IT transformation for a cargo handling group leads to a 25% improvement in bookings via digital platforms, saves 20% support cost yearly
Overview.
The client is the cargo handling division of Airlines Group that uses the freight capacity of its group airlines' passenger flights and maintains three global hubs. It provides freight transportation to more than 350 destinations in over 80 countries.
The client group carries more than 897,000 tonnes of freight and mail yearly - equivalent to 1680 Kg loaded every minute. To handle this load, a separate cargo support division tends to all support activities to keep the IT system running. Owing to the complex nature of the cargo business, reeling under unprecedented challenges of cost pressures, the client explored diverse options to implement a new IT Management solution for their cargo operations. Their objective for the transformation was:
Achieve economic efficiencies
Performance improvements
Operational advantages
The key challenges faced by the client in the cargo areas:
Legacy technology stack
Architecture/infrastructure improvements
Support processes were not streamlined
Different ITSM tools used in separate locations
Multiple technology stack – Applications in different technologies
Solution.
The client collaborated with Coforge to enhance all its cargo interfacing systems because of our wealth of experience in Cargo operations and revenue management. Coforge used its deep cargo understanding to redefine the applications across various cargo business areas. An end-to-end project management solution was developed and implemented to streamline the business process and improve the existing infrastructure and architecture. As most of the applications were business-critical, Coforge ensured business continuity, modernized the platform, and digitized processes with a recurring savings of 20% per year in costs.
In this project, Coforge enhanced and streamlined multiple applications that support and maintain the airline's cargo operations. Most of these applications are business-critical and must be up and running on a 24*7 basis.
To make the cargo operations more efficient and seamless, we utilized our expertise to integrate multiple products across the various cargo business areas:
Booking
Revenue Management
Revenue Accounting
Warehouse Management
Reporting
Customs Management
Pricing
ULD Management
Staff Roster Management
Schedule Management
Cargo Portal
Coforge was responsible for end-to-end project management, providing technical architect services, business analysis, development, and testing. Through these end-to-end solutions, Coforge enabled the client to streamline the business process and improve the existing infrastructure and architecture. Mostly, the running applications are critical to the business and require 24*7 support and maintenance. Coforge also supported the client with support services such as incident management, problem management, change management, RFS, CSIs, and supplier management. ;
Coforge tested, supported, and maintained these integrated products across areas such as revenue management system, warehouse management system, ULD management system, customs management system, and staff roster management system.
Results:
Implemented CSIs since 2013 – 86
Implemented CSIs in 2018 – 8 with aggregated savings of around 325 MD per year (approx. 60K GBP)
Increased productivity through faster and more seamless development
Reduction in IT expenses
Reliability of managing mission-critical applications
Seamless transitions of complex and challenging applications
No unplanned outage in any of the systems in the last 12 Months
>50 CSIs completed in the last 2 years covering automation, system, and process improvements resulted in highly optimized performance.
Multilingual support to cover partner airline cargo
Supporting more than 80 SL1,2,3 and Generic Applications
The Impact.
Coforge has been the preferred supplier for the client for all their delivery projects ever since.
10% of IT components Consolidated at the group level
25% improvement in bookings via digital platforms (from 5% to 30%)
Introduced cloud and upgraded from monolith to microservices and SaaS platform
Recurring savings of 20% per year in support costs
