World Leading Aerospace Project


About the Client

Our client is the Singapore entity of a consumer discretionary products multi-national company.

The Challenge

Our client identified that their IT service management processes were struggling to meet their changing needs after transferring their IT sourcing model from single to multiple vendors. They had found that they were unable to accurately measure its SLA’s (Service Level Agreement) based on the metrics provided by its IT Service Management (ITSM) solution. Incidents were being assigned and then re-assigned to incorrect support teams and often lost in a black hole. From an end user perspective, users did not have an interactive support portal where they could request help and get self-help for the common issues.

Our Solution

CMC’s Consultant immediately identified that the customer urgently needed an integrated Service Management process and quickly went about resolving all their issues through the Quick Wins programme.  The client was delighted!

Subsequently, a new ITSM model was developed and integrated, with re-engineered IT Service Management Processes including critical integration points to ensure ‘joined-up’ working. Documentation was completed, including a functional description of each individual process, corresponding job roles and responsibilities. Multiple workshops were conducted on Incident, Problem, Knowledge and Change Management processes to increase awareness for both the client and their service providers.

In addition to the above, our expert project consultant executed RFI, RFQ and RFP processes to choose the appropriate ITSM tool which best suited the client and their operating environment, successfully configuring the tool as per the re-engineered processes to comply with new standards and workflow automations to avoid the incorrect incident routings. Ticket creations were automated upon receiving emails and integrated with workflows to reduce the monotonous tasks of the service desk agents which immediately resulted in the increased productivity of service desk.

Successful Outcome

The projected return on investment generated measurable returns within a short span of time; incident volumes have decreased significantly, incident restoration times have reduced, multi-tier SLA’s were monitored effectively, CSAT (Customer Satisfaction) was improved.

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