Our advisory services help clients to carefully consider and evaluate their outsourcing options prior to engaging in a full-scale outsourcing relationship. Specifically, the advisory services are:

Contact Centre Optimisation
gms works with contact centres to understand their challenges (high costs and squeezed margins, ever increasing customer expectations, etc) and recommend and implement optimisation strategies. Our objectives are to demonstrate ROI in 6-9 months, support ongoing cost reduction programmes, improve quality of service, maximise efficiency of personnel, and leverage the existing systems and infrastructure

• Analyse current call centre traffic flows and handling
  • Understand call types, frequency and level of complexity
  • Develop recommendations for automation and process optimisation
• Identify less profitable segments
  • High cost to serve / cost per call and low revenue
  • High cost to serve / cost per call and reduced service
  • Recommendations for process improvements to reduce call costs
• Analyse business processes
  • Identify call process inefficiencies
  • Define end to end contact lifecycle management process

Business Case Formulation & Feasibility Studies
Prior to putting in hard dollars into the implementation of an outsourcing strategy, we believe that customers should carefully consider the feasibility of the migration of their business processes. gms advises customers on feasibility studies prior to recommending a rollout of pilots. Feasibility studies usually include:

• Articulation of the outsourcing strategy
• Review of existing processes
• Identifying processes and/or sub-processes to migrate
• Cost-benefit analysis
• Identification of pilots and quick-wins
• Understanding the impact of organisational, cultural and socio-economic constraints
• Identification of potential operational issues, and possible solutions to these issues

Business Process Re-engineering
gms works with customers to carefully understand their existing business processes, and recommend new processes that are aligned with tangible metrics of cost, quality, productivity and time, and are ‘future-proofed’ to be flexible for the changing business environment. In particular, our business process re-engineering services include:

• Mapping existing processes (‘as is’ process)
• Identifying the impact of the ‘as is’ process on time, cost and productivity
• Designing refined processes based on metrics around time, cost and productivity (‘to’ be’ processes)
• Understanding the organisational, cultural and socio-economic constraints around ‘to be’ processes
• Defining the migration plan from ‘as is’ to ‘to be’

Scoping of pilots & Quick Wins
While it is critical to initiate an outsourcing initiative with pilots and quick wins, a poorly scoped pilot / quick win may often lead to wrong conclusions about the true cost and benefits of migrating business processes. Hence, there is a need to carefully plan and scope pilots and quick win projects, to ensure that we are focusing on the right metrics to evaluate the costs and benefits, and that we are identifying and mitigating the appropriate risks. Our approach to scoping of pilots and quick win projects includes:

• Defining the pilot
• Identifying the key metrics to measure success
• Developing a plan to collect data around these metrics
• Defining timeframes and responsibilities
• Implementation planning
• Framework for cost benefit analysis
• Risk planning and mitigation

Ad-hoc Consultancy
gms advises customers on a range of areas connected with outsourcing, based on their requirements. Some of these areas include:

• Change management
• Partner profiling and evaluation
• Support in partnership discussions
• Reviews of third party outputs
• Other services based on customer requirements