Case study #1
University of East Sarajevo Faculty of Agriculture, East Sarajevo
The University of East Sarajevo is an autonomous scientific, educational and artistic institution consisting of fifteen faculties and two academies founded by the Republic of Srpska. The Faculty of Agriculture is one of its organizational units responsible for research and education in the broad fields of agriculture.
The Faculty of Agriculture is conducting research in various fields of agriculture, including crop production in protected areas (greenhouse). For this purpose, the Faculty has provided several greenhouses that are used for performing experiments on vegetables. The experiments often last for several months. During this time, it is required to often measure specific parameters of soil and air in order to monitor ambient conditions. Also, it is desirable to control some ambient conditions (e.g. air temperature and moisture, soil moisture) on a daily basis to provide the best possible conditions for crops. Manual measurement is time-consuming and inefficient, which also stands for control measures (manual opening/closing sides for ventilation, manual irrigation), so it is required to provide a certain degree of automation and remote monitoring and control mechanism.
In cooperation with the local Agricultural cluster SRP (Sarajevo-Romanija-Podrinje), a greenhouse remote monitoring and control system was provided within a small project supported by the Ministry of Agriculture, Forestry and Water Management of the Republic of Srpska. The system enables automatic measurement of all required parameters of air and soil in a greenhouse, as well as manual and automatic control of greenhouse opening, closing and irrigation. The measured data are available within a mobile application and they are also available for easy download and further analysis. The system has been in use since April 2022.
Case study #2
WS Light ltd., Pale
WS Light d.o.o. Pale was founded on March 28, 2018. It is a young company that mainly deals with the production of LED lighting fixtures and electrical installation works. The company also deals with the design of complete electrical installations, the design and production of automated control systems.
The company offers its services and wants to increase its visibility at the national and regional levels. At first, it is required to build a website that includes all relevant information about the company. The website should also include up-to-date information about previous projects and other important references for the company. It is required to have a simple solution for updating website content on a regular basis by the company employees, without the need for them to have any previous experience in web design or web programming, or using complex website content management systems.
A custom-made simple CMS (Content Management System) was developed in order to meet the client's needs. The CMS provides basic information pages of the company and a possibility to manage dynamic content containing information on relevant projects, references and partners in a simple and straightforward way. The solution was easily adopted by employees.
Case study #3
Agricultural cooperative Gvozno, Kalinovik
The main field of work of the company is cattle breeding in the cow-calf system. The company is a breeder of Aberdeen Angus cattle breed, both red and black. With eight years of experience in this area, the company is able to identify key problems in this type of cattle production. In response to the identified problems, the company continuously strives to introduce different solutions and innovations within a limited budget, such as using IoT technology for tracking cattle in mountain areas and monitoring and control of environmental and ambient conditions at the farm (e.g. temperature, humidity, water tank level, lighting).
One of the important problems that were identified in the cow-calf breeding system is the occasional loss of the calf within several days after calving. Since the company is located in the mountain area and the Aberdeen Angus cattle breed stays far away from the farm during most of the season, it often happens that the calving is done somewhere in the mountains, out of the sight and reach of farmers. The cow sometimes leaves the calf while seeking food or water and the calf is left in danger from wild animals, which unfortunately often results in the loss of the calf.
In response to this problem, the company initiated a small research project together with the University of East Sarajevo (Faculty of Electrical Engineering and Faculty of Agriculture), to develop a cattle-tracking solution tailored to the company's needs and taking into account specifics of the environment and limited budget. The project was also supported by the local government. The provided solution is based on LoRaWAN and commercial off-the-shelf GPS trackers available on the market. At the initial stage of the project the cattle-tracking system prototype was developed and only 5 GPS devices were used for testing the system, while the farm had more than 150 heads of Aberdeen Angus. After the success of the prototype, the company purchased additional 100 GPS devices and developed a cattle-tracking web application within a separate project supported by the EU (EU4Agri). The system has been in use since March 2022 and has already proven to be effective in decreasing the loss of the calf.
Case study #4
Premium insurance JSC, Banja Luka
Premium insurance is an insurance company located in Bosnia and Herzegovina with more than 100 employees and runs the business in more than 70 cities in Bosnia. This company comes from the financial sector with a total income of more than 8.0 million EUR and a net profit of more than 1.0 million EUR. Premium insurance has many insurance products offered to its clients such as casco, travel insurance, car insurance, road assistance, property and responsibility insurance, loan insurance etc. Company set in its business strategy for the period 2021-2023 digitalization of services and business administration in several segments of insurance products.
Premium insurance each year increases the number of clients and issued policies for different products. The company wants to be more competitive and client-friendly, so the company decided to offer an online webshop for three insurance products: travel insurance, road assistance and property insurance. Also, the company wants to digitalize the process of issuing policies as much as possible without further significant employment of associates in the commercial segment. The company has its core insurance system which needs to be integrated with the webshop to reduce back office operations.
