Loan Site Management - The Bank of Africa

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1 Challenge ID: Published: Customised, flexible workflow and status reporting solution for managing a loan application process, and online interface between clients and the bank s lending department HELPDESK: Margaretha van Schalkwyk support@oiregionalconnect.com RC September 2014 Challenge Owner: Anonymous Business Opportunity: Hosting and rollout of a customised plug-in workflow solution. Solution Maturity: Solutions must have completed the R&D stage, be ready-for-market or available for immediate utilisation, allowing for limited configuration, system integration and testing. Delivery Times: Phase 1: Technical evaluation of potential solution/s (2-3 months) Phase 2: Development and trial/ piloting of potential solution (6-12 months) Phase 3: Evaluation (1-2 months) Phase 4: Solution acquisition and rollout View challenge and respond on: Reward: Non-remunerated opportunity to demonstrate capability so as to position solution provider as a preferred supplier, demonstrating the business case for full procurement, outright rights purchase, joint venture or licensing agreement. CHALLENGE STATEMENT A large credit institution in Sub-Sahara Africa is seeking a workflow solution with which to radically improve the turnaround times for processing customer loan applications. The solution needs to plug into the bank s existing ERP (such as SAP) management and financial suite with no (or minimum) changes to the ERP suite, and provide management information, status reporting, status escalation and client interfacing as a stand-alone ERP plug-in solution. BACKGROUND The credit institution has a national mandate to offer attractive interest and easily accessible credit support to its customers whilst maintaining the necessary policies, processes and systems to mitigate risk and ensure sustainability of the Bank s overall Loan Book. The Bank has an existing loan assessment process that starts with a loan application form completed manually by a prospective applicant that in turn is submitted at one of the three main branches of the Bank. Lending department staff then processes each new submission by opening a new data record in the ERP system, once the Bank s personnel receive the necessary paperwork from the applicant. This record marks the official start of the loan application process, and the record s date-stamp is the starting time from which the overall loan application turnaround time is later calculated. The Lending department will simultaneously create a physical file, which is a collection of documents received from the applicant, including supporting information supplied (e.g. physical copies of identity documents, salary slips, bank statements, business registration documents, etc.).

2 The physical file will circulate between different staff members in the Lending department, depending on for example the sector in which the applicant is active (different sector support specialists review respective loan applications) as well as the stage of the loan application, as it will pass the credit processes before final approval or rejection of the loan application is granted. A loan application status indicator (data field) on the ERP system is updated throughout the loan application process by respective Lending department staff members, indicating the current status of each application. This indicator is later used in manual checking, and management reporting to track the status of current loan applications, and to generate management reports pertaining to the average time taken to process loans, the number of loans processed, etc. The current process offers very little visibility to senior management, and makes it difficult and time-consuming to track the status of loan applications, being a combination of both system (i.e. updating information on the ERP system) and manual (i.e. checking the presence, completeness and accuracy of support documentation in a physical file) processes. Applicants are often in the dark as to perceived delays in processing their loan applications, which could be due to simple causes such as the fact that an applicant didn t supply the required information, or because a physical file is currently stuck on the desk of an off-sick Bank official. These delays can be made visible if the process is facilitated through an automated status tracking workflow capability that supports the existing loan application process. The current ERP system has not been configured for, or does not have the capability to institute a practical workflow management capability. This is critical to enable the automated and standardised status monitoring of the loan application process, to automatically escalate the status when applications have been delayed, and for providing management with the necessary information in management report- and dashboard format. Lastmentioned will go a substantial way towards complete visibility and awareness of the status of any loan application at any one time, as well as informing the operational performance of the overall Lending and Credit department. The Bank is seeking a stand-alone, plug-in status management and workflow solution that can interface with its existing ERP system, without having to substantially reconfigure or change the ERP setup. The ideal solution will have the capability to serve as a platform for future enhancements which could include automating the entire loan application process (thus doing away with physical files) and potentially enable accepting and processing loan applications without having any face-to-face contact with loan applicants (thus eliminating also the need to work only through branches). The future solution should have a mobile phone interface to allow loan applicants to view the status of their applications, since the majority of applicants have smart phones. This capability will drastically reduce the current workload on the Lending department resulting from clients phoning in or visiting branches to inquire as to the status of their loan applications. A successful solution should have the ability for the Bank to switch the mobile phone client interface on or off depending on its internal decisions and stages of rolling out the new workflow capabilities; the mobile interface is thus not seen as a critical function in the first phase of the rollout, but the platform should clearly have the capability to offer such capability in later phases. The Bank is seeking a novel workflow solution, preferably tested and operational in similar customer workflow processes, and preferably from vendors or solution providers with the necessary experience and track record in secure banking and/or secure e-commerce environments. KEY SPECIFICATIONS The successful solution needs to achieve the following primary outcomes so as to offer a viable, hassle-free, automated status management and workflow capability for the Bank s loan application and Lending management processes:

