Consultants Deliver Superior Value to Clients
individual Xceleris team member has been key in delivering superior
value to clients. Our clients see the advantage of our business-consulting
model and business systems integrations services.
Our primary goal is to earn the highest level
of customer satisfaction by delivering tangible and rapid results.
As proof of our commitment, we welcome opportunities to tie our
fees to client success.
Change in a Global Organization |
Fortune 50 computer
manufacturing company implemented a global ERP system.
Implementing an enterprise wide business application
is more than software and hardware: it's more than 8,000 employees
and customers in 40 countries, learning new and changing business
processes. We addressed this tremendous change engaging the entire
organization with leadership training workshops and with communication
and marketing programs within the organization and We established
a global training network for employees and customers, implementing
"Train the Trainer", training programs and distance learning. The
success of the change management processes ensured that business
operations continued smoothly.
that deliver results
A software company had outgrown its
capability to release their products on time.
After a series of workshops and interviews, the
product marketing and product engineering team members collaboratively
designed new processes. Those processes were successfully deployed
to the team using a collaborative, dynamic, web-based product life
cycle management software package. Within three months after its
deployment, the team saw results: increased collaboration and communication,
a clear product road map, better-defined priorities, and the ability
to successfully deliver its product to market.
A first-tier search engine startup
needed to establish a solid business systems back-office infrastructure
to sustain their growth.
After SAP R/3 was selected as the platform of
choice, a joint strike team established new business processes and
deployed into two companies in 80 days.
into Semiconductor Supply-chain
A 15-20% reduction in overall cycle-time.
Delivery of a solution to track work-in-progress
for a fab-less semiconductor company was critical to gaining time-to-market
advantage. This client was dealing with a multi-vendor, multi-location
supply chain environment. By incorporating early alerts and advanced
notification they realized a 15-20% reduction in overall cycle-time.
a Product Line in 18 Months
This global leader of the luxury goods
industry needed to develop two new cosmetic product families in
a short timeframe.
Highly collaborative processes were used to concurrently
drive marketing and sales preparation, product design and testing,
supply chain development and pipelining. New quality standards were
created to define and manage the quality of breakthrough product
features. Design-to-cost techniques were used to keep similar price
points to the phased-out products, while significantly increasing
the product value proposition. New sourcing solutions were built
to achieve cost objectives.
Product Data Management Across the Enterprise
This leading tier-one supplier of automotive
interior equipments needed to deploy seamless PDM capabilities to
service OEMs on a global scale.
After designing and implementing the PDM system
for critical pilot project, the system was deployed in successive
waves to all existing projects and products to support:
- Re-engineered PLM processes
- Three main design and manufacturing steps
- 20+ sites globally
- Multiple function and product families
As a result of the project, the company was able
to leverage common designs and components to develop products for
OEMs (e.g. Honda) in the Americas, Asia and Europe. Breakthrough
benefits were achieved in time-to-market, PLM and product quality
a Sales Team
An emerging technology-consulting firm
needed to expand sales globally.
Establishing a global sales team that delivers
consistent, high quality messages to perspective clients required
developing new market strategies, building marketing materials,
hiring and training top notch sales professionals and establishing
procedures for managing sales targets. The client sales team grew
from two to fifteen resources in less than six months, resulting
in additional business opportunities totaling more than $20 million.
Lean Processes Globally
After a thorough restructuring and cost-cutting
effort, an Automotive tier-one supplier decided to launch a " lean
enterprise " transformation and became the leading 1st tier supplier
to OEMs in terms of quality, innovation and financial performance.
Best "lean manufacturing" practices were defined
for product innovation, supply management, customer service, manufacturing
operations, and quality management. Implementation of these best
practices was monitored by specific performance metrics and reviewed
monthly by corporate as well as site and shop floor management.
More than two thirds of the company's staff, in all 60 global manufacturing
and engineering sites, was trained in these best practices. Deployment
toolkits were developed in nine languages. This transformative effort
has been sustained and is audited regularly by a team of internal
experts. The company is now one of Toyota's preferred suppliers
and its stock is among the industry's top performers.
Process Consistency with a Global ERP Implementation
This leader in the Pharmaceutical Industry
decided to increase process and systems consistency across its global
operations. Three pilot countries on three continents were selected
to define and implement the new "core model".
Leveraging best practices from an existing SAP
finance and procurement installation, a "core and local" approach
was used to extend functionality into the sales & distribution,
supply chain and manufacturing processes. This design approach meant
identifying core and local business requirements and collaboratively
working toward commonality. Despite the challenge of very different
markets and operations, system design ended on time and on target,
with implementation sign-off approved by all three pilot sites.
Technology to Improve Operations at a Global High Technology Leader
Having significantly evolved and grown
for several years at a double-digit rate by acquisitions and divestitures,
this division of a global High Technology leader decided to launch
IT-supported initiatives to improve process effectiveness and consistency
The IT-supported initiatives were prioritized
and organized in a three-year plan, based on their strategic value
and impact on the different Business Units(BU). In spite of a very
decentralized culture, the three main BUs accepted the plan. The
first initiatives were launched and implemented at pilot locations
in Asia, in two critical areas: business intelligence and management
execution systems. Both initiatives provided for a "corporate" design
with local customization. Rollout and design sign-off involved Management
in Asia, the US and Europe.
Common Systems for Post-Merger Consolidation
This global leader of the crop science
industry, resulting from the merger of two companies, was facing
significant profitability issues in one of its major markets and
decided to implement common systems to accelerate the benefits of
After deploying SAP FI-CO as a common system
for finance, the consolidation of sales, supply chain and manufacturing
systems was launched as a second phase. The deployment of SAP SD,
MM, PP, PM, PS with extensions of FI-CO was carried out in parallel
to major site restructuring and consolidation. Thorough project
documentation, quality assurance & risk management and change
management allowed for a smooth go-live and good user acceptance,
with major productivity improvements.
| Rapid Application
Development of a Cancer Care Application
A small startup drug distribution company
looking for a way to improve patient care and medical office procedures.
A small startup had a great idea for linking
drug databases to medical cancer care. Using a RAD methodology with
two separate development companies we created a custom medical application,
which checked for patient drug contra-indications, provided patient
drug information and tracked lab tests against chemotherapy regimens.
of Managed Services
Providing outstanding IT outsourcing.
Each year the quality and customer expectations
rise as you provide better service and more results at level costs.
Managing client expectations, motivating staff to exceed those
client expectations year-in and year-out requires a firm hand with
a soft touch. Taking responsibility and ownership for the system
failures and quietly accepting the accomplishment when your team
successfully implements a project on time and on budget are the
keys to client satisfaction.
Intelligence Infrastructure for Educational Products Provider
Business critical need for timely information.
A multi million-dollar company operating an ERP
solution found themselves without the timely and critical information
required to run their business. The implementation of a Data warehousing
solution to complement the ERP package delivered the key barometers
and performance indicators to help run business effectively. The
solution implemented was completed in less than 120 days.
| Deep Market
An investment company was willing to
invest $150 M in a software startup venture.
A heavy weight team of top experts was assembled
to investigate and analyze all aspects of a proposed business plan:
management team, financials, markets, products, strategies, organization
and infrastructure, short and long term prospects. Within a month,
recommendations were delivered, enabling the client to make a well-informed