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View from the Top - Part
1 | Part
2
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PROFILE
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Kamila Fuchs
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Company: UniChem.
Interviewee: Kamila Fuchs.
Job Title: Business analyst.
The Subject: Pharmaceutical product
distributor UniChem has applied business process management
to improve efficiency and visibility across the organisation.
PERSONAL FILE
NAME: Kamila Fuchs.
BACKGROUND: Kamila is a business
analyst with experience of managing and developing business
IT systems. During the past three years at UniChem,
she has been involved in reviewing and analysing key
processes as part of a team responsible for delivering
web-enabled business systems that improve customer-facing
functions.
She has had responsibility for the
implementation of the Metastorm BPM system which has
transformed UniChem’s critical TAP (Trading Agreement
Proposal) process. She has also managed the delivery
of a major commercial system for UniChem and is currently
leading a significant customerfocused initiative, ensuring
that a new consolidated CRM system continues to be developed
to meet evolving business needs.
Before UniChem, Kamila worked for
IT company Research Machines where she led the development
of a new customer contact management system, the basis
for recording and managing all the company’s communications
with customers, as well as working on a contract management
system, customer call management system and product
quality reporting system.
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Q: WHAT BUSINESS REASONS LED YOU TO ADOPT
BUSINESS PROCESS MANAGEMENT?
A: We were reliant on paperbased processes which had become
more complex over the years. This was certainly the case with
our TAP (Trading Agreement Proposal) process which is key
to UniChem’s business.
TAP is the mechanism through which the company agrees terms
with our customers. TAPs offer customers discounts on specific
product categories but there are relatively complex policies
that govern what we can offer. If we don’t get the TAP process
right, by coming up with a proposal that meets the needs of
our customers, we risk losing their business.
We operate in a competitive market and the TAP process is
a critical defence against other suppliers taking away our
customers, as well as the way we win new business. Since the
TAP process is so important to us, it was an obvious choice
to prove the benefits of BPM.
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Conspectus 2006
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Copyright © 2006
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