II'1 Utilizing Call Center Technology in Centralized Procurement Office

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II.1 Utilizing Call Center Technology in
Centralized Procurement Office
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Utilizing Call Center Technology in Centralized
Procurement Office

• Joni Rittler
• Supply Chain Director of Infrastructure
• Catholic Health Initiatives
• Oakford, Pennsylvania
• Dan DeLay
• SVP, Supply Chain Analytics
• VHA, Inc.
• Dallas, Texas

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Implementing a New CHI Supply Chain Operating
Model
CHI as an Operating Company
Workforce Alignment
MBO Operations
Scale Optimized Contracting
Centralized Operations
Procurement
Data Management
Professional Customer Service
Inclusive Value Analysis
Professional Inventory Management
Leveraged Accounts Payable
Foundation
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Centralizing Procurement Operations
Electronic Commerce Network
Hospitals
Manufacturers
Long-TermCare Facilities
Procurement Support Center
Distributors
AmbulatoryClinics
Contracting
Operations
Data Flows
Owned Physician Offices
Consorta
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The Underlying Realities of End-user Support

• The Simple Truth
• The cost of end user support cannot grow
  proportionally to the growth of the business or
  complexity of the service solution
• Underlying Trend
• While the cost of support must be managed, end
  user expectations of and senior management
  demands on end user support organizations are
  increasing

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Traditional Procurement Customer Service
Buyers/Purchasing Agents
Employeesand vendors call individuals PBX
Administrative Extensions
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Traditional Approach to Growth
Buyers/Purchasing Agents
Employeesand vendors call individuals Administr
ative Pick Groups
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Why Doesnt This Work Moving Forward?

• This distributed model is the most expensive
  model and grows more expensive on a per
  interaction basis as operations grow and/or
  consolidate
• Not leveraging economies of scale operationally
• Not sharing knowledge and learning
• Cannot leverage technology
• Cannot measure or control quality of service
• Not achieving economies of scale in each division

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Support Center Operations

• A central support function is built made up of
  two interlinked operations

Front Office
Back Office

• First line of interaction with the end user
• All support interactions go through front office
  for tracking and trending purposes
• Key measure is one call resolution rate
• Quality and accuracy management programs

• Tier triage escalation point for front office
• Handoff managed by case/problem management system
• Key measure is time to resolution
• Quality and accuracy management programs

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Contact Management Approach
Back Office Functional ProfessionalsTiered Triage
Customers Director MM, Director OR Customer
Service Reps, etc.
Front Office Skilled Generalists
Contracting, Operations, etc.
Knowledge tools
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Contact Management Approach

• Skills based routing achieves additional
  economies by grouping customer service
  representatives (CSR) with like skills and
  attempts to identify what skills a caller
  requires to support his/her needs. Specialized
  phone numbers, automated attendants, and
  interactive voice response units (IVR) all can be
  used to ascertain this caller information. The
  automatic call distributor (ACD) can be used to
  route calls to the appropriate CSR group. This
  model relies on a shared common knowledge base
  for each skill set.
• Tiered triage sends all calls to a back office
  generalist tier agent group. This group is
  equipped with robust knowledge and process
  management tools to answer a majority of
  questions/service requests that cannot be
  immediately processed by the CSRs. Complex
  requests are advanced to specialist tiers using
  case management tools to manage and reduce
  handoff issues. This model can make extensive
  use of coordinated transfer technology to
  minimize the caller having to repeat information.
  Warm transfers (transfers where the specialist,
  CSR and caller are conferenced to allow the first
  tier to share verbal information) also promote
  positive customer perceptions of service quality.

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Professional Customer Service

• Contact Center Representative uses software to
  generate ticket to track call attributes
• Time of call
• Source of call
• Type of call (Problem or request)
• Time to resolution
• Nature of resolution
• Satisfaction with resolution
• Individuals contributing to resolution
• Corrective action

Start Here!
Immediate Resolution
End-user
Contact CenterRepresentative
End-user encounters difficulty in executing
transaction. Virtually all problem resolution
should begin with a call to the Contact Center.
Resolution
Research non- Immediate Resolution calls
Local Customer Service Agent
Escalate to local CSA for issues requiring
immediate attention thatcant be resolved by the
call center
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Knowledge Transfer Operations
Implement proactive and real-time knowledge and
process management for VHA support center
operations
FAX Server
Automated Attendant
Knowledge base
Word documents on server
EndUsers
2-page concise knowledge assets
Customer Needsassessment
New Knowledge Needs
Knowledge Asset Development
Acceptance Process
TOC
Info Banner and Table of Contents
E-mail
Web Site
Whiteboard Sessions
Individual Contributors
Design Once Implement Many Times Knowledge
transfer is the key
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Operational ExcellenceBlock and Tackle Processes

