People and material logistics form a critical part of operations at oil and gas companies. Having set one of the highest standards in the oil & gas industry, in terms of HSSE (Health, Safety, Security and Environment) and operations, Shell needed a solution that had the ability to manage people safely and was in full compliance with the standards.
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Case Studies
The client has employees working in various locations like on offshore assets and in high-rise offices. Due to hostile work environment (especially on offshore assets), safety is given top priority.
The operator used multiple systems to manage their logistics operations, ranging from spreadsheets to sophisticated transportation management systems.
The company's excessive reliance on legacy tools (MS Excel/e-mails) and mechanisms that were employed to manage its day-today logistics operations started taking a heavy toll on its operational efficiencies.
One of the primary challenges that weighed down our client in terms of reduced operational efficiencies was its excessive reliance on disparate, outmoded and manual systems to accomplish day-to-day logistics management tasks.
SAA had been using a tailor-made legacy system built over time, to host and maintain the Corporate Loyalty Program, just as Voyager used to be before moving to the iFly Loyalty platform. The platform initially served SAA's goals and strategy but over time it became difficult to maintain and also expensive for even the smallest of changes. Shortage in relevant skill-sets became a pain point as well.
China Eastern Airlines (CEA), after its merger with Shanghai Airlines (FM), faced the mammoth task of consolidating the member base of FM under its own flagship loyalty brand – the Eastern Miles. Handling the combined member base through legacy system was expected to fetch less than optimal results.
Voyager was not as rewarding as SAA would have liked it to be. It was still running on a mainframe legacy system whose rigid nature made expansion and scaling up difficult. SAA also found loopholes in the system that led to fraudulent transactions and revenue leakages.
Since its inception in 2007, our customer has pursued its business agenda to identify new segments and explore key loyalty drivers to influence the customer behavior in the identified segment. Such a refined approach has helped the company to offer distinct loyalty proposition for targeted customer segments.