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Agents At Scale: How a $7BN Chemical Manufacturer Automates Order-To-Cash with Lynk
From data silos to intelligent operations
$800k
saved in employee productivity
75%
reduction in orders/month team handles
2,250+
days gained back by team per year
Challenge
CSR Team Was Bottlenecked by Manual Work
Despite having EDI set up for their largest customers, this company's CSR team was drowned in entering orders for their customers.
Pain Points:
- In the U.S, 50% of their customer base required manual order entry
- Abroad, 95% of their customer base required manual order entry
- With ~7,000 orders a month and the 18 minutes it took to enteran order, their team was wasting 2,000 hours a month on order entry
Solution
Leveraging Lynk to build a better foundation
By connecting their legacy ERP and emails with Lynk's platform, our system of computer use agents was able to get to work. For CSR reps, that meant that they could shift their focus to actually serving customers and preventing any delays on their orders. For management, that meant that they were able to gain a better insight into customer buying behavior.
Key Tactics:
- Workflow was built exactly how reps accomplished it, no customer behavior was changed
- ERP backgrounds were updated in the background and validated with Tal
- Orders more likely to be entered correctly preventing downstream issues
Impact
More Clarity to Tackle their Biggest Problems
This company's biggest issue was a staggering 55% order touch rate. This made it impossible for leadership to plan inventory and resource allocation appropriately.
By starting as upstream as possible when an order is taken in, leaders now had a necessary visibility to start tackling this issue. With Lynk's data house, leaders can start to learn why certain orders are delayed, what customers they should continue serving with delays, and how they should allocate their resources based off intelligent predictions from past behavior.
Lynk allowed leaders at this company to use automation to apply intelligence to their operations. CSR teams can now focus on preventing delays, while leadership no longer has to be worried about pulling a rabbit out of the hat everytime something unexpected occurs.
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