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Utilizing Call Center Technology in Centralized Procurement Office
Joni Rittler Supply Chain Director of Infrastructure
Catholic Health InitiativesOakford, Pennsylvania
Dan DeLaySVP, Supply Chain Analytics
VHA, Inc.Dallas, Texas
Implementing a New CHI Supply Chain Operating Model
Workforce AlignmentWorkforce Alignment
CHI as an Operating Company
CHI as an Operating Company
Sca
le O
pti
miz
ed
Co
ntr
acti
ng
Sca
le O
pti
miz
ed
Co
ntr
acti
ng
Pro
cure
men
tP
rocu
rem
ent
Dat
a M
anag
emen
tD
ata
Man
agem
ent
Foundation
Centralized Operations
MBO Operations
Professional Customer Service
Inclusive Value
Analysis
Professional Inventory
Management
Leveraged Accounts Payable
Hospitals
Long-TermCare Facilities
AmbulatoryClinics
Owned Physician
Offices
Electronic Commerce Network
Manufacturers
Distributors
Centralizing Procurement Operations
ContractingContracting
Data Flows OperationsOperations
ConsortaConsorta
Procurement Support Center
The Underlying Realities of End-user Support
The Simple TruthThe cost of end user support cannot grow proportionally to the growth of the business or complexity of the service solution
Underlying TrendWhile the cost of support must be managed, end user expectations of and senior management demands on end user support organizations are increasing
The Simple TruthThe cost of end user support cannot grow proportionally to the growth of the business or complexity of the service solution
Underlying TrendWhile the cost of support must be managed, end user expectations of and senior management demands on end user support organizations are increasing
Traditional Procurement Customer Service
Buyers/Purchasing Agents
Employeesand vendors
call individuals
PBX Administrative
Extensions
Employeesand vendors
call individuals
PBX Administrative
Extensions
Traditional Approach to Growth
Buyers/Purchasing Agents
Employeesand vendors
call individuals
Administrative
“Pick” Groups
Employeesand vendors
call individuals
Administrative
“Pick” Groups
Why Doesn’t 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
Support Center OperationsA central support function is built made up of two interlinked
operations
Front 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
Back Office
Back OfficeFunctional
ProfessionalsTiered Triage
Front OfficeSkilled
Generalists
CustomersDirector MM, Director OR Customer Service
Reps, etc.
Contact Management Approach
Contracting,Operations, etc.
Knowledge tools
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.
Professional Customer Service
End-user encounters difficulty in executing transaction. Virtually all problem resolution should begin with a call to the Contact Center.
End-user Contact CenterRepresentative
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
“Immediate Resolution”
Research non- “Immediate Resolution” calls
“Escalate” to local CSA for issues requiring immediate attention thatcan’t be resolved by the call center
Local Customer Service Agent
Reso
lutio
n
Start Here!
Knowledge Transfer Operations
EndUsers
TOC
2-page conciseknowledge assets
Info Banner and Table of Contents
Word documents on server
WebSite
FAXServer
AutomatedAttendant
Customer Needs
assessment
New Knowledge
Needs
Knowledge Asset
Development
AcceptanceProcess
WhiteboardSessions
IndividualContributors
Design Once — Implement Many Times — Knowledge transfer is the key
Implement proactive and real-time knowledge and process management for VHA support center operations
Implement proactive and real-time knowledge and process management for VHA support center operations
Knowledge base
Operational ExcellenceBlock and Tackle Processes
Performance management
Quality management
Knowledge management
Process management
Shrinkage management
Schedule adherence
Incentive plans
Goal setting
Training
Disaster recovery
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
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
Detail Discussion: Typical Contact Center Technology Diagram
PSTN
Building Entry
Pay Phone
Cat 3 Cabling
Fiber MuxCommunications
Interface
FaxModems
Fire Security
Video Conference
Data Switch
Hub
Hub
Hub
Hub
Cat 5 Cabling
PCs
Dumb Terminals
Mini Computer or Cluster Controller
Domain Controller
Back-up Domain Controller
Application Servers
File and Print Server
Diesel Generator
ACD
Subn
et
PredictiveDialer
Power GridMost Common ConnectivityAlternative Connectivity
UPS
• Network Prompting• Network Routing Server• Workforce Management Server• Applications Servers
• Voice Processing
• Workforce
Management
• Reporting
• Quality Monitoring
• Reader Boards
• CTI
• Case Management
• Networking
• Music on Hold
ROM Software Estimated Cost DetailCall 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-77kspeech 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, CiscoThese 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.
Phase 1 for the contact center covers up to 50 service advisors in a single centerPhase 2 covers the expansion of the initial center to the point that a second center is opened ~ 100-150 SAsPhase 3 covers the expansion into a second center for disaster recovery and assumes full redundancy of
all technologies which is a worst case scenario.
ROM Hardware Estimated Cost Detail
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.
Call Center Example Phase 1 Phase 2 Phase 3Vendors
• 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
AspectBlue Pumpkin
• Predictive Dialer $75k –$100k Melita consolidate outbound dialing in single
centerAspect
• Multi-site Networking $100 – $200k
Genesys, Cisco
CentralizedProcurement
Broad Based Shared Services Migration Path
ContactCenter
Processes and technologies that migrate work, knowledge and tools from the host department to the contact center
ContactCenter
CentralizedProcurement
Accounts Payable
CentralProcurement
AccountsPayable
ContactCenterIT HR
Design Once — Implement Many Times — Knowledge transfer is the key