The client is a million dollar manufacturing firm which was experiencing unprecedented growth in a key market.

The client had a consistent growth in the market since the last 8 years, but had a clear sign of a bubble burst. As part of a multi-faceted strategy to capitalize on remaining revenue opportunities while preparing to address the changing market conditions, was purchasing significant components of its Supply Chain. These purchases would benefit their Services Business Unit by maximizing current profits while cutting cost and streamlining processes to address evolving market conditions.

In order to capitalize on the changing market opportunity and successfully complete the Supply Chain acquisition strategy, they realized that the integration of their Information Assets across vertical P&L’s and horizontal business processes was critical for success.

Zensar’s goal was to complete the planning and implementation process as rapidly as possible. Utilizing the Information Discovery and Information Portfolio Manager components of the Integrated Information Methodology, Strategic Integration Consulting went to work. Because speed was an issue, the project was organized into three semi-concurrent phases.

Phase One was an information-gathering phase utilizing the Information Discovery Methodology. Existing and new information were compiled to ensure both efficiency and accuracy.

Phase Two was the Analysis Phase utilizing the Information Portfolio ManagerTM. As information was captured it was utilized to populate and configure the Information Portfolio ManagerTM. This Phase resulted in an in-depth analysis of the environment including current and desired states with the identification of associated gaps.

Phase Three was the Information Roadmap. A detailed and prioritized multi-phase plan with quantifiable success metrics including ROI was created.

The solution resulted in an increase of $30 million in parts orders, due to the ability to tightly manage the quote and delivery cycles of all contributing organizations in the supply chain.

Related Information Technology development expenditures were reduced by an average of 30% through the leverage of existing data, solutions, ETL programs and the Information Portfolio Manager. One data mart was eliminated resulting in an annual recurring cost savings of $4.5 million.