• Performance management
• Quality management
• Knowledge management
• Process management
• Shrinkage management
• Schedule adherence
• Incentive plans
• Goal setting
• Training
• Disaster recovery

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Technical Solutions and Approach

• To address these business forces, contact centers
  are focusing their investments in three areas
• Operational Excellence technology and processes
• Contact Center Consolidation physical and
  virtual
• End User Migration to Self Service Support
  Channels

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Operational Excellence Block and Tackle
Technologies

• Telephony Automatic Call Distributor (ACD)
• Quality monitoring (both quality and accuracy)
• Customer identification
• Customer need identification
• Coordinated transfer
• Operational reporting
• Intelligent networking for multi site operations
• Interactive Voice Response (IVR)
• Network signaling (ISDN, DNIS, TNT, RCF, ICR)
• Workforce management multi-channel

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Detail Discussion Typical Contact Center
Technology Diagram

• Network Prompting
• Network Routing Server
• Workforce Management Server
• Applications Servers

PSTN
Building Entry
Cat 5 Cabling
Cat 3 Cabling
ACD
Pay Phone
Communications Interface
Fiber Mux
PCs

• Voice Processing
• Workforce Management
• Reporting
• Quality Monitoring
• Reader Boards
• CTI
• E-mail
• Case Management
• Networking
• Music on Hold

Data Switch
Fax Modems Fire Security
Mini Computer or Cluster Controller
Dumb Terminals
Video Conference
Domain Controller
Subnet
Predictive Dialer
Back-up Domain Controller
Application Servers
UPS
File and Print Server
Power Grid
Diesel Generator
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ROM Software Estimated Cost Detail

• Call Center Example Phase 1 Phase 2 Phase 3
• ACD Nortel Meridian Symposium
• Avaya Definity G3i 75k 100k
  75k 100k
• IVR Periphonics (Nortel)
• Coversant (Avaya) 38k-77k
• speech recognition
• CTI Genesys 80k 160k complete in phase 2
• Quality Management 75k-100k 75k
  100k
• Nice, Witness
• Work Force Management 50k 100k complete
  in phase 2 25k 50k
• TCS, Blue Pumpkin
• Predictive Dialer 75k 100K
• Melita, Aspect
  consolidate outbound dialing in single center
• Multi-site Networking Included in purchase
  price of hardware
• Genesys, Cisco

Phase 1 for the contact center covers up to 50
service advisors in a single center Phase 2
covers the expansion of the initial center to the
point that a second center is opened 100-150
SAs Phase 3 covers the expansion into a second
center for disaster recovery and assumes full
redundancy of all technologies which is a worst
case scenario.
These are rough order of magnitude figures. They
do not constitute a bid or a contract from CSC.
We will refine these estimates on a phase by
phase basis. Statements of Work will be
developed to provide a contractual basis for
moving forward.
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ROM Hardware Estimated Cost Detail

• Call Center Example Phase 1 Phase 2 Phase 3
• Vendors
• ACD Nortel Meridian Symposium
• Avaya Definity G3i 100k 125k
  100k 125k
• IVR Periphonics (Nortel)
• Coversant (Avaya) 75k 144k
  75k 144k
• CTI Genesys 75k 100k 75k
  100k
• can sometimes co-reside on existing application
  server
• Quality Management 75k 100k
  Technikron can sometimes co-reside on existing
  application server
• Dictaphone
• Work Force Management 75k 100k
• Aspect
• Blue Pumpkin
• Predictive Dialer 75k 100k Melita
  consolidate outbound dialing in single
  center
• Aspect
• Multi-site Networking 100 200k
• Genesys, Cisco

These are rough order of magnitude figures. They
do not constitute a bid or a contract from CSC.
We will refine these estimates on a phase by
phase basis. Statements of Work will be
developed to provide a contractual basis for
moving forward.
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Broad Based Shared Services Migration Path
Central Procurement
Centralized Procurement

Centralized Procurement
Contact Center
Contact Center
Contact Center
IT
HR
Accounts Payable
Accounts Payable
Processes and technologies that migrate work,
knowledge and tools from the host department to
the contact center
Design Once Implement Many Times Knowledge
transfer is the key