Background

A few years ago, a European startup specializing in IT services in the transport and logistics industries approached IBA Group to develop a  logistics system consisting of many components, including support for logistics operations, control over their execution, and background data.

The startup’s main task was to upgrade the existing inconvenient user part, making it more flexible and adaptable to future changes.

Challenges

The first challenge was the lack of staff to satisfactorily complete the task for the end client. Assembling the team alone would take too much time, considering it could be better spent on performance. It was agreed that forfeiting time could put the project at risk and lead to the loss of a promising customer.

Other challenges included the lack of precise initial requirements and the absence of a detailed solution description. Without the project’s final architecture, it wasn’t clear what the final solution would be for the end client.

Key Objectives

The main goal was to develop a new logistics system, which would cover about twenty different processes, depending on the particular business procedure. This entailed the need to optimize and unify business processes.

The complexity of the task for the IBA Group team was that the system had to be developed almost from scratch, relying only on a general description of the end customer’s business processes. What the system would look like and how it should work became the team’s task.

IBA Group’s Assistance

The deadlines were tight, which is why the startup made a great choice in hiring IBA Group as their ready-made team. Valuable time was saved as there was no need to conduct interviews with individual candidates; the main issues were discussed with the delivery manager from IBA Group’s side, who, in turn, selected the right team for the startup needs.

The IBA Group team consisted of a Scrum Master/Business Analyst, backend and frontend developers, and QA engineers. IBA Group developed the design jointly with the customer and used the proprietary ICDC cloud throughout the process.

The IBA Group team carried out a complete development cycle — from business analysis to DevOps and testing. Currently, IBA Group continues to cooperate with this startup on other projects.

Solution Highlights

First, the IBA Group team defined the scope, that is what the system modules should include and how to approach the problem of business unification. There was also a simultaneous implementation and formalization of requirements directly to the software.

The IBA Group team used Scrum processes to be flexible to constant change, given the uncertainty about what the final solution would look like.

The interaction of the IBA team with the client was based on the following two components:

1. Sprint planning, so that the client would understand what to expect in two weeks
2. Feedback from each sprint. If necessary, the IBA Group team corrected their actions. During the sprint, the Scrum Master handled the interaction with the client.

The progress of the tasks and the uniformity of their implementation displayed in the burndown chart indicated team’s constant improvement from sprint to sprint. Regularly, once a week, the team worked on their backlog and held retrospectives at the end of each sprint.

Key Results

1. A newly-developed system, which the client successfully implemented for its customer. A startup couldn’t have completed such a large-scale task on their own
2. Optimization of the end customer’s logistics business processes
3. Smooth and effective interaction with the client thanks to Scrum

About IBA Group’s Startup Assistance Service

IBA Group’s Startup Assistance Service was created to assist you in growing your own startup as quickly and easily as possible with a great pool of experienced professionals. With the help of the IBA Group Startup Assistance Service, you’ll get:

• Comfortable collaboration between the outsourcer and the internal team
• Fast communication and decision-making
• Synergy in the team when the outsourcer participates in the same way as internal employees in your work
• The proactivity of outsourcing teams within a startup – so that they participate in discussions and recommend what needs to be done, and not just execute
• Long-term relationships with an outsourcing company (starting small and growing and expanding)
• Your project implemented exactly on time and within the agreed budget

We’ll also assist you in developing your business idea, writing a business plan, identifying a profitable market, and determining a clear path to success. IBA Group is a one-stop resource for all of your business assistance needs. Business development managers (BDMs) are assigned and act as the point of contact for your startup, coordinating all state services to ensure your success, leading to higher revenue.

In cooperation with Visa, IBA Group implemented an automation solution built on the Visa Mobility & Transport Transaction (MTT) technology at the Azerbaijan Railways, the national state-owned rail transport operator in the Republic of Azerbaijan.  The Central Bank of Azerbaijan, the International Bank of Azerbaijan, RBC Group, and AzeriCard acted as partners in the project.

The Visa’s MTT technology allows for accumulating fares of a commuter into one transaction with the total amount charged at the end of the day. The project is the first in Azerbaijan to feature the MTT technology.

