Client

A 47 year old international logistics company with a strong presence in the Americas and Asia, the key USP of the customer is their use of technology and experience. As an early adaptor of CargoWise One, the company has been using CW for 9 years and is headquartered in the United States.

Problem

While the company has an existing IT team with superusers operating and managing the CargoWise One ERP, they sought better clarity on their system set up, to run diagnostics on their existing usage and understand what improvements could be made.  

With approximately 100,000 jobs per year, the company also sought to provide its existing IT team with a more holistic understanding of the software capabilities vis-a-vis industry best practice usage by leveraging SFL’s vast exposure to best set up and usage from its network.

However, the management was unable to obtain a consolidated view of the business and dedicate the time to identify gaps due to the complexity of user navigation on each software’s operating system.

Solution

SFL conducted an internal audit of the company’s use of CargoWise One ERP to create a GAP Analysis Report, identifying gaps, areas of improvement and recommendations for maximizing system usage and ROI on the ERP investment.  

1:  SFL’s management team conducted a detailed analysis remotely over a span of 9 hours with the head office to hear from key stakeholders of IT, Operations & Finance Departments regarding internal company processes and challenges with CW One.  

2:  A productivity test was conducted to ascertain if the automation features in the system were performing or failing the testing criteria.  

3:  By using SFL’s Software Quality Assurance Approach, an audit was conducted assessing the adequacy of internal controls over the key business processes surrounding the application. A risk rating system of Low, Medium and High used measured for Finance, Security and Operations.  

4: Root Cause of each finding was analyzed and categorized based on System Control Deficiencies, Configuration Errors, Manual Operations and Master Data.  

5: Recommendations were submitted with a detailed blueprint of how it can be achieved by the Company’s IT team as well as with support with a service provider if required.  

SFL recommended the company shift focus from the reliance on external systems and instead introduce greater system controls via the approval matrices provided. Additionally, a blueprint was provided to enable the company to introduce Key Performance Indicators against the department/employee using the license for greater profitability and throughput management. Realignment requirements and guidelines were also provided with the Audit report in the form of recommendations for each module and component of CW One.  

Findings

List of Module Diagnostics Analyzed for GAP Analysis: 

[table]
Administration | Sales & Operations | Finance
Security Rights and Access | Sales | Job Management
Master Data | Marketing | Receivables
E-Doc | Rates and Tariffs | Payables
Compliant Management | Operational Processes | Cash Book
HR | Operational Automations | Job Costing
Dashboards | PO Management and Customs Web tracker Utilization. | Budget General Ledger & Charge Codes
E2E/E Adaptor | | General Ledger & Charge Codes
EDI Messaging | | Exchange Rates Reporting
| | | 24 Weeks Freed u per year‍
[/table]

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