Setting Up Centralized Documentation Iss Case Study
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The document outlines the export and import documentation processes for Inchcape Central Documentation. It discusses establishing principal-specific teams to improve service quality, communication, and focus on customers. Key initiatives for 2001 include centralizing remaining business, implementing performance metrics, migrating to the WTS system, standardizing processes and reporting, developing a customer satisfaction program, and focusing on an HR-driven culture. Central documentation issues to address are service quality, performance management, morale, training, centralization, productivity, and systems efficiencies.
Setting Up Centralized Documentation Iss Case Study
- 2. EXPORT DOCUMENTATION PROCESS • Documentation production - all Masters received, routed and input into our system in total. Rating of documentation is received from Booking, done by booking office. Service Standard - 97% Accuracy to customers and 24 Hour Documentation preparation and distribution to customers. • Audit/Release - all documents entered into the system are reviewed for accurate rating and data input. If mistakes are found in rates, this is referred to booking office, if mistake is data input, it is corrected prior to going to customer. Service Standard - 97% Accuracy to customers and 24 Hour Documentation preparation and distribution to customers. Release portion not in VAB for all Principals until Sept 2001 • Vessel Close - This function closes all vessels, distributes manifests, prepares SED’s and does wharfage and royalty reporting. Service Standard - Transmission of vessel within 72 hours of departure. (standard is changed for short transit trades) • Customer Support - This is the multi-skilled function that is the first line of contact for customer inquiries and phone calls. This function also handles MCN’s and changes to shipment information. Service Standard - Calls answered by a live voice within 3 rings (15 Sec). CS portion not in VAB for all Principals until Sept 2001
- 3. IMPORT DOCUMENTATION PROCESS • Production - all Manifest received, cleaned and reported to US Customs and appropriate Gov’t Agencies. Service Standard - 48 Hours prior to vessel arrival at first port of call. • Arrival Notice - Upon clean up of manifest, Arrival Noticed are distributed to Notify parties of the Bill of Lading. Service Standard - 97% Accuracy to customers and 24 Hour Documentation preparation and distribution to customers 95% of the time. • Cargo Release - This function releases cargo on surrendering of OBL’s, or payment of import charges. This function also ensure customers are notified of Time Up at terminal and does all port reporting for Imports. In addition, this function handles GO reporting. Service Standard - Time up notification 24 hours before last free day and/or Cargo going into GO. (Release function for all principals not in VAB until Sept 2001.) • Customer Support - This is the multi-skilled function that is the first line of contact for customer inquiries and phone calls. This function also handles MCN’s and changes to shipment information. Service Standard - Calls answered by a live voice within 3 rings (15 Sec). (CS function for all principals not in VAB until Sept 2001.) •
- 4. 2001 Vision for Virginia Beach Central Documentation • Vision 2001 • “Creation of Principal Specific WP Teams to establish benchmark Service Quality and efficiency” • Reduced numbers of management - Increased numbers of productive staff • Improve communication through the reduction of layers • Management by performance measurement system, increase focus on customer and customers’ customer. • All activities and projects focussed on Improving Service Quality, Cost Optimization, Maximizing Productivity, Customer/Principal Satisfaction, Staff Development and Continuos Improvement
- 5. Mission Statement - Central Documentation Inchcape Shipping Services - Central Documentation is a team focussed on meeting or exceeding the requirements of our three main customer groups : •Executing Standardized Work Processes that meet or exceed the desired outcomes of our customers, every day •Providing Timely Solutions to issues that require corrective action or continuous improvement •Developing and using state of the art technology to meet the changing requirements of our customers •Developing and maintaining experienced leadership in a centralized service center to create stability and long term growth for our stakeholders. Underpinning the above is a set of Principal-specific work process teams. These teams are focussed on the success of key performance measurements that target benchmark performance in those areas critical to the satisfaction of our customers
- 6. Key Operating Plan Initiatives for 2001 • Centralization of remaining principal business • Developing and implementing a Performance Measurement System to manage the business • Migration of all principals to WTS • Developing and implementing Standardized Work Processes and Daily Process Management • Standardized reporting to Principals and Customers • Developing and implementation of a standardized customer satisfaction program • Developing an HR focussed culture within the VAB office
- 7. CENTRAL DOCUMENTATION ISSUES • Service Quality (Timeliness, Accuracy and Customer Service) • Performance Management and Measurement • Morale • Training and Staff Development • Centralization • Productivity • Systems Efficiencies
- 8. CENTRAL DOCUMENTATION TEAM SR. VP- CD (5) PRINCIPAL (5) PRINCIPAL EXPORT MGR IMPORT MGR BUSINESS MGR DOCUMENT AUDIT SYSTEMS CUSTOMER ARRIVAL PRODUCTION RELEASE SUPPORT SUPPORT NOTICE VESSEL ADMIN RELEASE/ MANIFEST CUSTOMER CLEAN/REPORT CLOSE SUPPORT REPORTING SUPPORT