Digitalisation of processes

Speed up the transformation of processes, in an agile and sustainable way, using adapted tools. Matching the vision of IS management (rationalisation of systems, need for robustness) and business needs (adapted functionalities, agility, speed and even autonomy in implementation).

Citwell, accélérateur de transformation

The main chapters of this page:

Your problems

  • Contradictory issues between the business and the IS
    • The IS management wants to standardise and rationalise the application portfolio.
    • The business supports agile solutions that better meet their needs.
  • Need for agility
    • Existing tools do not support
    • Processes are built around a tool, but do not exactly match business needs.
    • Processes changes are made difficult by the rigidity of a large monolithic application.
    • Workarounds are set up (usually Excel), leading to the risk of errors, or even several versions of the truth.
  • Data: the crux of matter
    • Data is split, and not immediately exploitable.
    • There is a lot of waste in the inputting and exchange of information.
    • Updating or maintaining data is a time-consuming task that only adds value if the data is used correctly

Our convictions

Groups face two conflicting pressures (1/2)
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• On the one hand, the CIOs are responding to the CEOs’ request to harmonise their processes and information systems across all territories and all BUs. This approach leads to simplification, homogenisation of differences, and spreading the production of new systems over several years with ROI that are difficult to justify.
Groups face two conflicting pressures (2/2)
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• On the other hand, the businesses, require agility, flexibility, and visibility to make quick decisions in an ever-changing context. This path leads to a multiplication of small Excel or Excel-like applications, often poorly connected to existing systems, with a durability depending on the evolution of their designers’ jobs but with a strong adequacy to the problem of the moment and with immediate ROI.
Before choosing a tool
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• We recommend that, to properly define the need, the process to be supported by the tool should be clearly defined, and that futures roles and responsibilities should be considered, particularly in terms of maintenance and data updating.
• The budget for the investment in the tool must consider internal costs, not just the costs stated by the publisher.
If a tool is already existing
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• The issue of the relevance of the tool must be considered: does it meet the business need, or does it force unwanted operating modes? The presence of additional Excel tools is often a good indicator of a lack of functionality.
• The expense already incurred on a tool that is too cumbersome or too rigid is often an obstacle to change, and analysis of the costs linked to the losses that it generates can help to take the next step.

Our solutions and know-how

Today, there are more robust and collaborative alternatives to Excel, and more agile than APS/ERP type systems (less expensive, more flexible), allowing professional use of the best of both worlds.

Our Digitalisation offer helps to find the best path between these two ways by also integrating the BI reporting/analysis/simulation layer that links corporate and “local” applications.

  • Process definition support

    Awareness/Training of teams

    • Starting point of the digitalisation activity: the definition of target processes, key indicators, roles, and responsibilities is essential. We help you to design and implement these processes seamlessly.

  • Design and implementation of pilots

    Flash Diagnosis of Change

    • To help you make decisions, you need to test a tool, or the validity of digitalising a process. Our consultants and partners design, adapt and implement an adapted solution, and train your users.

  • Tool selection and implementation support

    Coaching « Change »

    • We support you in identifying and selecting tools that are adapted to your processes and needs. Our consultants contribute to the proper appropriation and use of these tools by your teams.

Your gains

We believe that a successful transformation is one that is both organisational and technological. Our strength lies in our ability to combine our consulting expertise, our change management know-how, and our capacity to provide an adapted technological solution. We thus ensure a perfect match between people and systems.

The right processes driven by the right solutions
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• Our Supply Chain consultant are dedicated to the digitalisation activity.
• The ensure the upstream framing and design of processes.
• The same team builds the right digital solution.
Greater visibility for more relevant decisions
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• Mutli-source data are centralised in a common database.
• The tool is shared, updates are visible for all, in real time.
• A workflow ensures the consistency of processes.
• The data reported is consistent regardless of viewing axis.
• Reconciliation phases are faster and more productive.
Sustainability in the company
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• The company’s know-how is digitalised and therefore resistant to change and the vagaries of human factors.
• A common vocabulary, robust processes, and controlled developments.
• Cloud solutions guaranteeing the security and availability of data in all circumstances (disasters, social crises, etc…).

Our references in sustainable supply chain

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Samutra EM

Digitalisation of processes Expert

With 27 years of experience, 20 of which as a manager, Samutra joined Citwell as Director in charge of the process digitalization activity. Expert in production management, he worked for 12 years in a consulting company as a CAPM consultant before joining the aeronautical industry for the next 13 years in the Maintenance Department of an airline. Today, Samutra supports its customers in the management of large projects by combining its industrial know-how and IT skills.

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Paul Gemin

Digitalisation of processes Expert

With 11 years as a consultant, Paul has led large-scale projects in a variety of industries. His experiences demonstrate his ability to intervene in different modes: as an operational task force or in project mode. He has demonstrated his ability to bridge the gap between strategic, tactical and operational levels during his interventions. He is currently in charge of Citwell’s “Process Digitization” offering and is working on the dissemination of knowledge through a network of referents.

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