3 i. Loan application status monitoring: implement and dictate a logical status sequence in line with the existing loan policies and processes, which will include enforcement of status logging and status updating by Lending management staff; ii. Status notification and alerts: automatically report delays (i.e. when the application has been classified with a certain status for longer than a pre-set time, or when a staff member has not confirmed receipt of a loan application, etc.); iii. Status escalation: automatically generate a management notice/report/update to notify pre-selected ERP users (e.g. a supervisor or team manager) that a loan application has reached a certain status, or has been delayed at a certain point in the process (i.e. status escalation using automatic reporting on delays as mentioned in previous point); iv. Business intelligence: generate management reports outlining the operational attributes (i.e. performance) of the loan application process such as monthly number of loan applications received, average process times, average/minimum/maximum delay times, value of loans applied for, value of loans granted, etc.; and v. Customer interface: offer an external data interface to enable external clients (if switched on by the Bank) to view the status of their loan applications using proprietary information (e.g. identity number, loan application number) to control access and ensure privacy, with said data interface enabling for example Internet or mobile phone access. A critical requirement is to avoid double work in the form of entering and/or changing statuses in more than one system; this would obviate the entire objective of an integrated, automated workflow and status management solution; An ideal solution will utilise the best available communications platform (e.g. ) within the current office setup, and accessible to Lending department; An ideal workflow and automated status reporting solution will seem to a user (i.e. Bank officials) like a fully integrated seamless interface between existing processes, systems (including ERP and for example ) and other interfaces; and The successful solution may be an existing or newly developed, customised status reporting solution as is typically found in many business process driven applications (e.g. micro-finance, banking, financial or any similar customer service environment). The ideal candidate and/or solution: Requires very good knowledge of working with ERP systems (such as SAP) so as to integrate the potential solution with the Bank s existing ERP system without impacting negatively on any existing banking policies, processes, capabilities, etc. Demonstrate capability to integrate proposed solutions with other applications such as the financial legacy systems, its ERP system, etc. Will be at an advantage if it has a track record of implementing such solutions in a financial services environment. Can demonstrate business analyst and system integration capabilities and experience in the implementation team. Should ensure complete and certified secure access, integration and data management in compliance with latest electronic commerce standards and practices, including compliance with applicable banking codes and regulations. Can integrate with existing Banking policies, processes and systems. Requires only basic computer literacy and limited training and on-going support. Enables the Client to be free from on-going maintenance and/or licence obligations so as to avoid any form of future lock-in. Intellectual Property and safeguarding the Bank s (including clients ) confidential information

