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A new chapter for two Australian icons

Lonispace, is a 15-year veteran in the Australian Integration market place, who specialise in getting the most out of an SOA implementation for their customers and more recently ensuring their customers achieve their goals when embarking on their Digital transformation journey. To further enhance their digital capabilities Lonispace and Novon have joined forces, bringing Data and Information Integration together in the one offering. We have just completed such an assignment for StarTrack Australia who were recently purchased by Australia Post.

About StarTrack

StarTrack is one of Australia’s largest and most successful logistics and ecommerce companies operating throughout Australia. StarTrack was acquired by Australia Post in 2012 and integrated into Australia Post by 2014. Essentially Australia Post and StarTrack’s parcel businesses were combined and the blue parcel Post logo was launched, providing a much larger, more flexible and broader delivery options to the Australian logistics and ecommerce markets.

The new combined entity, Australia Post Parcels has a more diverse and complex business offering than Australia Post had traditionally operated, whereas StarTrack’s business had always been very diverse with over 100 different parcel delivery options, Australia Post had fewer than 20 parcel delivery options when they purchased StarTrack. By 2014 Australia Post had invested more than $1 billion in (facilities and technology over 3 years) to upgrade, enhance and add additional locations to their nationwide distribution and logistics facilities, ensuring Australia Post Parcels would offer exceptional customer service to their combined client base.

Several of these key investments were – Some additional, modern and large depots added in NSW and Victoria, 2,500 new scanners were added and Australia Post’s core applications, (SAP, Service Now, Salesforce, Scanners, etc.) have been integrated with StarTrack’s core applications, (TEAM, PeopleSoft, Teradata, Scanners, etc.) using the TIBCO middleware technology.

The projects

When Lonispace started at StarTrack the merging of the two businesses had only just begun, so for the first few months we focused on uplifting the maturity of the StarTrack SOA implementation so that they would be ready to integrate with Australia Post. We used our SOA Operating Model to identify the hot spots that would cause difficulties when merging with Australia Post and that were also holding StarTrack back from realising the full potential of their technology investment.

As the merger of the two organisations gained momentum it became very clear that each organisation had implemented different integration strategies. Australia Post with SAP as its core application had little need for additional process sitting outside SAP, so their integration implementation reflected that in the form of an EAI deployment. StarTrack however had a need to add processes around their core logistics and supply chain application, therefore they choose an SOA implementation, this enabled StarTrack to add processes to suit specific customer ecommerce / supply chain requests on an ongoing basis.

These two architectural approaches evolved different cultures within each integration team that required a change management approach to augment these differences. The change management activity was conducted alongside specific business projects during the integration of the two businesses.

Interop – These are a series of projects that are focused on ensuring any Order (consignment, label, or freight item) whether it originated from Australia Post or StarTrack would be processed correctly so that the customer receives the order in the quickest possible time at the lowest possible cost. Key challenges resolved in these projects were; how to integrate more than twenty different scanning device types across the two organisations, managing the interaction between two very different data models, how to provide real time views of customer orders in transit and allow a customer to place an order anywhere, via any medium and deliver on time at the lowest possible cost.

MDM – Locations – Customer – Having a number of different systems providing customer and location data can create data accuracy challenges, particularly if you have more than one source system that requires updating if things change. Providing a master data reference is the long term simple solution, this was the approach that StarTrack adopted and asked Lonispace to help them implement.

Digital engagement – Australia Post have a fairly mature digital business with significant revenues already being generated. Their integration with and ability to grow alongside the core integration business however faced certain technical challenges. Lonispace has been able to offer design advice and a POC that we believe will resolve a number of timing inconsistencies between the Digital team.

Data Integration Enhancements – StarTrack as already stated had implemented an SOA, however consistent with many other Australian organisations at that time, the implementation had architectural and design limitations that only surfaced when higher than expected throughput was experienced, particularly around Christmas. Lonispace spent considerable effort mapping the offending processes that caused the architecture and design limitations and remediated them during 2016. These changes allowed a threefold increase in throughput for StarTrack consignment volumes with very little cost to the business.

A successful partnership

The acquisition by Australia Post of StarTrack has helped stem the losses the company would have otherwise realised. Australia Post had, since 2012 been losing money in its traditional postal services due a significant decline in letters and mail volumes. The Parcels business (StarTrack) of Australia Post has helped stem these losses enabling the combined company to post a profit in the first half of FY 2017 of $197 million.

What’s next?

For us the job is done, the integration practice is stable, it has significant upward capacity and it has merged gently with Australia Post with only benefits being visible to their customers. While there is always room for improvement, for the new Blue Post Parcel business I think we will see this new entity create greater inroads into the logistics and ecommerce markets as they delight their customers with exceptional customer service.

