Operations Enablement

The Operation Enablement initiative is a cross-functional effort to create greater efficiencies in how Stoneridge manages the client, project, and support lifecycles. Our goal is to establish, document, and reinforce streamlined sales, delivery, and support operational processes, leveraging D365 and other internal systems to enable them.

Objectives

1. Analyze and document current in-scope sales, delivery, and support operational processes​

2. Envision and define future state operational solutions through the lens of people, process, and technology​

3. Support implementation of IT Roadmap improvements based on future state vision, business process needs, and technical capabilities​

4. Prioritize partnership across internal enablement functions and embed change management to increase adoption of new processes and tools

Q1 Epic Focuses

• Subcontractor Onboarding

• Opportunity Management

• Resourcing

• Project Set Up

Sub-Contractor Onboarding

Objective: With the current state there are inconsistent processes for sub-contractor onboarding, time entry, and account management. Our objective is to update request, onboarding, time entry, and offboarding processes to reduce human error, accounting pain points, and licensing and security issues.

Outputs:

• Standardized sub-contractor onboarding process led by the sub-contractor admin that is efficient and consistent across all new sub-contractors . ​

• Unified system for time entry to ensure accuracy and consistency with all sub-contractors.​

• Enhanced account management procedures to enable communication and collaboration.​

Success Criteria:

• Less manual entry of subcontractor timesheets eliminates the risk of human error.​

• Improved timeliness of subcontractor time entry and invoicing lowers the risk of billing the client late.​

• All team members have a full understanding of the new process and support one another in accountability.​

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Opportunity Management

Objective: There is a lack of structure to support opportunity management processes, which impacts upstream and downstream collaboration, and limits scalability. Our objective is to improve business process flow in system to align with process, unify data, and standardize triggers for pre-sales, delivery, resourcing, etc.

Outputs:

• Updated BPF in CE that supports the defined opportunity to project create process.​

• An agreed-upon definition and process for Change Orders. ​

• Sales probability definition and guidelines with how this is being used. ​

• Formalized document storage structure and process.​

Success Criteria:

• Visibility to projected resourcing needs and potential skill gaps.​

• Data-supported client expectation setting.​

• Improved visibility into sales forecasting.​

• Increased supplemental, upsell, or add-on services sold.​

• Increase to Opportunity win %.​

Resourcing

Objective: Disconnected systems leave inaccurate risks with forecasting, disparate resourcing processes, poor visibility, and undefined trigger points in the pipeline.​ Our objective is to implement Project Operations to connect tools and pull information forward for more efficient: Forecasting, resourcing, resource management, project management, and invoicing.

Outputs:

• Ability to accurately forecast revenue and plan for workforce needs with all roles.​

• Implementation of Project Ops to streamline processes and reduce manual costs.​

• Enhanced schedule board to include a definition of when soft booking vs hard booking occurs  based on the probability or stage and/or a hybrid of the two.

Success Criteria:

• Better revenue forecasting and workforce planning due to accurate visibility.  ​

• ​Increased efficiency and cost savings with reduction of meetings and manual processes.​

• ​Better alignment of needed skills and attributes to respective projects.​

• ​Increased visibility for sales-ability to better set expectations with clients on start dates / lead times.​

Project Set Up

Objective: Project setup is a highly manual process across disconnected systems with lack of role clarity for teams involved.​ Our objective is to connect CE and F&O via dual write while standardizing data and triggers related to sales and resourcing processes to reduce error and automate process.

Outputs:

• Data standards for project setup​

• ​Updates to project set up forms and views in both CE and  F&O​

• ​Implementation of dual write​

• ​Updates to automated  communication to prompt project set up activities​

Success Criteria:

• Reduction in manual effort; decreased handling time​

• ​Improved system integration​

• ​Standardization of data and triggers​

• ​Error reduction and process automation will have noticeable decrease in errors and an increase in process efficiency due to automation.​

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