4 In order to protect the Bank and its clients confidential information, an initial trial should be setup in a way so as to minimise access to and use of any such potentially privileged information. As the purpose would be to demonstrate workflow capabilities, the trial could be setup up to access/update only the ERP record loan application status field, as well as an arbitrary ERP data record with which to identify a unique loan application record. Financial information, identity of the loan applicant, as well as similar information with which a loan applicant could later be identified should be omitted from the trial. The initial solution should be a minimal capability, low cost proof-of-concept trial that enables the Bank to determine fit as well as assess the capability of the solution provider, before scaling into a full-time operational integration with the rest of loan assessment processes: Ensure that the minimum functions to monitor the loan application process (i.e. status management and reporting) are met, and that the solution can clearly demonstrate full loan application process improvement benefits due to an automated workflow capability. Ensure that the solution provider s proprietary Intellectual Property (if applicable) is protected or safeguarded in such a way that deploying the proof-of-concept trial with the Bank will not negatively impact on its IP position; and vice versa (i.e. safeguarding the Bank s IP and confidential client data). Demonstrate if possible, novel ways in which to generate revenue through the implementation of the workflow process, such as for example premium rated services for mobile phone loan application monitoring, etc., with which to offset the costs in preparing for and implementing the limited period trial, but ensuring that such revenue generation will not result in additional fees to neither the applicants nor the Bank. Potentially allow for future enhancements, which could include automating the loan application process (e.g. scanning documents and/or receiving support documents in electronic format) as well as facilitating the entire loan application via an online (e.g. mobile phone) interface. POSSIBLE APPROACHES Customise and/or integrate external software solution(s) with ERP integration capability. Configuration and/or adaptation of existing off-the-shelf workflow solutions for financial and/or customer interfaces. Develop new software-based workflow demonstrator with ability to meet above minimum requirements. Open-source ERP. Mobile commerce (mcommerce) solutions. SOLUTIONS NOT OF INTEREST Requiring complex and/or high-cost technology that will require expensive and difficult integration with existing operations Needing significant up skilling of personnel. Incurring substantial reliance on offsite technical expertise and support. Needing high-maintenance and/or frequent maintenance. Necessitating on-going external inputs, components, expertise or any on-going operational support, which would reduce or significantly threaten the Client s future independence and/or abilities to operate free from external vendors. PHASES

5 Phase 1: Technical evaluation of potential solution/s (2-3 months) Phase 2: Development and trial/ piloting of potential solution (6-12 months) Phase 3: Evaluation (1-2 months) Phase 4: Solution acquisition and rollout EVALUATION CRITERIA The following criteria will be used to evaluate submissions: The scientific, technical merit and the ability of the proposed solution to meet the stated specifications. The simplicity and ease with which the offerings of the respondent and the Challenge owner can be bundled or combined; The relative cost-effectiveness of the proposed solution; The easy to use of the proposed solution; Potential for a proprietary position. The respondent should indicate their status and nature of relationships with regard to intellectual property; The ability of the respondent to work successfully in a team with the Challenge owner s staff; The capability and experience of the respondent and associated track record. Low Maintenance Solution Lean Support Structure (Minimum reliance of vendor for operational issues on the solution). Transparent/Clear Pricing Model (no hidden licence fees, unclear support hours, etc.). To respond to this Challenge, please complete the online form at and attach the completed Response Template (Word document) that can be downloaded from the Documentation tab. DISCLAIMER AND NON-CONFIDENTIAL DISCLOSURE BY SUBMITTING A RESPONSE, YOU REPRESENT THAT THE RESPONSE DOES NOT AND WILL NOT BE DEEMED TO CONTAIN ANY CONFIDENTIAL INFORMATION OF ANY KIND WHATSOEVER. THE REGIONAL CONNECT AND ITS PROJECT PARTNERS WILL NOT BE HELD LIABLE FOR LOSS OF ANY INTELLECTUAL PROPERTY. YOU ALSO ACKNOWLEDGE THAT THE REGIONAL CONNECT AND ITS PROJECT PARTNERS RESERVE THE SOLE AND ABSOLUTE RIGHT AND DISCRETION TO ACT UPON ALL, SOME, OR NONE OF THE RESPONSES RECEIVED FOR THIS CHALLENGE.

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