Evaluation and optimization of the F&A process team through the axes methodology, organization, communication, tools and systems, change management and services offered

Abstract

bpost is Belgium’s leading postal operator and universal service provider. bpost offers addressed and unaddressed mail services, and efficient, high-quality business and administrative communication solutions. bpost is well-positioned on the Belgian parcel delivery market thanks to the wide range of delivery options and an outstanding international network.

The project developed in this thesis was undertaken in the Financial and Accounting department of bpost (F&A), within a team supporting the department in terms of process improvement and operational excellence: the F&A process team. Recently, F&A experienced several organizational changes, including the creation of a shared service center named “Global Services Operations” (GSO) in April 2016. As key actor of the operational excellence within F&A, the F&A process team wants to improve itself. They expect a fresh, impartial, analytical and scientific approach regarding their work. They want to apply the best practices of their colleagues/(competitors) to better satisfy their clients (namely F&A and particularly the GSO) and their management. Thus, the project consists of the evaluation and optimization of the F&A Process team through the axes of methodology, organization, communication, tools and systems, change management and services offered.

In a first phase, audits have been carried out. On the one hand, it helped develop a better understanding of the context; on the other hand, it allowed to establish the evaluation of the F&A process team through its “present state”. Moreover, research was performed in the scientific literature as well as on the internet. Then, internal and external benchmarking was conducted. Firstly, knowledge was shared with the process teams of other departments within bpost. Secondly, benchmarking with advanced companies in terms of business process management and continuous improvements was accomplished. Afterwards, the expectations of the F&A process team’s clients have been collected. Finally, the outputs of all these approaches have been gathered and analyzed. All this led to the formulation of recommendations in each of the investigation domains: methodology, organization, communication, tools and systems, change management and services offered.