Order Management: Unifying 67 Procedures and Releasing Capacity in 30 Days
Challenge
Automation reporting showed a touchless rate above ninety percent and the service team was still fully occupied. The figure was calculated inside SAP, and roughly half the analyst day sat outside it in promotions, appointment scheduling, cuts, blocks and the correspondence around all four. Sixty-seven customer procedures had been written independently over a decade, so no two accounts were run the same way and the extent of the differences was unknown.
Solution
Six weeks of continuous instrumentation across every analyst and every application, inside SAP and outside it, joined to SAP change documents and the procedure estate. The 67 procedures were parsed into one master standard plus the measured differences per account. Findings were sorted by the lever that resolves each one rather than presented as a single automation list, and each opportunity carried measured hours, a named owner and the evidence it came from.
Outcome
156 opportunities identified and priced across five levers. Twenty decision-logic defects were found in the procedure estate before any event data was collected, including silent order fall-throughs and conflicting rules across accounts. Roughly ten percent of desk capacity was realized within thirty days of the engagement starting. The baseline remains in place so the following quarter is measured against it.
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