CASE STUDY 1#

Dedina P.Z. was established in the beginning of 2015 with the aim of cultivation and cleaning of overgrown agricultural areas. However, today the company deals primarily with the processing of acacia wood as a final product, employs 21 workers, and produces elements for custom made children’s playgrounds, wall and floor coverings made of wood. Production is export-oriented, mostly at the market of Germany, Austria, France and South Korea.

The company has set up by eight young enthusiasts, of which four of them are from returnees. This company is of cooperative nature, whose ambition is to expand production to new members and projects. Business partners are also various scientific institutions from the country and region (Faculty of Technology, the University in Banja Luka, Faculty of Technology Budapest and others.). Budapest University of Technology has also started production of palisades in Europe, but also in the world (earlier, technique of impregnated softwoods was used for making children’s playgrounds, but this way of making softwood was not sustainable and did not guarantee longevity).

For a period of three years of existence, the company has succeeded in building the international reputation, where some positions for the Winter Olympics were held in 2018 in South Korea. In the last three years, the company had an annual revenue growth of over 300%.

The company has all the necessary equipment for dealing with this type of activity, and possesses the necessary facilities and other necessary infrastructure. From the financial statements it is seen that the company is completely liquid and solvent.

Production is in line with environmental laws and regulations on environmental protection in BiH. The quality is guaranteed by the necessary certificates, which are referred to the production process, but also to the product itself (FSC (which the company already owns)).

Problem analysis

There was not a single company at the market in BiH dealing with processing of Robinia wood, that is, production of palisade. However, it is a sector that is developing in Europe, where acacia products are becoming more and more important. In the EU, product demand is much higher than the offer, because it is a specific type of production and the use is very wide.

The cooperative sold its products through intermediaries, and based on the project implementation, export activities/sale were implemented through the direct contact with the final customers.  Buyers’ requirements, according to preliminary contracts for the period 2018-2022, are about 5000 m3 / year of palisades (peeled and shredded position without bark and sapwood), with current mechanization and labor force and production and capacity, the company was tied by the contract for delivery of requested quantities. Because of that, the company works with other partners (companies) from the same sector in BiH (on the cluster principles). But, having experience in this field, management realized that there is a chance to sell products to a final customer on a foreign market and achieve a better price.

Solutions

The main topic of the support was to create a business model, based on the IT platform for selling of this kind of products. The final customer can choose a design, a color and a shape of the product (custom made children’s playgrounds), and buy it through the IT platform. This is a client centric approach. There are similar IT solutions on the market, (IKEA has one for an interior design), but, there is not anything similar in this specific industry.

General objective of the project was internationalisation of the business through the digitalisation of the business processes (export activities). By this concept, the company was able to achieve direct contacts with the final customers on the foreign markets, and on the other side, the final customer was able to create a product by its own creativity.

Preparation activities for the specialized fairs (production of the Demo Park) took for a six months. In parallel, activities related to the engaging IT company and developing IT platform took for a six months. Activities related to the training of employees are carried out continuously. Additionally, branding activities were implemented during the whole period of the project.

 

CASE STUDY 2#

Euro-Express is the leading express post office in Bosnia and Herzegovina, with more than 550 employees, approximately 250 transport vehicles and 13 distribution centers throughout the country. The company was founded in 2008 and in a short time has become a market leader. One of the reasons for this success is constant innovation in business processes, and in the last 2 years a commitment to digitalization. The company has also established a development team, composed of young and enthusiastic staff, dedicated to continuous progress and business improvements.

The main activity of the company is to pick up and deliver shipments to companies and individuals in Bosnia and Herzegovina. In the first seven years of its existence, this process was conducted on paper – through a diary, work order, consignment note and cash account. If an error occurred during pick-up or delivery, employees would search the diary on foot for a record of the event. As the number of shipments increased, it became clear that process monitoring would not be possible on paper alone. The second phase of the process brought an improvement in the use of Excel and Word spreadsheets, while part of the records still remained “on paper”. For a period of 4 years, the company monitored the process in a combined way: individual and “shared” Excel and Word spreadsheets, using ERP software, as well as telephone and paper (eg consignment notes, cash invoices and work orders).

