Prior operating role · Abcam/Danaher · Order to cash
Rebuilding order-to-cash around speed and control.
Redesigned the end-to-end work around the causes of delay, cancellation and lost performance.
The situation
Order performance depended on multiple connected decisions and handoffs. Treating each symptom locally would have left the underlying delays and failure demand intact.
The decisive change
- Established an end-to-end view of the order journey
- Focused on the decisions, exceptions and handoffs creating delay or cancellation
- Clarified ownership and measures across functions
- Used automation to remove repeatable work while preserving judgement for exceptions
The result
- Order-to-cash cycle time reduced from 36 hours to 3 hours
- Cancellations fell from 10% to 1%
- £27 million of performance was protected