INDUSTRY WATCH
through re-engineering and finally
manage adoption though creative
change management
• IT was a catalyst in organisational
change and platform to deliver value
to business stakeholders
• Overcame fragmentation and
autonomy of federated IT systems
across the region
• IT enabled opportunities though data
analytics
• Maximised return on IT Talent pool.
What would you say are
the specific business results
generated by the project?
Detailed drilled down cost analysis
was now available in real-time up
to the inventory and activity level.
This enabled us to move into a Lean
process improvement approach,
which replicated the KANBAN or Six
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Sigma standards to eliminate waste,
consolidate warehouse storage space
and reduce inventory in hand.
We were also able to mobilise projects
within a fraction of the time it took
previously before our infrastructure
was converged. We are able to offer
our Transaction process systems to
our Joint Ventures for the project
duration as EAAP “ERP as a Platform”,
that which reduced the overall costs
of acquisition & implementation of a
new cost management system for every
consortium based project. Labour, being
a major part of the cost element in any
contracting project, we were able to
provide real-time analysis of Overtime
on each project activity to constantly
control and optimise resources to
stay within budgeted costs and meet
schedules.
The Data Warehouse provisioned a
large opportunity for Big Data Analysis,
which we are exploiting this year to
enable decision-making tools on the
construction management lifecycle.
Other than the above business drivers
that met initially set key performance
indicators, we have data centre uptime
of 99.995% and a ERP uptime of
99.950% over 2015.
Can you describe the more
specific economic and
environmental performance
enhancements of this
project(s)?
From an economic standpoint of
view, we were able to utilise cash now
available from cost savings mentioned
above to operate the business.
Employees who were burdened with
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