Until 3 months ago, the process of collection and delivering of shipments looked like this:

a. Collection of shipments

In case they wanted to order the collection of the shipment, the customers would call the company’s Call Center by phone, where the clerk would receive their request and recorded it in an Excel spreadsheet. After registration, clerk would call the courier in the field and informed him or her that the shipment should be picked up at a specific address. The courier would put that request on his list. It would then physically has been filled in the consignment note, which is later entered into the ERP. One option for the customer was to call the courier directly and ask to pick up the shipment. In that case, the courier had to call the clerk at the call center to report the takeover request. The third way for the client was to send a request via a web announcement, after which the call center received a notification via e-mail, and the rest of the process would be performed in the manner already described.

b. Delivery of shipments

The delivery functioned in such a way that the courier, after the morning loading of the goods from the warehouse, would deliver it in the field, according to the defined route. When delivering the shipment, the buyer would sign the delivery list that the goods were picked up, and the courier would inform the clerk in the call center about the delivery, who would record this change in the ERP software. The courier could not get out of debt until he called the clerk at the call center and gave her information about the status of all shipments. Couriers did this, either while driving, on their way back to the company, or when they arrived at the distribution center, which costed them up to half an hour, due to individual reporting on each shipment.

The problems that occurred during the pick up and delivery of shipments were numerous:

• The customer had to order collection by phone or e-mail, which took time for both him and the operator in the call center, while EuroExpress had additional costs.

• The Call Center clerk informed the courier by telephone that the shipment needed to be picked up, which required additional time for both her and the courier. The number of errors also increased, since the courier would in some cases incorrectly write down the address, the name of the sender, etc.

• If they wanted to check the location of the shipment, customers had to call customer service, which would check the status of the shipment with couriers by phone, and called the customer again to tell him or her where the shipment was.

• More telephone conversations between multiple participants increased the number of misdirected shipments.

• If customers ordered a collection via the web form, they actually sent an e-mail. The employees in the call center would enter this e-mail in their pick-up list, after which they would report to the courier by phone, who would enter it on his work order, fill in the consignment note, and call the call center operator to register the shipment.

• Couriers did not have access to customer price lists, so there was a problem that the customer had information that one price had to be paid, and the courier asked for another.

• Pick-up and delivery of shipments required up to six steps, for the process to take place.

As the business was constantly increasing, it became clear that even this way of working could not meet the needs of the company, so development team started thinking about digitalization and automation of the process. The new solution is digital – a combination of ERP solutions and Android applications on mobile phones with couriers. In the new process, the call center clerk receives a request to pick up the shipment and immediately enters it into the ERP software. Another way for the client is to order the collection by filling out an online form on the website or the EuroExpress mobile application. In both cases, the request is automatically transmitted to the courier via the application. The shipment immediately get the status, so it is known exactly what hapens with it, which was not the case before. If it is not taken over, it is also known that it happened, so it is possible to react. After confirmation in the application, the courier goes to pick up the shipment.

The new mode has brought many advantages

• The process has been reduced from six steps to two.

• The possibility of error is minimized, because there is no possibility of incorrect data entry (address, recipient’s name, etc.).

• Call center employees can dedicate themselves to quality conversations with clients

• Call center employees also have less chance to make an error, as data is entered into the ERP only once. There are no longer several types of tables and manual entry.

• If the customer enters a request to pick up the shipment via the online application, it is automatically seduced and transferred to the courier, which was not the case before. This saves extra time.

• The courier has direct access to the price list, via the application on his mobile device.

• The courier on the dashboard has information about the status of progress, i.e. the level of work done.

• If there is a problem with the delivery, the courier reports it through the application. He does not have to call the customer center by phone (in more than 80% of cases).

• In the customer center, each operator has its own dashboard, on which she sees the status of shipments, and it is visible which operator solves which situation.

• The customer does not have to have almost any telephone contact with EuroExpress. If he or she wants to order a shipment, he can do so from his computer or mobile phone.

• The status of the shipment can be tracked online, so that the customer knows at all times where the shipment is, regardless of whether it is someone who picks up or delivers the goods.

• All transactions are performed on the same platform, which allows real-time monitoring

• The application also has an offline mode, so the courier does not have to have an internet connection to complete the transaction. If he does not currently have an internet connection, he performs a complete transaction, and the transaction is realized when connecting to the internet.

• In case of cooperation with partner online sales, by clicking in partner’s software, the shipment automatically comes to the EuroExpress ERP, because the softwares are connected.

• The costs of printing the consignment note form have been reduced, and the process of ordering, debiting and control has been eliminated.

