UK-based Innocent Drinks were acquired by Coca Cola and as part of the new ways of working were building a new CO2-neutral factory in the Port of Rotterdam. This was an entirely green field site with no existing capability or established IT services. The venture required new additional IT and Business capabilities to be developed and introduced to manage the future factory operation.
Aveas were asked to develop the IT Service model necessary to support the Innocent Drinks Factory (commonly known as the ‘Blender’), along with a cost, plan and approach for implementation of that model
The service design was to be fully aligned with the emerging Factory IT, which was being established in parallel.
- No existing factory IT model: the Service Design needed to be linked into the developing factory model, this operating model was in development so was a ‘moving target’.
- Everything was new: the factory was being built while the IT services were being designed and established with recruitment also underway in parallel. Future ways of working were untried and needed to be further developed over time while full factory operations were being ramped up.
- Developing processes: although there was an existing Service Desk for existing Innocent desktop users this was not process driven; but had no formal SLA’s or KPI’s and was not aligned with the business needs.
- Remote working: due to Covid all work had to be performed remotely.
What did Aveas do?
- Aveas quickly set to work establishing service principles to drive the overall design
- Working with the evolving Team Aveas produced the service design, delivery roadmap and recommendations for the feasibility of delivery based on immediate, mid- and long-term production requirements.
- Aveas were further asked to assess the existing IT technical capabilities and how their current Service Delivery Tool would need to be developed to enable efficient delivery of the new service model. In parallel, we were requested to provide ROM costing model based on our previous FMCG delivery experience.
What were the outcomes?
- Innocent had a clear vision of the future IT Service model.
- The roadmap allowed Innocent to prioritise delivery areas to ensure production could start as planned with the plant’s IT fully supported and future services ramping up thereafter.
- The ROM cost model allowed Innocent to include the immediate ITSM tool and future developments/replacements into a solid business case base.
- The Service Design allowed the Operating model and organisation to be updated in-line with the stated requirements to allow suitable staffing to cover the additional delivery responsibilities.
- A roadmap to enable a future Service Delivery Centre of Excellence was presented and adopted.