A unique understanding of enterprise architecture and translation of requirements to the creation of systems, and the ability to manage a worldwide change management implementation was why the logistics firm hired C’S|3. Understanding different work cultures are it in Europe, Asia, the US or the middle east bringing teams that interact transnationally requires a global understanding not only of the business and its objectives but also of varied working cultures of its people spread across nations. Working with key leaders and gaining trust from senior leadership allowed C’S|3 consultants to execute a global change strategy.

Solution

A global management relocation tracking system that coordinated customer acquisition, contract management, calculation of shipping volume, sales,� and coordination of shipment partners (air, ocean liners, and trucks) were the first system pieces put in place that allowed the private relocation giant in disbanding siloed databases and systems at each office. Roll out and coordination was done with the implementation team and a global learning management system was built to simultaneously train the sales teams, moving teams, and team leaders of various divisions like accounting, logistics, etc. The first phases were completed in the 2 years across 75 offices and the second phase triggered in year 3 to collate and automate reporting across regions for regional CEOs and divisional general managers to track KPIs based on yearly goals at the office, division, and the regional level. Year 3 and 4 also brought 40 more offices into using the global MATS system.