Conclusion: By introducing the digitalization of the delivery and collection process, EuroExpress has significantly reduced costs, increased efficiency, as well as the level of customer and courier satisfaction. In the next period, company will work on the complete automation of the process, i.e. on the additional simplification of the way of work. All this is done with the aim of increasing the quality of cusomer service and maximizing of customer satisfaction.

 

CASE STUDY 3#

BKV Group ltd. is one of the leaders in the production of supplemental bee feedings in Bosnia and Herzegovina and the region of Southeast Europe. Along with Bosnia and Herzegovina, their products are disposed of on the markets of Italy, Croatia, Ireland, Romania, Bulgaria, Macedonia, Greece, and Russia. By the experts of our network, we have supported the company in the process of automatization of production processes and the introduction of new products.

We assisted them in compiling documentation, education of management, identified main business processes and their interaction, identifying potential risks and activities for their overcoming, key stakeholders in that process, and helped to obtain funding for the process automatization and introduction of new products. The company reaches significant savings in the production process and introduced new innovative products closer to the composition of the natural diet of bees, on the domestic and international market.

 

CASE STUDY 4#

Energo sistem d.o.o. was founded in 2002 in the Brčko District of BiH. The company’s business is design and engineering in electrical engineering.

The mission of the company is to provide clients with the highest level of service using the latest technological solutions. Constant acquisition of new knowledge, constant improvement and application of modern technological trends, commitment to end users and services, which implies continuous interaction with them, are the trademark “Energo Sistem”.

“Energo sistem” d.o.o. today belongs to a small group of the most reliable with one of the widest range of professional products and services in its offer.

Client needs

Since the company Energo system deals with modern energy systems, they needed a reliable agile information system that will accompany them in their projects. It should not be too expensive, nor complicated to use and maintain. The company has about 25 employees, but a large number of clients. Employees are expected to be experts in their fields in both implementation and educating their clients. As they have a large number of diverse clients, they needed a platform that would make it all possible.
Solution to meet the needs

Implementation of the local Erp System, where the support is only a few kilometers away.

Using Checkpoint and Kaspersky security solutions.

Dell and HP servers and computers with larger diagonal monitors designed to run continuously on the computer.

G Suite mail and other services are used as a mail server and for mutual communication.

HP and Konica Minolta solutions are using as print solutions.

Proven solutions from Microsoft and other vendors are used as software.

The site was purchased through Theme Forest and allows for easy upgrades and editing.

 

CASE STUDY 5#

Satwork ltd was established at the ending of 2005 with the aim to develop its own fleet management system and services based on commercial location services like GNSS (GPS,Galileo, Glonass..). Satwork Ltd. is an ICT company from Banja Luka whose main activity is providing smart ICT services through own SatIRS platform. The company has all legal licenses, with more than 15 years of experience. Also, company possess valid the latest versions of ISO standards 9001 and 27001. Company has a reach experience in cooperation with various international organizations like UNDP, OSCE, USAID, World Bank etc. through highly successful ended projects.  The company is maximally engaged in the delivering smart ICT solutions to its clients. Company has business operations in the neighboring countries (Republic Serbia and Montenegro).

Satwork group engaging almost 30 highly skilled employees.

Problem analysis

Satwork Ltd delivers ICT services for remote control of business processes into Transportation and Logistics branches. Satwork ICT platform – SatIRS with his services make doing business for companies much easier and most of all – more profitable. Our clients are MSMEs, public bodies, financial and assurance companies and private companies of all kinds. In this situations data and reports that we deliver to clients are often essential for their business. The company’s clients are faced with increase of demand for different types of data and reports and Satwork ltd is forced into upgrading of ICT infrastructure which is constantly under pressure as well as upgrading the ICT platform.  There are currently more than 10.000 tracked objects on the SatIRS system which are producing a huge amount of data and processed daily through our system, almost real- time. It is serious responsibility and requires maximum technical and professional qualifications. Clients demand for service of remote reading of digital tachograph in order to decrease personal contacts and also to maximize the use of transport capacities. Also enabled the delivery of data to external providers through API interface to provide for client better routing.

