Tour de OSS

Cycle time reduction in marketing and sales deals with speeding the time-to-market cycle for new products and services and reducing the order-to-cash cycle time, which produces benefits such as increased cash flows and profits, improved utilisation of human and machine resources, decreased costs and improved customer service
S. Rao Vallabhaneni.

OSS can have a big part to play in key cycle times for a CSP. For example, I once contracted to a really efficient tier 2 carrier that had an order-to-cash cycle of 45 days for a particular service. They were bought out by a tier 1 carrier that rolled the service into their process flow. The order-to-cash cycle promptly became 90 days. Not only did that upset loyal customers, but it added an extra 45 days of unclaimed revenue.

The tier 1 process had too many inefficiencies – reprocessing, hand-offs and hand-backs. Not only were there financial implications, but the longer the order was in progress, the more likely the design data was to get out of synch with the live network.

This is one more reason why Pareto’s 80:20 principle is so important – get a majority of orders fast-tracked and separate the difficult orders as exceptions for your most talented staff to resolve as quickly as possible.

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