Chanel

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Location


Hong Kong, HK

Completion Date


2015

Sector


Retail

Introduction


The Client is an exclusive French fashion house specialising in luxury goods (haute couture, ready-to-wear, handbags, perfumery, jewellery and cosmetics). The label is one of the most recognised brand names in the luxury and haute couture fashion industry worldwide.

The Challenges


Following an internal global Data Centre (DC) assessment, it was identified that the client required a more resilient Disaster Recovery (DR) capability for its Regional production DC in Hong Kong. As a consequence, the client engaged PTS Consultancy services to assist with the definition of the Greater China & Asia-Pacific DC Resilience Roadmap and associated DC supplier assessment and
selection.

 

The client’s business had grown exponentially, significantly increasing the number of retail stores across the region. As a consequence, support requirements had extended from a 40 hour week to a 7x24x365 support model that was inconsistent with the existing operating model and the associated Systems, Infrastructure and Service Management support structure. Furthermore, the client considered that
their Data Centre support model was operating at a low maturity level and that the process and governance model were below industry best practice.

In addition, PTS found little evidence that contracts with third party suppliers, or outsourcing service suppliers represented the Client’s best interests. There was little evidence of ownership and accountability, processes, SLAs, OLAs or underpinning Contracts, and neither Metrics nor KPIs for the governance of supplier relationships, either internal or external. PTS also identified the lack of a Continual Service Improvement Process that would guarantee constant, measurable, incremental improvements in service quality

PTS Solutions


PTS prepared a recommendation and validated the business case for the DC strategy, designed to provide a comprehensive regional DR capability. PTS also identified the opportunity, and established the costs, for hosting and centralising all regional systems for multiple countries in which the client operates into their Hong Kong DCs, along with the associated service and support organisations.

PTS highlighted the lack of an IT Service Management support model, underpinned by a single Service Management toolset, aligned to industry best practices and the proven quality frameworks of IT Service Management (ITSM), IT Infrastructure Library (ITIL) Best Practices and ISO/IEC 20000-1:2011 for IT
Service Management.

PTS recommended process improvements for a number of key service management processes, developed a Roadmap for future process deployment and improvement, aligned to industry Best Practice and designed an agile Target Operating Model able to respond quickly and proactively to future business requirements. Having developed the core framework of the Regional IT organisation, PTS is now supporting the final preparation, customisation and implementation of a Regional Target Operating Model that will define
how the client will operate in future by outlining the structure, roles, services and processes that deliver services/products to meet the organisation’s needs

The Result


The deployment of a Target Operating Model, Best Practice process model and single service management toolset enables the client to have an all-encompassing view of the health of its Regional IT estate and the quality of service provided by its IT services organisation and third-party service suppliers throughout the Asia-Pacific Region. It also offers the Client the opportunity to continually drive through significant improvements in service quality, productivity and efficiency.

PTS Consulting’s experience and understanding of IT Service Management Best Practice and Target Operating Models led to improved alignment between the business and IT, provided clearer visibility of costs and higher standards of service quality and support. IT is now more aligned to the business and more able to clearly communicate on technology and business issues – ‘bridging the comprehension gap’ between the business and technologists.

The client’s IT organisation is now in a stronger position to respond to higher customer expectations and support the drive for increased revenue growth, quality, service excellence, productivity, efficiency and competitiveness. This will lead to a more consistent, quality service. Staff productivity will increase due to higher uptimes and improved performance and availability of systems. Additionally, increased understanding of the IT infrastructure, IT support, and business processes will lead to better management information, enabling the organisation to make more informed decisions on where IT investment can further enable the business.

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