IBA Group launched a contactless fare payment project for the Azerbaijan Railways in July 2021, installing card validators at all stations of the Absheron Ring Railway, one of the busiest rail routes in the country. Initially, passengers were able to pay for a one-time trip with a contactless bankcard. Using the Mobility & Transport Transaction technology, they pay once for all their rides during a day, as fees for trips made within one day are accumulated in one transaction. This way, transit operators can give benefits to the commuters who make multiple trips within a day. As for commuters, they are relieved of the need to purchase and keep track of a variety of standalone passes and tickets.

VISA appointed IBA Group as a Visa Ready Certified partner within Transit and Tap to Phone partner programs. The IBA Fare Collection System, IBA Card Validator, and tapXphone received a seal of Visa approval. Other smart acceptance and smart mobility solutions are underway.

On October 21, Visa Inc., a US multinational financial and payment cards company, published a press release entitled Visa Tap to Phone Transforms Payment Acceptance For Sellers Worldwide. Visa lists IBA Group among the first participants of the Visa Ready for Tap to Phone.

Author: Andrei Leontiev

A few years ago, a European startup specializing in IT services in the transport and logistics industries approached us to develop a multi-level logistics system for one of their large clients. The new system was to consist of many components, including support for logistics operations, control over their execution, and background data.

The startup’s main task was to upgrade the existing user part, which was inconvenient to use, making it more flexible when changes would emerge.

Challenges

The first challenge was the lack of staff to satisfactorily complete the task for the end client. Assembling the team alone would take too much time, considering it could be better spent on performance. It was agreed that forfeiting time could put the project at risk and lead to the loss of a promising customer.

The second challenge was the lack of precise initial requirements and the absence of a detailed solution description. Without the project’s final architecture, it wasn’t clear what the final solution would be for the end client.

Key Objectives

The main goal was to develop a new logistics system, which would cover about twenty different processes, depending on the particular business procedure. This entailed the need to optimize and unify business processes.

The complexity of the task for our team was that the system had to be developed almost from scratch, relying only on a general description of the end customer’s business processes. What the system would look like and how it should work became our task.

IBA Group Assistance Service’s Contribution to the Startup’s Performance

The deadlines were tight, which is why the startup made a great choice in hiring us as their ready-made team. Valuable time was saved as there was no need to conduct interviews with individual candidates; the main issues were discussed with the delivery manager from our side, who, in turn, selected the right team for the startup needs.

Our team consisted of a Scrum Master/Business Analyst, backend and frontend developers, and QA engineers. We developed the design jointly with the customer and used our own ICDC cloud throughout the process.

We carried out a complete development cycle — from business analysis to DevOps and testing. Currently, IBA Group continues to cooperate with this startup on other projects.

Solution Highlights

First, we defined the scope, that is what the system modules should include and how to approach the problem of business unification. There was also a simultaneous implementation and formalization of requirements directly to the software.

We used Scrum processes to be flexible to constant change, given the uncertainty about what the final solution would look like.

The interaction of the IBA team with the client was based on the following two components:

1. Sprint planning, so that the client would understand what to expect in two weeks
2. Feedback from each sprint. If necessary, we corrected our actions. During the sprint, the Scrum Master handled the interaction with the client.

The progress of the tasks and the uniformity of their implementation displayed in the burndown chart indicated team’s constant improvement from sprint to sprint. Regularly, once a week, the team worked on their backlog and held retrospectives at the end of each sprint.

Key Results

1. A newly-developed system, which our client successfully implemented for its customer. A startup couldn’t have completed such a large-scale task on their own
2. Optimization of the end customer’s logistics business processes
3. Smooth and effective interaction with the client thanks to Scrum

About IBA Group’s Startup Assistance Service

IBA Group’s Startup Assistance Service was created to assist you in growing your own startup as quickly and easily as possible with a great pool of experienced professionals. With the help of the IBA Group Startup Assistance Service, you’ll get:

• Comfortable collaboration between the outsourcer and the internal team
• Fast communication and decision-making
• Synergy in the team when the outsourcer participates in the same way as internal employees in your work
• The proactivity of outsourcing teams within a startup – so that they participate in discussions and recommend what needs to be done, and not just execute
• Long-term relationships with an outsourcing company (starting small and growing and expanding)
• Your project implemented exactly on time and within the agreed budget

We’ll also assist you in developing your business idea, writing a business plan, identifying a profitable market, and determining a clear path to success. IBA Group is a one-stop resource for all of your business assistance needs. Business development managers (BDMs) are assigned and act as the point of contact for your startup, coordinating all state services to ensure your success, leading to higher revenue.

