What can TEMIA do for you?

Customer

As a leading global logistics operator based in North America and a Fortune 500 global player with over 275,000 employees, this company views mobile communications as vital to their business.

Challenges

As with many global enterprises, the use of mobile communications had grown gradually over time to become one of the primary means of communication spanning many countries and different time zones. With no formal structure or plan to manage this growth, the company found it increasingly difficult to effectively manage and support its wireless devices and gauge the ROI of this strategic portfolio. The main concerns faced by the organization pertained to tracking the entire wireless inventory as well as managing the rapid changes in wireless plans. This created several challenges for the corporation including rising expenses, lack of visibility into the use of mobile devices and what liabilities, financial and otherwise, were being created.

The Client

Valcon is one of Denmark’s fastest growing consultancy houses. Since its establishment in 2000, the company has undergone an impressive growth in customers, technology and staff. Currently operating throughout Scandianvia (Denmark, Sweden and Norway) and with offices in the Czech Republic, India and China, the company today employs approximately 150 consultants and is poised for even greater growth.

The Challenge

One of Valcon’s core competences is consultancy within the area of sourcing. As the company grew it's footprint and operational scope, the rising activity also gave rise to increased costs. However, Valcon has exploited not only their scale to extract costs, but also asked Telecom Danmark to help. “We have been in a position to make heavier demands on contractual improvements; and this way we obtained increased future savings”, says Maria Juhl Christensen, Head of IT at Valcon. Valcon looked to Telcom Danmark’s expert knowledge about data and telecommunication networks to deliver benefits such as savings of more than 50% on data and telecommunication costs.

The Client

The customer is a leading provider of managed IT solutions and business process outsourcing services in Canada. As a leader in the market, they were tasked with managing millions of dollars of client IT inventory, including telecom. They had in place IT asset management software that helped them identify inventory allocation and cope with ticket requests.

Challenges

• The IT Asset management software did not adequately track service and option charges related to telecom invoices.
• Resources were rarely available to validate the details of the invoices
• Invoices from carriers were being received and manually re-invoiced in excel due to their client’s reporting requirements.
• There was no recurring optimization and the Company customers were looking for ongoing ROI.
• Multiple vendor processes and invoice formats made the work specialized and difficult to transfer to new employees and employee turnover / retraining cost was very high.

With 6,800 stores in 44 States and 45,000 team members, Charlotte-based Family Dollar is a leading retailer throughout the United States. Family Dollar offers customers a mix of quality name brand products they use every day; from consumable products such as household paper products and expanded food assortment, to treasures for every home and even quality apparel for men, woman and children.

In the past couple of years, Family Dollar has engaged in a number of initiatives to improve processes making them more efficient and proactive. One such initiative was its focus on Telecom Expense Management (TEM) processes. “As our chain grew is size and complexity, we realized that we needed to improve management of our telecom costs,” stated Josh Jewett, CIO at Family Dollar, Inc. “We needed a solution that would automate telecom processes to identify billing errors, efficiently manage multiple invoices, provide audits and provide detailed granular reports.” Family Dollar evaluated several TEM companies and after a formal review, selected Asentinel.

The Client

Trade publications have placed Duane Morris in the top 100 law firms, and in the upper echelon of law firms utilizing technology. Hundreds of lawyers working around the globe quickly communicate and collaborate using the firm's integrated network, accessing sophisticated software, information-rich databases, and other knowledge-sharing tools. When Duane Morris acquired California-based Hancock Rothert and Bunshoft, it inherited contracts with TEMIA-member company, vCom Solutions. It was not long that one regional agreement soon turned into a real partnership in the ongoing management of Duane Morris’ Telecom Environment, nationally.

With vCom’s vManager platform and skilled professional services team, Duane Morris realized the immense benefits of outsourcing the ongoing management of their telecom environment to vCom: simplicity, savings, support and exceptional service.

Challenges

Throughout its growth, Duane Morris has always been driven by the same principle: a partnership and agreement to pursue all clients' goals. Duane Morris LLP, among the 100 largest law firms in the United States, is a full-service firm of more than 700 lawyers. With offices in most major markets, and as part of an international network of independent law firms, Duane Morris represents clients across the nation and around the world. Lawyers who are leaders in a range of legal disciplines and have diverse backgrounds join Duane Morris in order to use the latest technology, professional support staff and other resources in pursuit of maintaining the most efficient technological communication networks.

