Global car rental company, covering over 8,500 locations worldwide.



  • Reduce the cost of operations in the European Shared Service Centre. Client was under pressure to quickly identify the areas which would yield the greatest efficiencies, or opportunities for revenue uplift and be able to clearly articulate the scale of these potential opportunities
  • Key focus was on identifying immediate opportunities for improvements
  • Secondary focus was on identifying transformational opportunities which could be implemented in a 12-18 month timeframe


Alchemmy's Solution

  • Alchemmy conducted a triage of opportunities, separating those which might be immediately implemented at low risk from those more transformational medium term, using a matrix which evaluated size of benefit, process complexity, time to achieve; business criticality, and potential business and technical risk. The top 25 processes were selected for detailed evaluation
  • As-Is and To-Be process mapping and improvement workshops were conducted with cross-functional teams within the Shared Service Centre, as well as teams from the wider business which contributed to the processes
  • The benefits of the solutions proposed during the workshops were then quantified in terms of both effort cost savings and potential revenue uplift
  • The viable potential opportunities were presented to senior stakeholders for approval including the estimated project costs and effort required to implement the proposed solutions


Business Benefits for our Client

  • Over a nine week period 25 processes were analysed, grouped in to eight logical process areas. Over 100 individuals from the Shared Service Centre and the wider business across five European countries contributed to process improvement workshops in the UK
  • Process areas investigated included: Customer Contact, Damages and Claims, Finance, Order to Cash, HR, Rates Implementation, Collections, Billing, Location Opening, Sales and Contract Setup, and Reservations
  • Fifty discreet cost saving opportunities were identified and quantified, representing an annual cost saving of $3.4 million. These were In addition to a potential $6.6million annual revenue uplift due to improved synergies, a total benefit of around $10million