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ODOCON EMS Success Story

Sarbajit Das
Sarbajit Das

The consulting engagement helped a $900 million company with 27,000 employees transition from a manual and inefficient vehicle scheduling and tracking system to a real-time digital system called ODOCON. The old system involved employees submitting schedules via Excel, manual vehicle allocation by providers, and billing based on paper records, resulting in challenges around scheduling, capacity utilization, and leakages. After understanding the problems, a prototype of ODOCON was tested in 2014 and integrated with the company's core systems in 2015. ODOCON is now used daily by over 2,000 employees across 9 locations for 500 trips, achieving an average 60% utilization.

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Success story Consulting engagement and solution deployment
Move to Real-Time Enterprise with Background The following points below offer a high level view of their situation before considering a change. Multiple service providers at different locations Schedules sent by employees on excel sheets once a week Manual clubbing of employees and allocation of vehicles Manual charting of who has used the services Billing based on all these manual entries Key challenges Scheduling in itself was a challenging exercise with a department administrator consolidating based on individual projects and preferences Clubbing and allocation of vehicles were done by service providers representatives considering all interests other than the companies. Personal relationships and short sighted bene鍖ts dominated such decisions. Absolutely no control over no shows and capacity utilization All decisions were a postmortem Multiple levels of leakages & pilferage because of multiple check and balance points E.g. Paper duty slip signed by employees, cross checked against a security register, cross checked against the roster created etc.. Our engagement with them: We started with interviewing all stake holders like employees, administrators, numerous car rental service providers. The technical and management teams both spent a lot of time on the 鍖eld to understand ground realities. After gathering deep insights on their existing prac- tices and key challenges the team met with the client decision makers and worked out a 鍖nal set of objectives to be achieved as part of this initiative. With such critical input guided with ground realities the 鍖rst prototype of ODOCON was implemented and went for real life testing in June 2014. This pilot was carried out for two months going through the complex and critical testing of GPS enablement. GPS was a relatively new technology at that point of time and the criticality came from the fact that it was embed- ded in business processes other than just track- ing a 鍖eet. In those two months there were efforts to adapt the product to the core business objectives of the client organization. Later in 2015 after achieving a full proof end to end implementation ODOCON was further integrated with clients core systems like HRMS and more speci鍖cally their attendance system. Continuous efforts went in to upgrade the product to make it user friendly for all communi- ties. Currently ODOCON is used for different business models and environments making it a platform. More than 2000 employees, ODOCON Every Day 500 trips and 9 locations use with an average utilization of 60% Client: A $900m company with more than 27000 employees and part of a $15billion group.

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ODOCON EMS Success Story

  • 2. Move to Real-Time Enterprise with Background The following points below offer a high level view of their situation before considering a change. Multiple service providers at different locations Schedules sent by employees on excel sheets once a week Manual clubbing of employees and allocation of vehicles Manual charting of who has used the services Billing based on all these manual entries Key challenges Scheduling in itself was a challenging exercise with a department administrator consolidating based on individual projects and preferences Clubbing and allocation of vehicles were done by service providers representatives considering all interests other than the companies. Personal relationships and short sighted bene鍖ts dominated such decisions. Absolutely no control over no shows and capacity utilization All decisions were a postmortem Multiple levels of leakages & pilferage because of multiple check and balance points E.g. Paper duty slip signed by employees, cross checked against a security register, cross checked against the roster created etc.. Our engagement with them: We started with interviewing all stake holders like employees, administrators, numerous car rental service providers. The technical and management teams both spent a lot of time on the 鍖eld to understand ground realities. After gathering deep insights on their existing prac- tices and key challenges the team met with the client decision makers and worked out a 鍖nal set of objectives to be achieved as part of this initiative. With such critical input guided with ground realities the 鍖rst prototype of ODOCON was implemented and went for real life testing in June 2014. This pilot was carried out for two months going through the complex and critical testing of GPS enablement. GPS was a relatively new technology at that point of time and the criticality came from the fact that it was embed- ded in business processes other than just track- ing a 鍖eet. In those two months there were efforts to adapt the product to the core business objectives of the client organization. Later in 2015 after achieving a full proof end to end implementation ODOCON was further integrated with clients core systems like HRMS and more speci鍖cally their attendance system. Continuous efforts went in to upgrade the product to make it user friendly for all communi- ties. Currently ODOCON is used for different business models and environments making it a platform. More than 2000 employees, ODOCON Every Day 500 trips and 9 locations use with an average utilization of 60% Client: A $900m company with more than 27000 employees and part of a $15billion group.