2016 was a landmark year for big data with more organizations storing, processing, and extracting value from data of all forms and sizes. In 2017, systems that support large volumes of both structured and unstructured data will continue to rise. The market will demand platforms that help data custodians govern and secure big data while empowering end users to analyze that data. These systems will mature to operate well inside of enterprise IT systems and standards.

 

Download the PDF: whitepaper_top_10_big_data_trends_2017

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HOW AGENCIES SHOULD EMBRACE DATA TO IMPROVE SERVICE AND GAIN COMPETITIVE ADVANTAGE

Let’s start with a question. Which Internet browser do you use? Perhaps you are using one right now to read this. Or perhaps you used one in order to download the eBook before reading it remotely. As a PC user do you stick with Microsoft Internet Explorer? As a Mac user is it Apple’s Safari all the way? Perhaps you haven’t given it a second thought. Or maybe the rst thing you do when you get a new computer is to throw out the default option and download Google Chrome or Mozilla Firefox instead.

Think carefully before answering because your response may say something profound about you.

Bernard Marr is a Big Data consultant and author of Big Data: Using Smart Big Data Analytics and Metrics to Make Better Decisions and Improve Performance [1]. Asked by a client to help identify self-driven recruits – the initiative takers – Marr looked at a range of datasets that might help. He alighted at the choice of browser candidates had used to complete the job application. With a little more analysis he concluded that, indeed, this was a strong predictor of the right stuff – someone unwilling to settle for the status quo, someone with the con dence to go his or her own way.

This, in case you hadn’t guessed, is Big Data in action, an example of measuring and analysing large amounts of information from a variety of sources – often at speed – and drawing actionable conclusions from what it shows. For the proponents of Big Data, this story exempli es one of its real strengths – discovery. Opponents hint at hype, suggesting that at best, Big Data is little more than business intelligence redux.

In the course of this eBook, we will explain how Big Data works and examine the potential bene ts for those of you in the recruitment industry. We’ll share examples of good practice, case studies from your industry and from elsewhere. We’ll discuss the practicalities – from identifying the skills needed to discussing privacy and compliance – and conclude with a detailed checklist for those embarking on a Big Data, or a smaller data analytics, project.

So why Big Data? Because if you can capture it, you can measure it. If you can measure it, you can analyse it. And if you can analyse it, you can draw lessons and insights from it – lessons and insights that could have a material impact on the bottom line, even change the way you look at your business.

In their recent book, From Big Data: A Revolution That Will Transform How We Live, Work and Think [2], Viktor Mayer-Schonberger and Kenneth Cukier describe Big Data as “the oil of the information economy”. They go on to write: “Though data is rarely recorded on corporate balance sheets, this is probably just a question of time.”

Data will only appear on your balance sheet if you start taking it seriously. It’s time to get started.

Table of Contents

INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . .1

1. BIG DATA. BIG PICTURE. . . . . . . . . . . . . . . . . . .2

1.1 The Role of Technology . . . . . . . . . . . . . . . . . . . . . . . . . .3

1.2 So What Is Big Data?. . . . . . . . . . . . . . . . . . . . . . . . . . . .4

1.3 Why Big Data? And Why Now? . . . . . . . . . . . . . . . . . . . .6

2. BIG DATA IN ACTION. . . . . . . . . . . . . . . . . . . . .8

2.1 The Logistics Company . . . . . . . . . . . . . . . . . . . . . . . . . .9

2.2 The Tractor Company. . . . . . . . . . . . . . . . . . . . . . . . . . . .9

2.3 The Digital Retailer . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

2.4 The Scientists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2.5 The Advertising Company . . . . . . . . . . . . . . . . . . . . . . .10

2.6 TheOneThatWentWrong ………………….10

3. APPLYING BIG DATA TO RECRUITMENT . . . . .11

3.1 Seven Ways Recruitment Agencies Should Use Data. . .12

4. DEPLOYING BIG DATA. . . . . . . . . . . . . . . . . . .15

4.1 Calculating Return on Investment (ROI) . . . . . . . . . . . .16

4.2 Who is Your Chief Digital Of cer? . . . . . . . . . . . . . . . . .16

4.3 Privacy, Compliance and Moral Dilemmas . . . . . . . . . .17

5. THE BIG DATA RECRUITMENT CHECKLIST . . .19

CONCLUSION ………………………22

Appendix I: Glossary of terms . . . . . . . . . . . . . . .23

Appendix II: Introducing etzInsights. . . . . . . . . . . .24

Appendix III: Sources . . . . . . . . . . . . . . . . . . . . . .25

Download: Big Data Recruitment PDF (PDF, 17 pages, 1.1Mb)

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