CHALLENGE & OPPORTUNITY

A Fortune 500 gas and electric utility was struggling to track and collect on 3^rd party damage claims involving company owned infrastructure.  Bad-debt expense was growing and was forecasted to exceed $4 Million per year.  Several years of organizational restructuring and ERP implementation fragmented a previously successful operating model. 

SOLUTION HIGHLIGHTS

• Conducted an operations assessment and opportunities analysis
• Utilized industry benchmarking to measure improvement potential and gather best practices
• Identified immature processes, technology silos, and a lack of ownership contributing to complexity and ambiguity in the end-to-end damage claims lifecycle
• Identified people, process, and technology improvement opportunities around four major themes: ownership, billing completeness, speed to invoice, and speed to collections
• Designed and documented target-state operating model

KEY BENEFITS

• Identified 105 days reduction in event-to-invoice cycle time and 39% increase in collections
• Identified cost capture opportunities representing more than $1 Million annually
• Defined a roadmap around people, process, and systems across field ops, damage prevention, claims, and collections teams
• Shifted reactionary operating model to transparent core-competency model