Managing a network infrastructure across multiple offices, products and carriers can prove to be challenging. Duane Morris dealt with multiple Tier 1 and Tier 2 carriers; received 150+ invoices on a monthly basis; had multiple support teams and numbers to contact for trouble or order management. Ordering, supporting or reconciling telecom services at each office was a challenge, even to an experienced IT team of Duane Morris’ caliber. Hours were spent dealing with GL coding invoices, on a monthly basis. When Duane Morris acquired Hancock Rothert & Bunshoft, it wasn’t looking for alternate telecom resources but acquired vCom contractually through HRB, and little did it know how great this acquisition would prove to be.

Customer

The client is a very large Latin American Company Group that comprise over 20 companies with activities ranging from paper manufacturing, office supplies and furniture to systems for hardware storage, commercial printings, preprinted forms and packaging materials.

Challenges

They had to manage the call information from more than 3 million calls coming from their 10,000 extensions spanning 182 locations in Latin America and Europe. Since they have an enterprise communications network connecting every site with each other, they needed to effectively manage the telephony infrastructure and be able to charge the cost of each individual call to the appropriate cost center and corresponding company bearing in mind the great variety of providers, rates, rates structures and currencies.

The group needed to centralize the call detail data adding key variables to each call including cost, currency, provider, cost center, call origin/destination and geographical data. Once centralized and processed, the call information should be available to financial and IT users inside the company. Analysts inside the organization should be able to access the information with data-mining tools to uncover cost-saving and revenue-increasing opportunities. Also, periodically, C-level and mid management needed access to special reports showing critical business metrics.

Customer

One of the largest construction companies in the US, with operations in 48 states, Puerto Rico, Europe. Over 1,600 wireless users.

Challenges

• Uncontrolled spend, no standards in place for carriers, costs, devices
• No corporate discounts with two primary carriers Verizon and Sprint
• Lack of dedicated internal resources to focus on wireless
• Decentralized management allowing corporate branches to procure any device and any plan for any employee
• Unknown inventory; continued payment of service for terminated employees
• Over $4,000 per month in ancillary charges including ringtones, downloads, text messaging, 411 calls, games, media and unacceptable usage practices
• Paper and electronic; paper invoices > 4,000 pages per month
• Manually cost coding charges through A/P to charge back to various branches
• Hundreds of hours exhausted to cost allocate charges and audit invoices

Customer

The client is an industry leader in research and development of computer components, with multiple offices all over the world.

Challenges

This complexly organized High-Tech Company requires proven expertise on every level of every business process. Flawless telecommunications are vital to its success.

The Company needed an independent telecommunications management solution that could significantly cut costs and streamline monthly operations, including hierarchical order management, integrated telecom services inventory, and financial reporting, without any disruption of services among its international subsidiaries.

Customer

Large, US federal government agency.

Challenges

The agency’s field-agents rely on mobile technology to conduct time-sensitive and mission-critical activities throughout the world.  Without functional devices and working service, the field-agents cannot complete their jobs. The Agency sought to lower their total cost of operations by 20%, increase productivity, have better reporting and policy enforcement and limit the burden on their internal staff.

Customer

Large, multi-national network communications company

Challenges

The company provides its customers a wealth of resources to help deploy and maintain next-generation networks. In 2000, the company realized that their telecom expenses were excessive and a comprehensive approach to managing expenses and aligning expenditures with organizational needs was required.

Customer

A leading national healthcare insurance provider

Challenges

The client was seeking to reduce overall its overall telecom expenses. It needed to consolidate resources and assets to prepare for an upcoming merger. New healthcare legislation and Sarbanes-Oxley compliance requirements presented risk mitigation and compliance management challenges that required improved visibility and executive reporting on Key Performance Indicators.

Customer

The customer is a major financial institution with locations in multiple Western and Midwestern US states.

Challenges

After years of mergers, acquisitions, and aggressive growth, this financial institution found managing more than 700 physical locations, with approximately $20M of fixed and mobile yearly telephony spend challenging.  Telecom contracts from multiple vendors were inherited with each merger. With more than 60 vendors sending hundreds of paper invoices each month, the financial institution knew there was a need for a historical audit and a Telecom Managed solution.  In addition, they were facing a shortfall in meeting their Minimum Annual Revenue Commitment (MARC) for some services.