Success Stories

Our client’s success in meeting their goals is our most important objective.

Successfully Predicting Failures

Successfully Predicting Failures

Large airlines tie up millions of dollars each year holding inventory of excess parts in order to support the unplanned replacing of parts.  They spend millions of dollars each year moving those parts from one maintenance location to another in order to ensure that they have the parts on hand when they have to perform maintenance on their planes.

The stocking levels for the spare parts were often determined based on actual usage requirements and limited forecasts.  Not having the needed part on hand in the right maintenance location caused out of stock conditions which grounds aircraft that cost the airlines money, negative impacts consumer experiences, and negatively impacts the reliability numbers that the airlines are measured against.  In order to limit this, airlines hold excess inventory which costs them millions of dollars a year.  Without analytical tools, there was no ability to see trends in part usage aside from raw historical use. The airline was also not able to determine if maintenance should be done earlier than scheduled when the part and the plan were in the same location.

How We Solved It

Trillium was brought in to manage the requirements gathering, data mining, design and implementation of new Supply Chain Software and predictive analytics solutions and then coordinate the activities of 6 best of breed consulting companies to implement these new tools.  Trillium also designed and developed tools to simplify the integration of these new tools into the airlines legacy environment.  In addition, Trillium designed and developed key reporting components to support the clients decision making process.

Results

  • Management of over 450,000 bin locations is no longer a manually intensive and reactive activity.
  • Procurement of parts is now done objectively using forecasts with measurable error rates allowing departments to make decisions based on rel
  • Annual carrying cost for parts was reduced by over $100 million
  • Shipping costs were reduced by over $50 million a year transferring parts between maintenance facilities.
  • Tight integration with the existing legacy system reduces the risk of unnecessary overstocking and stock-outs.

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Maximizing Not-for-Profit Productivity by Minimizing Customization

Maximizing Not-for-Profit Productivity by Minimizing Customization

This major not-for-profit organization specializes in product distribution to its member agencies throughout the Unites States.  The member agencies, in turn, distribute products to needy population in their areas.  While the organization doesn’t warehouse any product, it has very specific activities concerning its supply chain and distribution areas, and its current Enterprise Resource Planning (ERP) System was struggling to keep up with growth.  Required financial reporting had become more difficult and increasingly manual.  In order to create needed reports, the client’s financial staff had to create different desktop applications and databases that were very complex in comparison with their resulting rudimentary reports.  The ERP also had to interface with a number of back office systems, which was made more difficult every time an interface with each required modifications.   
The existing ERP was numerous levels out-of-date and no longer supported by its vendor.  Due to multiple customizations applied to it, required modifications to the system had become difficult, time-consuming, expensive, and nearly impossible to maintain. Both the organization’s business staff and the IT organization were frustrated with amount of maintenance necessary.  Both the business staff and IT agreed that the time had come to investigate ERP systems that would satisfy the client’s unique requirements through; middleware instead of customizations; demonstrated use in the not-for-profit sector for supply chain, fund accounting, and reporting; and, a Software-as-a-Service (SaaS) model to streamline hosting and ensure that system updates would occur on a predetermined schedule to minimize customizations and hosting expenses.

How We Solved It

Trillium used its Proprietary Vendor/ Software selection process to identify the best ERP solutions and implementation vendors to meet the client’s needs.  We reviewed the client’s existing systems to identify their go-forward business and technical requirements.  We created use cases with the client so potential vendors could understand their unique requirements, and could be used for testing during the implementation of the chosen system.  After the selection process and client demonstrations, Trillium assisted the client in selecting a SaaS-based ERP system that best met its business and technical requirements with a minimum of customizations.

Results

  • Client had standard ERP functionality including needed not-for-profit processing and reporting
  • Client had simpler customizations and interfaces to back office systems through middleware
  • Client had complete buy-in from all key stakeholders on the software selected and the vendor to perform the implementation

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Managing Intellectual Assets

Managing Intellectual Assets

For this full-service U.S. venture capital firm on the West Coast, our challenge was to protect the firm’s competitive edge by capturing the intellectual capital generated by its IT staff. Like other knowledge-based businesses, the firm’s greatest asset is the human intellectual capital in its IT department – long-term employees whose experience with internal IT projects was filed away in disparate systems and networks across the company.

“Our assets walk out the door every night,” says a senior executive at the firm. “While our employees’ knowledge gives our company an incredible competitive advantage, we could lose that advantage quickly if key employees quit or were somehow incapacitated. It’s impossible to fully replicate a person’s insight and experience.”

How We Solved It

Trillium developed an IT knowledge management system to capture intellectual assets, provide business continuity, and standardize IT integration strategies

Results

  • Productivity boost with easier access to the firm’s IT knowledge base
  • Mitigated risk with a formal disaster recovery and business continuity plan
  • Standardized IT integration strategies and staffing to support rapid company growth

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Integrating Disparate CRM Systems in the Cloud

Integrating Disparate CRM Systems in the Cloud

Trillium was able to help this large healthcare information group integrate the disparate CRM systems in the cloud. Having grown through mergers and acquisitions, the company had multiple, disparate sales and CRM systems. Previous attempts to integrate the systems had failed, so the company had three sets of price lists, commission structures, product lists, and CRM data. This disconnect had an adverse effect on sales productivity and operational efficiency.

The client was a market-leading information products company serving more than 2,000 hospitals and large U.S. pharmaceutical manufacturers in the healthcare industry. The company maintains one of the nation’s largest healthcare databases, which contain data on more than 25 million discharges per year from nearly 3,000 hospitals, representing over 75 percent of all discharges. After a third attempt at implementing a major enterprise initiative was in jeopardy, our challenge was to identify specific problem areas and to develop and carry out effective solutions.

How We Solved It

Trillium helped the company first overcome organizational and procedural issues and then develop its own cloud-based enterprise-wide CRM solution

Results

  • Realized a 40% gain in operating efficiency
  • Achieved cost savings by retiring two legacy sales force automation systems
  • Substantially increased the company’s valuation when acquired

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