GE CASE STUDY

ANALYSIS

TEAM KRATOS, XIMB

PURAB MOHAPATRA
AYUSH PATNAIK
SWOPNA SARIT NAYAK
ASSUMPTIONS
We have made the following assumptions based on which we formed our analysis and presented our solutions

ABC is a product manufacturer as well as service provider.

As an OEM, ABC supplies to OEMs as well.

The industry that ABC is in has very few companies.

The number of customers in ABC’s industry is few.

ABC’s suppliers are fixed

.
PROBLEM STATEMENT 1

• Why customers do not follow

the 37% rule ?

• It’s impact on ABC

Why are Customers seeking greater than 37% Impact of Service
Service Credit ? Credit >37% on ABC

Low bargaining power 1. Lower cash inflows from

1 of ABC considering the

small number of
customers Sales team
customers.
• To maintain supplier

4
relationship, ABC incurs
performance measured the excess service credit
.through gross offered.
Owing to long term product/service value
contracts, sales team

2 offer more than 37%

service credit to
convince the customer
2. Low cash reserves for future
manufacturing of products

Re-negotiated 3. Sales and Marketing team is

5 contracts not updated

in WCS
not on the same page with the
Finance departments leading
to reduced synergies

3
High consequential
cost upon failures for
customers
PROPOSED SOLUTION

• Adopting Smart Contracts using

Blockchain

• Alternate options for service credit

other than cash in terms of man-
hours, spare parts, auto upgradation

• Differential service credit based on

the span of the project.
How smart contract could be used for ABC
The table here looks into the areas in which smart contract will be implemented, its
application and what are its outcomes that would help in increasing our cash inflow into the
organization

Opportunities Smart contract application Outcome

Credit limits could be specified based on Any rule violated will be flagged
Service credit limit
project complexity and its duration and immediately notified

• Track the supply chain end-to-end Dynamic service credit with

Risk Mitigation ( Digitalized Paper Trail )
• Accurate investigation of problem
• Cash Reconciliation
Accounting • Uniform accounting standards between
functions
• Ability to generate invoice for each step
supplier could be adopted
Lesser gap between estimation
of cash flow of sales and
accounts department
Framework of integration of actors and business services with the
Blockchain processes
ACTORS AND ROLES
ABC
Ethereum
Node

Supplier Sales Team Customer Contracts

Accounts Account Accounts Accounts Miner

Define Update Ether Smart

Create Contract Create
Conditions for Contract Mining Contracts
Transactions Negotiations Contracts
service credit terms
BUSINESS SERVICES

PROCESSES
Network Transaction
Block Validation Mining
Discovery creation
THE TO-BE MODEL
 SOURCES FINANCE DATALAKE DOWNSTREAM SYSTEM

Sourcing of raw material

ABC’s Manufacturing of parts Datalake Data Layers
Suppliers Transportation Smart
Invoice generation Contract ABC Datalake
using
B
L
ABC ABC ERP’s O
Corporation C
K MIRROR STANDARD CUSTOM
C
H
A
I
N

ABC’s Stepwise invoice

Customers Problem Ticket

Smart Contract using blockchain has been adopted in the existing architecture. In the new architecture in addition to ABC,
its suppliers and customers are added at the source and at the downstream manual flat files of cash flow manager have
been removed.
 PROBLEM STATEMENT 2

• 5 TOP PRIORITY QUESTIONS TO ASK TO

THE NEW FUNCTIONAL OWNER

• PRODUCT ROADMAP FOR NEXT 6

MONTHS
 5 questions that we need to ask the functional owner
in order to prepare a Roadmap ?

1. This will ensure we are developing the right product and moreover can help us build a time phased road-map to satisfy the short-term goals . This question also
generates room for experimenting, working together and creativity leading into an advanced product. The best part of this is that it begins with a declaration of
problems that we currently face and proceed towards a remedy in a versatile manner instead of beginning with a roster of features and fighting for schedules,
dependencies.

2. Who are our best customers and why ?

Asking this question enables us to review our roadmap to prioritize characteristics that will give our clients the most value. It also implies that we can examine our
product capacities, marketing techniques, and marketing programs to identify areas for enhancement.

3. What is the key benefit your products provides or what is the competitive advantage that we need to achieve ?
Building the roadmap becomes easier and clearer with a successful approach in place. The product owner can then concentrate on achieving milestones to facilitate
the achievement of the product strategy for the team as a whole when it knows what competitive advantage they draw from this product.

4. How do you want to prioritise the product backlog to create a versatile product roadmap ?
Product backlog and roadmap complement one another , thus asking the functional manager about his views regarding the product prioritisation in the product
backlog will help to align the functional strategy about the work that is needed to be accomplished by the product team.

5. How will the roadmap be actually used ?

Roadmaps paint a vital image of the positioning of our item. But we need to have a profound knowledge of how our business and main stakeholders effectively use
them. How do our organization use our roadmap to sell products will help to devise a dynamic and flexible roadmap.
 Questions to the functional owner

What business goals we are Who are our best customers

trying to achieve? and Why?

What is the key benefit your

How do you want to
products provide or what is
prioritize the product
the competitive advantage
backlog to create a versatile
that we need to achieve?
product roadmap
5. How will the roadmap be
used?
Proposed Roadmap
1 MONTH

Identify Populate use Assess how

Prioritize use
cases well use cases
where cases based
USE addressing leverage Phases in agile
Blockchain on Use case evaluation
CASE business Blockchain workflow
makes sense framework framework
challenges strengths
DISCOVER
Viability

3 MONTHS PROOF OF DESIGN

CONCEPT Feasibility
Define
Retrospect to Select Develop BUILD
minimum Desirability
confirm value Testing Proof Blockchain functional and viable
and identify of concept technology technical ecosystem and REVIEW
new use cases stack architecture on-board team
Dedicated Teams Critical
Success drivers
SCALE
2 MONTHS Membership Leadership
Roll out
Develop Expand MVE Engage Funding Governance
Pilot the strategy Integrate with
operating using regulators and
Blockchain design and Organizational
models and dedicated industrialize
solution legacy systems structure
governance teams the stack
integration
PROBLEM STATEMENT 3

3 Key Outcomes that we need to drive along

with metrics that can be part of the Spotfire
dashboard

Business Outcomes
1. Personalised Solution for Customers
Tailor made value proposition to each
customer in order to deliver an outcome.
2. Improved account Management
Sustain and expand relationships
with important key accounts and will work
closely with multiple business departments in
order to maintain and further develop the
relationships with the key accounts.
3. Improved predictive maintenance
Requirement for a much-needed action layer
for modern equipment that can self-monitor
and diagnose. Once an anomaly is detected, an
alert from the IoT cloud can move into a field
service management system where it can be
scheduled and assigned to a technician.
Key Metrics to be part
of Spotfire dashboard
• Service Availability (No of instances)
KPI • Sales increase due to loyal customers
• Customer retention rate
• Response Time
• Contract Extension Revenue
• Customer Upsell Revenue
KPI
• Mean Time to Diagnose (MTTD)
• Mean Time to Repair (MTTR)
• Technician Productivity
KPI
THANK YOU