BACKGROUND

The company is a prominent entity in the tire manufacturing industry, recognized for its innovative production of high-quality tires for a variety of vehicles. The client needed to gain an advantage in the highly competitive market of technological innovations in automotive services, expand their market presence, and strengthen customer retention.

CHALLENGES

1. Implement SAP Sales Cloud to enable tracking and planning of retail specialists’ activities as part of pre-sales preparation:
   • tracking and accounting of visits, calls, and other customer interactions;
   • maintaining customer records in the customer database.
2. Develop and enhance SAP Service Cloud with additional functionality for potential opportunities.
3. Implement standard service request management through SAP Service Cloud.
4. Ensure the operational efficiency of the customer experience management system.
5. Ensure system development by implementing additional functionality as requested by the client.

SOLUTION HIGHLIGHTS

1. Implementation of SAP Sales Cloud and SAP Service Cloud solutions.
2. Implementation of processes for tracking, planning, and controlling retail specialists’ activities related to customer interaction (including KPI monitoring).
3. Configuration and customization of the functionality (registration of potential customers, mass mailings, creation of orders directly in the system, sales funnel).
4. Implementation of processes for managing service requests.
5. Development of separate functionality for managing service contracts.
6. Integration with external services, including other SAP systems used by the client.

KEY RESULTS

1. Sales processes were automated and standardized through the use of a single application for customer request input.
2. Request creation time was reduced from several hours to 20-30 minutes.
3. Customer information was consolidated into a single profile, leading to sales of additional services such as upgrades, maintenance, repair, and accessories.
4. Dealer KPI management and execution processes were implemented.
5. A solution for maintenance contracts with a specific parametric model was put into effect.
6. Distribution centers now receive necessary goods through convenient channels, in the required quantity, at the right time, and at an agreed-upon price.

Challenges

The primary objective was to migrate from the proprietary event-based system to a more flexible and maintainable solution, simplify process development, reduce maintenance costs, and improve overall operational efficiency.

Solution Highlights

International transportation is a complex industry that demands seamless and efficient internal processes. The company was previously reliant on a proprietary event-based system that was not only difficult to maintain but also cumbersome for developing new processes. This led to inefficiencies, increased costs, and a lack of agility in adapting to changing business needs.

Results

1. Improved time-to-market has been achieved, delivering new changes as fast as the business requires them.
2. Interaction through both old and modern REST APIs, offering a seamless transition with other systems.
3. Processes are now documented using the BPMN standard, making it easier for both business and IT teams for collaboration.
4. Quicker adaptation to business needs.

Background

Originally, all the information needed to manage cargo transportation was a collection of tables. A better user experience was required to enable them to work faster and make better decisions.

Business Challenge

Introduce a new process that would make it easier for users to manage data and speed up decision making.

Solution

Each service in the customer’s system contains information about cargo transportation. For example, a cargo needs to be transported from point A to point B on another continent. Accordingly, the company’s employees need to determine the route for delivery, find a vessel suitable for cargo placement, issue all documents, arrange shipping, deliver the cargo, and collect statistics.

Instead of presenting all data in tables, we decided to display services on a map. For this purpose, a system was developed for analyzing the route network and using it in planning. Ports, vessels, types of containers and information about availability and maintenance of vessels are located on the map.

Further, we decided to supplement the functionality with real-time tracking of vessels and developed a system of on-line monitoring. Some of the information is in the public domain (the type of vessel, its heading and speed), and some is in the private domain (cargo, loading relative to the waterline). A map is available in the application, which shows all the vessels of the customer and the customer’s partners.

Later we also developed an analytical system for generating reports, uploading and downloading files, and comparing various metrics. In addition, the information became available to a wider range of people, including the company’s partners.

Result

The company achieved more extensive process automation. Decision-making speed has increased because fewer people are able to process more information. Now the system supports 120 services and more than 800 vessels.

