Organisation of licence management during a carve-out
Sector: Energy, Germany
The carve-out for a group of companies led to the re-organisation of licence management and the separation of all existing licences with an emphasis on SAP IS-U, SAP CRM, OpenText and special applications from the field of energy business. For any licences which could not be transferred, corresponding models were negotiated with possible software suppliers and the purchasing department provided with the required support. All the business processes specifically related to asset and licence management were analysed and expanded.
Further key points were:
- Providing operational and organisational advice in the area of licence management organization
- Defining the scope of the required licences Clarifying the respective contractual situation and further professional requirements
- Organising the supply structures and possible transfer scenarios for all the assets and licences
- Supporting the purchasing department during the acquisition and re-acquisition of licences and maintenance agreements
- Checking and expanding all the service processes
Management of RFP processes for complete outsourcing
Sector: Finance, Ireland
As a result of the terms of the euro rescue fund, the client’s company group sought to sell its Irish subsidiary. Besides the pending sale of the subsidiary, the infrastructure outsourcing contract was about to expire. The sale also resulted in the loss of the application services previously provided by the subsidiary.
Oparium supported the Irish subsidiary during this process. The brief for the IT management team was to carry out a cost-oriented, result-focussed RFP and selection process based on the TPI methodology.
During the tendering process, respective bidder meetings (Q&As; yellow pad/ solution validation; bidder presentations) were planned, assigned and executed. The team also conducted financial assessments of the offers, assessed both the risks and the bidders, and created corresponding board presentations. The scope of duties was complemented with general project management and PMO tasks.
In parallel with the negotiations, an external service provider received project auditing support which contributed to a positive overall result. Bringing all the project documents together and subsequently presenting them to the client marked the conclusion of the project.
Summary of the key points:
- Analysing the actual services and processes
- Establishing future requirements, taking into account the statutory and regulatory requirements
- Preparing the tendering documents according to the TPI methodology
- Designing a target plan for future service and migration costs
- Creating the blueprint for future structural and process organization
Organisation of an European shared service centre
Sector: Automotive, Germany
The size of the client’s corporate group grew rapidly due to acquisitions. Unfortunately, this left no time for harmonising and standardising the IT in Europe.
During the initial phase, Oparium prepared a target concept and initiated a task force to discuss the technical and organisational requirements, cost structures and basic parameters with the local management team. Once all the necessary information had been gathered, the target concept was adapted accordingly and presented to the group’s executive board and the regional management boards for their approval.
After preparing a corresponding key plan, Oparium developed the concept for the realisation together with respective organisation, service process and governance models for a shared service centre which combines the IT activities of 100 branches from South Africa to Sweden. The respective technical design and implementation process was developed and implemented by Oparium.
Developing an IT strategy and preparing for outsourcing
Sector: Healthcare, Germany
Our client had already outsourced its IT operations to an external service provider. However, the client was unhappy with the provided service quality, flexibility, processes and customer care.
Oparium analysed the technical requirements, compared them to the global IT strategy and developed a target concept that took the day-to-day business demands into account while supporting the company’s long-term strategy.
Furthermore, Oparium developed a governance model to derive maximum reward from an outsourcing relationship and a sourcing model which, besides appointing an external service provider, included the foundation of a service company.