Logo data for Premium insurance created online web shop specifically for insurance products. After consultations with the client and analysis of issuing process of policies, important functionalities were defined. Webshop has functionalities such as a user panel, admin panel, three modules for three different insurance products, the possibility to increase the number of modules for other products, user location tracking for data analysis, online payment, reports and affiliate links. Webshop communicates with the insurance core system by API modules and integrates payment transactions through payment provider services. After the webshop was created, the client performed test operations for issuing policies and for payment transactions. After successful testing, the webshop was set to production so clients can buy policies online. Now an insured person can online click to choose an insurance product to buy, input required information online, get the premium price and click to pay and buy an insurance policy. An insured person receives an email confirmation of payment and policy. An insurance company automatically has a policy in its core system booked and gets payment.
Case study #5
Dedina P.Z., Derventa
The company was established in 2015 to cultivate and clean 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, and wall and floor coverings made of wood. Production is export-oriented, mostly in the market of Germany, Austria, France and South Korea. The company has been set up by eight young enthusiasts. This company is cooperative, 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, the 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 three years of existence, the company has succeeded in building an international reputation, where some positions for the Winter Olympics were held in 2018 in South Korea. In the last three years, the company had 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)).
There was not a single company at the market in BiH dealing with the processing of Robinia wood, that is, the production of a 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/sales were implemented through 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 labour 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.
The main topic of the support was to create a business model, based on the IT platform for selling this kind of product. The final customer can choose the design, colour and 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 interior design), but there is not anything similar in this specific industry. The general objective of the project was the internationalisation of the business through the digitalisation of the business processes (export activities). By this concept, the company was able to achieve direct contact with the final customers in the foreign markets, and on the other side, the final customer was able to create a product of their creativity. Preparation activities for the specialized fairs (production of the Demo Park) took six months. In parallel, activities related to engaging an IT company and developing an IT platform took 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 #6
Euro-Express, Banja Luka
Euro-Express is the leading express post office in Bosnia and Herzegovina, with more than 550 employees, approximately 250 transport vehicles and 13 distribution centres 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 the last 2 years' 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 remained "on paper". For 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 (erg consignment notes, cash invoices and work orders).
Until 3 months ago, the process of collection and delivery 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 phone, where the clerk would receive their request and record it in an Excel spreadsheet. After registration, the clerk would call the courier in the field and inform 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 centre to report the takeover request. The third way for the client was to send a request via a web announcement, after which the call centre 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 centre 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 centre 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 centre, which cost 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 centre, 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 sent an e-mail. The employees in the call centre 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 centre 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 the 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 centre 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 gets the status, so it is known exactly what happens 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 of 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 centre employees can dedicate themselves to quality conversations with clients
- Call centre 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 entries.
- 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 centre by phone (in more than 80% of cases).
- In the customer centre, each operator has its 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 on the partner's software, the shipment automatically comes to the EuroExpress ERP, because the software is 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, and increased efficiency, as well as the level of customer and courier satisfaction. In the next period, the 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 to increase the quality of customer service and maximize customer satisfaction.
Case study #7
Satwork ltd., Banja Luka
The company was established at the end of 2005 to develop its 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 its SatIRS platform. The company has all legal licenses, with more than 15 years of experience. Also, the company possess valid the latest versions of ISO standards 9001 and 27001. The 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 delivering smart ICT solutions to its clients. The company has business operations in neighbouring countries (Republic Serbia and Montenegro). Satwork group engaging almost 30 highly skilled employees.
Satwork Ltd delivers ICT services for remote control of business processes in Transportation and Logistics branches. Satwork ICT platform – SatIRS with its 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 these situations, data and reports that we deliver to clients are often essential for their business. The company's clients are faced with an increase in 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 in real-time. It is a serious responsibility and requires maximum technical and professional qualifications. Clients demand the service of remote reading of digital tachograph 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.
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 the delivery of goods. With the help of its services company provides them to control fleets of vehicles. In a pandemic situation, besides medical professionals, vehicle drivers are the most exposed right now, and through them transport companies at. 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, and transport capacities. Their activities in this situation are really of greater interest and for the common good of all of us. We enabled the logistics companies to read digital tachographs remotely and thus through the process of digitization we have directly offered the possibility of reducing personal contact 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 no contact at all, and the tachograph card, as well as the driver's 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 it 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 we must be 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. 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. For this purpose, we have developed the service of delivering data to external partners via our 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 #8
BitLab Ltd., Banja Luka
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
- conf organizer – an online platform for organizing random meetings
- B2Bevent – an online platform for organizing B2B business meetings
In addition to developing its 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.
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 , Inner Gradačac, Boksit Milići, Mlijekoprodukt K. Dubica, RS Post, RS PIO Fund, Sladaboni Banja Luka, etc. Given a 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 the execution of requests, projects, consultants' vacations, and 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 and automate the business.
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 project and task management, internal tasks, adding vacations, and information on business partners. Then, information on all new requirements, changes to existing ones, vacations, projects, and automatic sending of notifications to employees about work tasks. The work process has been accelerated, and faster access and review of information, reports, the status of requests, and daily activities have 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, and 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.