Background

А huge global company with a strong technology focus turned to IBA Group with the task of transferring their client’s infrastructure to cloud services. At the time of the beginning of cooperation, the end customer of our client used a lot of data storage for the following internal service tasks:

• production cost tracking;
• dialer’s information;
• providing information to dealers,
• information about clients, employees.

The main part of the infrastructure was based on the Oracle database and the Informatica Power Center ETL tool, as well as many other tools such as Cron, Shell Script, Java, JS.

Several years ago, the company’s management decided to migrate the entire infrastructure to the cloud. During modernization, the company brought production processes to a single standard, increasing its structure, including a unified approach to development, implementing an approved technology stack, and ensuring quality control of development.

Business Challenges

During the modernization process, the end client encountered the following difficulties:

1. The existing services of the company were slow, which impacted all processes — from data analysis to hiring employees.
2. Frequent failures due to errors within the services led to a partial loss of data and the inability to make management decisions, prepare accounting reports, prepare data on the movement of warehouse resources, and more.
3. Permanent delays in providing new services due to the slowdown in development or the impossibility of their implementation, led to a decrease in the company’s attractiveness among customers.
4. Scaling within the framework of the old infrastructure could not be carried out without extra payments, due to the low flexibility of vendor licensing offers.
5. Recruitment of the necessary employees such as full-stack developers presented difficulties due to the huge variety of technologies used; cheaper resources were not of the right quality or up to the high standards of the company.

Key Objective #1

Migrate company services to new infrastructure in the cloud.

Key Objective #2

Tailor AWS vendor migration offerings to company services.

Solution Highlights

The customer formed a separate team that was responsible for the innovation and unification of disparate systems into a single infrastructure. IBA Group provided engineers and architects to form custom teams to participate in the adaptation of infrastructure modernization solutions, developing the top-level structure of the entire ecosystem, as well as general approaches and rules for each system separately.

After giving recommendations for the development and auditing of the process, the IBA Group team directly implemented this migration. To improve the quality of decisions made at the architecture design stage, an AWS vendor was involved.

Due to the business’s specific features, each area had its own architecture, for which separate teams were created that were responsible for its adaption and improvement. They were also involved in the transfer of existing services for their area to cloud technologies — AWS Glue, PySpark, ECS, Kubernetes, EMR + PySpark.

One of the important conditions was a “seamless” transition — teams during the migration process ensured that access to existing services remained uninterrupted.

Project Results

Benefits the client received by moving data management to a cloud service:

1. Increased fault tolerance by fixing bugs and using ready-made cloud-platform services for interaction between different customer services.
2. Continuity of current services during the migration process was maintained.
3. Cost reduction in the form of refusal of some server capacities due to the transition to the cloud service.
4. Flexible planning of financial expenses for scaling due to the pay-as-you-go system provided by the cloud solution.
5. Reduced time for recruiting specialists in the IT department by unifying the requirements for them, defining clear rules, and specifying the technology stack.
6. Reduction of the number of narrowly focused specialists without full-time employment due to their retraining in the technology stack adopted by the company.

The largest IT project in Germany in the last 2 years.

Background

The company’s operators use about 5.5 thousand internal applications. They monitor the loading of cargo on ships, provide commercial analysis, and assess financial performance. These applications are isolated and have different interfaces.

Business Challenge

Create a new application development solution with a single interface.

Solution

A team of architects reviewed the current system and business processes. It was decided to use one set of front-end libraries when developing new applications. So they can use the same UI.

The new solution can significantly reduce development costs, because it allows creating a large number of applications, keeping them in the same style and using the same architectural approaches.

Result

About 20% of applications are already using the new UI. The rest should switch to it within 2 years.

Business challenge

Automate the processes of recognition and validation of documents.

Solution

The Company processes lots of orders and contracts every day, most of which are in paper form. There are four different types of orders/contracts. All of them must be entered into the system, validated in other systems and supplemented with new data. Previously, this was done manually by operators.

IBA Group experts took part in the development of a system that automated these processes.

Result

The customer received a system that uses OCR to automate the recognition of four types of contracts. In addition, robots were created to validate documents and obtain additional data.