with improvement recommendations and an implementation plan designed to support the next stage of execution.

影響
Efficiency made measurable

The assessment gave the shared services organization a quantified agenda for improvement. The source reports 33 initiatives defined for the efficiency of the monitored cells and 26 efficiency and automation opportunities identified. It also reports a 25 % reduction in waiting time and a 15 % improvement in reporting productivity. The basis, measurement period and implementation status of these results should be confirmed before publication.

注目の成功事例
デジタル化されたサービス管理による現場業務の強化と、コネクテッドワーカー技術による安全性の向上
すべての成功事例を見る
小売
A pharmacy retailer grows average ticket by 8% and lab services sales by 18%
Pharmacy and health retailers compete on the visit itself: the counter, the advice, the lab test. This retailer measured its digital maturity with NTT DATA, organized more than 16 initiatives into cross-functional work cells and tracked each result. Average ticket rose 8% and lab and diagnostic services sales grew 18%.
A pharmacy retailer grows average ticket by 8% and lab services sales by 18%
小売
Micro segmentation next best product
For a retailer, a customer segment too broad to act on leaves sales teams guessing what to offer next. Working with NTT DATA, a retailer rebuilt its segmentation with advanced analytics and a clustering model, calculated purchase potential for 600,000 customers and turned the results into 128 Next Best Product initiatives.
Micro segmentation next best product
ドラッグ