The customer of the project is a large Russian chain of stores. The product range includes food products, its own cooking and baking, clothing, footwear, sporting goods, household goods, household appliances, toys, and children's goods. As of 2025, the company has 60+ stores throughout Russia.
The company faced a serious problem: the high workload of employees responsible for operational support of the hypermarkets' IT infrastructure led to a number of shortcomings in business processes. In particular, excessive workload often led to losses of IT personnel, which, in turn, significantly reduced the quality of work performed.In conditions of personnel shortage, the risks of failures in work increased, which could affect sales, customer loyalty and the customer's reputation. An operational solution was required that would not only maintain the level of service, but also optimize internal processes.
At this point, the ICL Services team joined the work - to provide operational IT management for hypermarkets in anticipation of the high season and in conditions of shortage and high workload of the IT team.
Key Challenges
- Conduct a survey and audit of IT processes, identify risks and develop an improvement plan.
- Minimize the impact of organizational changes on hypermarket users, maintain the current level of service and launch work to improve the quality of service.
Implemented our solution
- The first step was to examine IT processes. ICL Services specialists conducted an audit, identified bottlenecks, risks, and defined key areas for improvement. During the analysis, 4,500+ configuration units were taken into account - from cash registers to server equipment.
To test the effectiveness of the proposed solution, ICL Services launched a pilot project in just 1 day, taking over the management of 20 hypermarkets. As part of the pilot, experts took over the coordination of all requests, connected to the management of contractors and escalations.
After a successful pilot, an improvement plan was developed and launched, including:
— optimization of request processing processes - the SLA for resolving requests was 90% in August and reached 100% after receiving all access, and in September - 97%.
— introduction of a centralized management system - this helped to relieve employees, reducing stress and staff turnover.
— formation of an internal knowledge base, which continues to expand, helping to optimize the process of information transfer within the team.
— implementation in processes – the team participated in project work before the high season and helped close tasks after store renovations.
As the project was implemented, ICL Services continued to expand its area of responsibility. In addition to coordinating current requests, specialists participated in the customer’s long-term strategic initiatives.
Results
- We have implemented a seamless transition to a new IT management model – the SLA level for requests consistently exceeds 97%.
- Minimized the impact of organizational changes on hypermarket users – the service continued to operate at a high level even in conditions of personnel shortage.
- Created a knowledge base: systematized the customer’s accumulated experience for further optimization.
- Allowed the customer to focus on business processes, rather than solving technical problems.
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Petr Saparkin
expert in Application and database migration service
expert in Application and database migration service