Description
My client an Energy Company based in Sunbury requires a HRLS Business Analyst for a period of 3 months (minimum) to undertake a deep dive in the areas listed below to;
- Identify quick wins (CI)
- Identify mid/long term service improvements
- T-shirt size the requirements and identify where within the current GPO portfolio these may sit or whether this is future focused activity (HRLS optimisation)
Under-taking a deep-dive in logistics will also support the delivery team in HRLS as the findings will potentially drive efficiencies in the end to end to process as there will be less error/need for change.
It is felt that there is no requirement for the BA (at the outset) to engage with the external stakeholders as conversations with the GPO and EHEM Domain Manager have encouraged feedback which stakeholders have willingly shared and has been documented.
Role and experience:
Proven experience working as a business analyst within logistics and/or learning and development experience
Strong data analytical skills
Documentation and report writing experience
Self-starter with excellent stakeholder management, communication and ability to challenge
Ability to work across complexity, strip it right back and simplify
Overview:
HRLS UK is going through a period of significant change with a spotlight firmly on the logistics processes.
A change in leadership at both Delivery Lead and Domain Manager EHEM has resulted in the need for a high-level deep dive, with several areas identified for further focus;
- Demand Planning
- Manual processes - use of spreadsheets
- Resource Planning - to include time and motion study
- Inconsistent induction & training leading to capability challenges
- Documentation review - current documents are not consistent in terms of format, language, process mapping etc
- Systems
- Finance
- Vendor on-boarding
To date the following activity has been undertaken as part of the high-level deep dive;
- 2 x side by side with LC's to understand the role in more detail
- Meetings with SLC's to understand and gain insight on their role
- 3 x meetings with Logistics Manager and SME Project Lead to walk-through end to end process
- 3 x meetings to focus on specific areas;
- Demand Planning
- Vendor on-boarding
- Finance
- Ad hoc meetings to focus on immediate challenges
Return on Investment:
Until the deep dive has been completed it is hard to quantify the ROI, this will be determined using the analysis and determined in conjunction with the GPO, EHEM Domain Manager and Logistics Manager. It must change culture, moving from reactive to a leading and pro-active service culture, where knowledge is utilised to pre-empt stakeholder requirements with the learner at the heart of everything we do.