Client Stories and voice
Success stories,
case studies, and testimonials
Case Study 1
A multinational electrical distribution and services company faced inefficiencies due to multiple enterprise resource planning (ERP) systems and manual processes. Genpact partnered with the company to develop an integrated process, focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling. This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings. Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
Case Study 2
The finance organization of a vehicle manufacturer faced fragmentation due to multiple mergers and de-mergers, resistance to change, and a complex business structure. Genpact conducted rapid data collection and analysis to identify pain points. The solution involved remodeling the accounting and financial planning and analysis (FP&A) functions, improving collaboration, and eliminating duplication. By analyzing team attrition, targeted interventions were implemented. This led to a new model that consolidated the organization into one cohesive entity, identified opportunities to eliminate 20% of non-value-adding work, and increased efficiency and productivity.
Case Study 4
An automotive parts supplier faced challenges due to limited enterprise resource planning (ERP) systems, lack of standardization, and scattered accounts payable (AP) and accounts receivable (AR) data. Genpact mobilized a global shared services group for AP/AR, built capabilities to expand finance shared services in 2024, and enabled centralized systems for performance tracking. By defining global policies and improving key AP/AR areas, productivity is expected to increase by over 35% in five years. Projected cost savings are around $3.5 million over the same period, with a goal of achieving over 50% annualized cost savings run rate starting year three.
Case Study 3
A smaller foundry business separated from Imerys, a French-listed chemicals group, was acquired by a US-based private equity firm. The new owners aimed to establish a standalone outsourced GBS within a short timeframe under time-limited transition service agreement (TSA) arrangements. Genpact developed the target operation model and managed the transition of record-to-report (R2R), accounts payable (AP), and accounts receivable (AR) activities involving 27 full-time equivalents (FTEs). Within six months, an outsourced GBS center was established without disruptions or TSA extension costs. Productivity objectives were set and actionable plans approved for future expansion.
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
A mid-sized, high-growth engineering consultancy firm asked for help identifying new shared services locations in Europe and the Americas, helping them drive additional usage of the shared services offerings and being able to expand the service offerings.
READ MORE
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
A German industrial asset manufacturer running their in-house GBS successfully for over ten years has identified that their cost improvements are lagging behind the plan and that the excitement of using the GBS has declined. They asked us to identify root causes for the symptoms and propose new ways of working to bring back the excitement of GBS.
READ MORE
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
A multinational electrical distribution and services company faced inefficiencies due to multiple enterprise resource planning (ERP) systems and manual processes.
READ MORE
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
The finance organization of a vehicle manufacturer faced fragmentation due to multiple mergers and de-mergers, resistance to change, and a complex business structure.
READ MORE
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
A smaller foundry business, separated from a French-listed chemicals group, was acquired by a US-based private equity firm. The new owners aimed to establish a standalone outsourced GBS within a short timeframe under time-limited transition service agreement (TSA) arrangements.
READ MORE
Genpact partnered with the company to develop an integrated process focusing on accounts receivable (AR) volume. The solution included a comprehensive implementation roadmap, leveraging automation, data analytics, and predictive modeling.
This transformation improved days sales outstanding (DSO), days delinquent outstanding (DDO), and bad debt management, resulting in over $100 million in savings.
Additionally, it enhanced cash flow by $300 million to $400 million over five years and achieved operational cost savings of $20 million to $30 million.
An automotive parts supplier faced challenges due to limited enterprise resource planning (ERP) systems, lack of standardization, and scattered accounts payable (AP) and accounts receivable (AR) data.
READ MORE
A mid-sized, high-growth engineering consultancy firm asked for help identifying new shared services locations in Europe and the Americas, helping them drive additional usage of the shared services offerings and being able to expand the service offerings.
Read More
A German industrial asset manufacturer running their in-house GBS successfully for over ten years has identified that their cost improvements are lagging behind the plan and that the excitement of using the GBS has declined. They asked us to identify root causes for the symptoms and propose new ways of working to bring back the excitement of GBS.
Read More
A multinational electrical distribution and services company faced inefficiencies due to multiple enterprise resource planning (ERP) systems and manual processes.
Read More
The finance organization of a vehicle manufacturer faced fragmentation due to multiple mergers and de-mergers, resistance to change, and a complex business structure.
Read More
A smaller foundry business, separated from a French-listed chemicals group, was acquired by a US-based private equity firm. The new owners aimed to establish a standalone outsourced GBS within a short timeframe under time-limited transition service agreement (TSA) arrangements.
Read More
An automotive parts supplier faced challenges due to limited enterprise resource planning (ERP) systems, lack of standardization, and scattered accounts payable (AP) and accounts receivable (AR) data.
Read More
"Genpact Consulting has been instrumental in our GBS transformation journey. Their expertise and strategic guidance have helped us achieve operational excellence and deliver exceptional value to our customers."
- Sarah Johnson, VP of Operations, ABC Corporation