Answers to the queries posed by vendors on Bank of Maharashtra's RFP for appointment of Consultant for Business Transformation

Transcription

1 ) Branch transformation for improved customer service and CASA - Suggest strategy to improve operational efficiencies for key branch processes including account opening, cheque processing, single window operations, workflow automation, etc. 1) Branch transformation for improved customer service and CASA - Detailed study of current branch setup, al structure, roles and responsibility of resources, in-branch work flow and practices Is the list of key processes under consideration for this assignment finalized? If so, we request the Bank to specify the complete list which will aid in effort estimation for this particular phase. Does the scope of coverage include the branches only or does it also include the Regional/ Zonal Offices as well as the Head Office? (i) As the key branch processes are multiple and varied, some significant ones are being mentioned in the RFP. (ii) It is up to the selected Consultant to explore all possible avenues for improving operational efficiencies. (iii) As part of initial diagnostics, the Consultant is expected to prioritize the key processes based on his (Consultant's) study. (iv) However, these need to be finalised after detailed deliberations and consultations with the bank team/s The Organizational Structure specified in the given details includes Branches, Regional (Zonal) Office and Head Office ) Improved Capital Efficiency - Build a detailed design for improvement in processes and methodology at branches and central functions - Identify opportunities across branches (segmented across corporate and retail branches - Launch of select initiatives for immediate value capture - Develop a roll-out plan for bank to replicate With respect to this section on Improvement of Capital Efficiency, we request the Bank to clarify each of the four points specified and also elaborate on the requirements & expected outcomes. (i) It is the duty of the selected Consultant to identify and implement the appropriate solution for each of the four points so that the resulting outcome would be improvement in Capital Efficiency. (ii) Focus should be on improving the existing processes and methodology in order to attain the expected outcome. (iii) The overall objective should be to identify the key factors like Gurantees etc impacting the Risk Weighted Assets and then compare with the best practices in the industry. (iv) Then the Consultant should identify the areas of improvement towards implementation across cluster of different branches such as retail, corporate etc ) Designing, setting up and reengineering of the back-office architecture - Conduct detailed assessment of starting position across all activities for centralization including cheque processing, retail back-offices, SME back-offices, liabilities processing, etc. We request the Bank to specify the comprehensive list of processes (asset-linked / liability-linked / other processes) to be considered for design & set up of the back-office architecture. Also, we request the Bank to specify the processes (asset/liability-linked/other processes) which are centralized currently. It will be helpful if the Bank could provide some details on the current set-up. is expected to come out with effective plans. (iii) The selected Consultant is expected to priorotize the activities. (iv) The plan would be developed jointly with the bank. no 1 of 5

2 ) Improve the sales performance of retail and SME loans - Conduct pilot in 1-2 regions for retail and SME 5) Leverage alternate channels and technology for business performance - Conduct a review and benchmarking across alternate channels including call centre, digital and ATM. 5) Leverage alternate channels and technology for business performance - Build strategy to improve performance and increase migration to alternate channels. Implement select prioritized initiatives across 1-2 regions. processes and talent management (including training and skill upgradation) system to suggest suitable strategies for the future - Define all changes in roles and responsibilities associated with the Business Transformation program Please clarify the scope of pilot rollout in terms of the number & scale of operations of the branches to be considered. We request the Bank to provide details regarding the current sales set-up & architecture at each level (roles, number of dedicated staff, inhouse/outsourced etc.). We request the Bank to provide the comprehensive list of alternate channels in full detail. For the prioritized IT Initiatives, the consultant can work with and assist the Bank in developing the implementation roadmap, selection of relevant vendors & program management for implementation. What are the key HR functions and unique roles/ key reporting relationships at Bank of Maharashtra? What is the total employee strength of the Bank? Could you kindly provide the break-up across functions/ levels/ locations? What are the key HR systems that are currently being used effectively by the Bank (E.g.. Online Performance Management System, Payroll etc.)? Will the Bank share the existing job descriptions, role profiles, KRA's and KPI's during the course of project execution? In case of a recommended shift in HR structure, up to what level would the revised structure be expected to be detailed? is expected to come out with effective plans. (iii) Overall operating model for centralization should be done by the selected Consultant which should include what needs to be centralized and how they need to be centrally (say, regional / national level). (iv) However, these need to be finalised after detailed deliberations and consultations with the bank team/s. ATM, mobile banking, phone banking, Internet banking, call centre, IMPS,AEPS, POS and all possible future alternative delivery channels that technology would provide. OK is expected to come out with effective plans. (iii) The selected Consultant should prioritize the HR processes subsequently in consultation with the bank. selected Consultant. (ii) Certain key HR systems such as payroll are already in place. Yet, the selected Consultant is expected to come out with effective plans for the future and also optimize the existing ones. (iii) However, these Yes. Across all levels, if needed. no 2 of 5

