Case Study

HSBC - INNOVATION THROUGH TECHNOLOGY

A longstanding client of Swiss Post Solutions, HSBC engaged DBL to improve the efficiency and productivity of their Manila-based messenger team. A combination of workforce management and bespoke technology saw improved service outcomes for HSBC whilst achieving a substantial reduction in workforce costs.

With shared heritage across the UK and Hong Kong, HSBC are the seventh-largest banking and financial services provider globally, and the largest in Europe. With close to 4,000 offices in 67 countries, HSBC services an estimated 38 million customers each day.




A Decade of Partnership


Our partner entity, Swiss Post Solutions (SPS) has enjoyed a successful, decade-long partnership with HSBC in several locales. Initially working across four HSBC locations in London and Dublin (including HSBC’s global headquarters), SPS were contracted to provide mailroom, stationary, and courier management services.

Following implementation, SPS quickly identified opportunities for efficiency, launching a technology and process re-engineering project to achieve:

  • A 28% reduction in headcount
  • A significant improvement in first mailround accuracy from below 75% to over 98.5%
  • A reduction in stationary spend of over $AUD90,000
  • A policy review to reduce spend on premium services, resulting in savings of $AUD40,0000
  • Significant efficiency improvements through implementation of SPS Technology, including iTrak (track and trace), and uBook (courier management)

Following the expansion of Drake Business Logistics into the APAC market in 2015, we engaged with HSBC to achieve similar results for their Philippines operations.


The Challenge


Having taken over operations from the incumbent supplier, it was apparent that significant cost reductions and service improvements were readily achievable.

An initial review by our management team noted the following innovation opportunities:

  • Workforce Utilisation – Except during peak periods, available resources often far exceeded requirement.
  • Internal Collaboration – Employees were not shared efficiently across business units.
  • Processes & Procedures – Existing processes were inefficient and paper-based, resulting in service delays.
  • Document Tracking – No system was in place to manage the route-efficiency and real-time tracking of messenger movements.


Our Approach


Having identified operational shortfalls, Drake Business Logistics immediately set upon an action plan which addressed each pain point – detailing required stakeholders, project timelines, and associated costs. Drawing on our demonstrated understanding of HSBC and document logistics within the finance sector, we took a consultative approach – fine tuning each solution through collaboration prior to rollout.

With excessive workforce costs the most pressing issue, reducing overstaffing and improving utilisation were our first priorities. A review of historical workforce data saw development of a shared workforce pool which more efficiently balanced workforce with workload.

Having established a lean, effective workforce, Drake Business Logistics set about digitising inefficient paper-based forms and processes – reducing administration and manual keying errors.

Finally, we designed and delivered a real-time messenger tracking service through Digital Hub, providing HSBC GPS visibility of their messenger workforce and allowing more efficient, geofenced routes to be developed.



The Result


Following implementation of the aforementioned initiatives, Drake Business Logistics has achieved significant improvements across all agreed service metrics.

As of 2019, Drake Business Logistics has achieved a 37% reduction in workforce size whilst simultaneously improving service metrics – re-deploying redundant employees to alternative client sites. Today, we manage over three hundred messengers.

Most importantly, the HSBC courier workforce now operates as as single cohesive unit underpinned by systems which allow both real-time monitoring of workforce activity and efficient deployment of couriers to active jobs.

Finally – our team achieved significant, sustainable cost savings through better workforce utilisation, more efficient delivery routes, and a renewed focus on performance management.


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