Solutions

The delivery of remote management and logistics services is aimed at supporting micro, small and medium-sized enterprises. The fore mentioned services are based on LBS (GPS and other GSNN satellite location of objects) services, and data obtained in this automatic and remote way, are processed through the Satwork’s ICT information system SatIRS and delivered to the clients through various ways (WEB, Android applications, SMS messages etc). Clients are mainly companies dealing with transport and logistics, and delivery of goods. With the help of its services company provides them to control fleets of vehicles. In a pandemic situation, beside medical professionals, vehicle drivers are the most exposed right now, and through them transport companies at all. Every time they go to their jobs, these people take a huge risk and their employers strive to minimize their direct contact with people and the environment, as well as to maximize the use of resources, transport capacities. Their activities in this situation are really at greater interest and for the common good all of us. We enabled to the logistics companies to read digital tachographs remotely and thus through the process of digitization we have directly offered the possibility of reducing personal contacts with drivers of transport vehicles, who are a risk group as potential carriers of viruses. With a remote reading of this tachograph data, there is none contact at all, and the tachograph card, as well as the driver card, is read in the legally prescribed term, regardless of where the vehicle is located at the moment. For the company, this means maximizing the usage of transport capacities, as they can adjust its routes to market needs, not according to the dedicated date of obtaining tachograph data. In the pandemic situation, more and more transportation companies are recognizing this module as their only solution. For us, this means a lot of new data that our servers have to accept, process and deliver to the clients through various reports. Our company provides 24/7/365 customer support and it is imperative that we are technically prepared and equipped to provide customers with quality and secure ICT infrastructure, because the information they receive from us is often crucial to their business processes. In order to get the most out of transport capacity, especially in the current pandemic, it is crucial to organize routes so that the vehicle is never on the road without cargo. To this purpose, we have developed the service of delivering data to external partners via our own software APIs. This way of digital communications and ICT services enables companies to be present on different transport exchanges at the same time and thus better organization of routes, i.e. more efficient transportation of goods, raw materials, medicines, medical equipment, etc.

Work and availability of the companies that use SatIRS have effects on many processes in the economy and society, primarily on supplying pharmacies, health institutions, retail stores, as well as the citizens themselves as consumers.

 

CASE STUDY 6#

BitLab Ltd. was established in 2014 with the goal of providing IT services to both the public and private sectors. The main activity of the company is the development of web and mobile applications. In addition to the above, BitLab deals with hosting, server administration, 3D visualizations. As well, BitLab is engage in education, the organization of training in current IT technologies.

During the development of IT solutions, we use: PHP, Laravel, Android, JAVA, python, JavaScript, Angular, React, Vue.js, GIT, etc.

BitLab currently employs four full-time developers and a director. Next to the full-time employees, a large number of external associates, experts in certain areas are hired for various projects.

During its work, BitLab has created several of its products, including:

  • BitLab CMS (Content management system) for easy administration of site content
  • eAnkete platform for quick and easy creation of the most diverse online surveys and online tests
  • confOrganiser – an online platform for organizing random meetings
  • B2Bevent – an online platform for organizing B2B business meetings

 

In addition to developing its own products, BitLab also works on developing products for customers according to their requirements. One of the projects and a project developed for the needs of M&I Systems, Co. Group.

Problem analysis

M&I Systems Banja Luka in BIH performs with products, solutions and services owned by the entire M&I Systems Group, and on the BIH market is recognized as a leading ERP supplier for medium and large companies and institutions, such as Arcelor Mittal Prijedor, Banja Luka Brewery, Lactalis BIH , Inmer Gradačac, Boksit Milići, Mlijekoprodukt K. Dubica, RS Post, RS PIO Fund, Sladaboni Banja Luka, etc.

Given the large number of clients and employees, in the existing system it has become more difficult to monitor all client requests, to obtain timely information on the deadline for execution of requests, projects, on consultants’ vacations, work orders. Then, there is the need for automated recording of projects and tasks on projects, internal tasks among consultants.

Having experience in this area, the management realized that there is a possibility to improve, automate the business.

The solution

The main idea for solving the problem was process automation. Thus, faster and more direct communication with clients for individual requests is established, through a messaging system, whereby the client has an insight into the status of the request.

New functionalities have been introduced, such as a project and task management, internal tasks, adding vacations, information on business partners.

Then, information on all new requirements, changes to existing ones, vacations, projects, automatic sending of notifications to employees about work tasks.

The work process has been accelerated, faster access and review of information, reports, status of requests, daily activities has been enabled.

As part of the project:

  • A new application has been developed that enables recording of activities and requests of the client, communication with clients, calculation of hours spent per client, as well as additional functionalities for monitoring projects, vacations.
  • Data migration from previously partial subsystems was performed.

Through constant communication with M&I Systems Banja Luka, then testing the system, the final product was reached, which corresponds to their business system, whereby the training of employees is performed continuously.