3 processes and talent management (including training and skill upgradation) system to suggest suitable strategies for the future processes and talent management system (including training and skill upgradation) to suggest suitable strategies for the future - Design and develop a plan for leadership development in the bank including succession planning and coaching / mentorship approach - Identify the mechanism to attract and retain large number of new recruits Experience of handling consulting assignments Annexure 3) for Public Sector Banks in India in relation to Technical Bid strategic Business Transformation or Business Evaluation Criteria Process Reengineering Terms and Conditions 9.3) Project Timelines - Pilot run in select 50 branches While it is not specifically mentioned, would the scope also cover review of the current Performance Management System at Bank of Maharashtra and redesign of the same, if required? Yes and pertinent to whatever is relevant to the scope of business transformation. Does the scope include review of the Bank s HR Policies/ schemes? Does the scope include development of a detailed talent management strategy with relevant tools & techniques? Is there a pilot to be run? If so, what is the scope / size of the pilot? Which key roles and how many employees are to be covered by the consultant with respect to putting the proposed talent management system in place? Scoping for career paths and tracks would vary & will be defined accordingly. Does the consultant have to identify the employees for key positions (or) just develop a succession planning strategy? Has the bank already identified the key positions (or) is it part of the scope of this engagement? Upto what specific level (hierarchically) or role in the should the succession planning recommendations be developed? Does the consultant need to develop recruitment strategy, system and processes as well as implement the same? What is the current state of IT automation of the recruitment process? In addition to Public Sector Bank credentials, will the Bank also consider Private Sector Bank (Old/ New) credentials involving workstreams with a high degree of relevance to Bank of Maharashtra's requirements (BPR / Branch Transformation / IT and HR Transformation)? Does the Bank intend to run the pilots across 50 branches for all work-streams (Retail, SME, CASA, Back -office, etc.)? If not, we request the Bank provide a break up of pilots that need to be rolled out for all the work-streams. (iv) The approach to Basically the Consultant should optimize the existing recruitment system to attract and retain large number of new recruits after detailed deliberations and consultations with the bank team/s.. It is clearly mentioned in "Annexure-2: Eligibility Criteria Compliance" that the bidder should have relevant past experience in consulting / advising at least 1 Indian Public Sector Bank on Business Transformation / Business Process Re-engineering. (iv) The initial pilot run would in select 4 or 5 branches which would a mix of retail, SME etc.. (v) Subsequently, a good mix of about 50 branches would be provided by the bank for the next pilot run. no 3 of 5

4 & 9.6 Penalty Clause: Delay in Rendering Consultancy Services: 9.7 Indemnity 9.10 Resolution of Dispute 9.11 Privacy & Security Safeguards: Clause If the selected bidder fails to complete the due performance of the contract in accordance with the specifications and conditions agreed during the final contract negotiations, the bank reserves the right to recover the penalty at 0.5% percent of the contract value per week or part thereof subject to a maximum of 10% of contract value as penalty for non-performance / delayed performance. The Consultant shall, at their own expense, defend and indemnify the Bank against any claims due to loss of data / damage to data arising as a consequence of any negligence during Consultancy. Full Clause 1. Could you please further clarify the process for getting shortlisted for the technical presentation - is it the eligibility criteria or an assessment based on the criteria specified under point 6? Commercial bid format: Does taxes include service taxes? It is clarified that the bidder should be made liable to pay liquidated damages only on account of failure or delay in performing the services and if the cause of such failure or delay is solely attributable to us. Request the client to either Delete this clause Or Replace by the following The aggregate liability of the Consultant under this agreement, or otherwise in connection with the services to be performed hereunder, shall in no event exceed the total fees payable to the Consultant hereunder. The preceding limitation shall not apply to liability arising as a result of the Consultant's fraud or willful misconduct in performance of the services hereunder." We request the Bank to consider Mumbai as the venue for arbitration It is proposed that the proposal/data/information etc. submitted by the bidder shall also be afforded confidentiality. Further, it shall not be disclosed to any third party without obtaining a prior written approval from the bidder. As mentioned under point no 6, the shortlisting will be based on various parameters such as compliance with Eligibility Criteria as per the terms of the tender documents, responses, referrals, technology, past experience etc. The Prices to be quoted shall be inclusive of Service Tax excluding all the Taxes. That is ok, but the selected Consultant should absolutely comply with the specifications and conditions agreed during the final contract negotiations. change in RFP Clause Change in RFP Clause May be considered Confidentiality: Clause 9.12 Full clause It is proposed that the proposal/data/information etc. submitted by the bidder shall be afforded the same of confidentiality & shall not be disclosed to any third party without obtaining a prior written consent from the bidder. May be considered. no 4 of 5

5 . 25 Governing Law Annexure 6- Bidders Information 7. Number of Qualified persons who would be involved in the Consultancy work along with names and experience. 8. Qualified professionals who would be involved in the Consultancy Project work. Define all changes in roles and responsibilities associated with the Business Transformation program. Review the existing HR Management processes and talent management (including training and skill upgradation) system to suggest suitable strategies for the future. It is proposed that the agreement shall be governed as per the laws of India. Points 7 & 8 are seems to be asking the same information. Please clarify on the difference The business transformation program will require changes in roles and responsibilities across the tiers and employee hierarchy. Please clarify a) the tier (Head Office/ Regional Office/Branch etc.) and, b) Employee classes/grades (Officers/Clerks/Sub- Staff etc.); which will be covered as part of the exercise? Please provide an indicative list of HR Management processes in scope. Yes Yes both points seek the same information, but the bottomline is detailed information about the Qualified professionals who would be involved in the Consultancy Project work is sought for. selected Consultant. (ii) Certain key HR systems such as payroll are already in place. Yet, the selected Consultant is expected to come out with effective plans for the future and also optimize the existing ones. (iii) However, these 29 Review the existing HR Management processes and talent management (including training and skill upgradation) system to suggest suitable strategies for the future. Talent management systems which are integrated with succession planning derive from an -wide competency framework. Please clarify if the scope would involve design of a behavioral competency framework. If not, please clarify if there exists a skill/competency matrix, and whether the scope would include review of the same? (iv) The approach to 30 Design and develop a plan for leadership development in the bank including succession planning and coaching / mentorship approach Please clarify the specific levels (in the hierarchy) or roles in the that the leadership development plan as well as the succession plan should cover? (iv) The approach to no 5 of 5