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Our Expertise

Inspace strongly emphasis that organizations desirous of making rapid strides in their growth should essentially focus not just on investing in IT but also tie its IT investments to strong people and business processes. Well-laid business processes and well-trained people are two major pre-requisites for effective IT deployment in an organization irrespective of their size, nature of business, and culture.


Inspace Process Advisory bridges the islands of people, process and technology and aligns business objectives to enable organizations catapult their growth. Process Advisory consultants adopt a 'thread bare' dissection model with clear steps to streamlining Business processes.


The broad work steps of PAS:


  • Documentation
  • Training Implementation
  • Follow up of Business Processes
  • Follow up of Standard Operating Procedures (SOP)

Components of PAS:


  • Business Process Tree
  • Pre - Documentation
  • Implementation, Monitoring, Periodic Updating
  • Periodic Decision Making MIS and MCS Reports - Aligned to Existing Client System and to the Business Needs
  • Meaningful MIS and MCS (Management Control System) Reports
  • Consulting CFO Office
  • Human Capital - HR Optimization
  • Human Capital Management
  • Working Capital Management
  • Systems and Process Audit

Business Process Tree

  • Understanding the necessity of business processes
  • Writing them in order of convenience
  • Documenting them sequentially
  • Prioritizing based on internal criticality
  • Training the key team inside the organization on the above documentation to get a complete buy-in
  • Implementing them with the support of the key team
  • Monitoring the compliance of documented processes
  • Updating the documentation periodically when there is a change and announcing the team accordingly

Gearing up for Documentation

  • Function-wise activity charts
  • Activity-wise flow charts for all functions above
  • Current Org Chart
    • Name of roles / designations, brief functions and reporting structure
    • Mention planned changes if any as remarks which may happen within six months from current date
  • Identification of critical factors in every function to prioritize our attention span
    • Impacting revenue
    • Impacting profitability
    • Impacting employees
    • Impacting customers / vendors
  • Documentation
    • Documenting all above inputs
    • Discussing with key members of the organization on every above aspect
    • Make modifications based on discussions
    • Make ready the first version of documentation
    • Assign key members with responsibility of implementation with clear timelines
    • Upload the documentation on a common Intra-net of the organization
    • Ready for implementation

Implementation, Monitoring, Periodic Updating

  • Utilizing the services of the key member team
    • Implementation down the line
    • Clarifications and clarity on things
    • Timelines
    • Top-down approach is critical (to flow from management)
  • Monitoring whether the implemented processes are adhered to
    • Checks and balances
    • Corrective actions then and there
    • No deviation permitted
    • Top-down approach is critical (to flow from management)
  • Updation
    • No time limit - should happen whenever there is a modification / update in the process
    • Such modification / update should be approved by the functional head and management
    • Update the uploaded version of documentation
    • Announce the same to all heads internally

Meaningful MIS and MCS (Management Control System) Reports

  • Dashboards for managers and management
  • Periodic monetary MIS Reports
    • Revenue reporting - Person, geography, product / solution and SBU-wise
    • Profitability reporting with any given criteria
    • Project-wise profitability tracker
    • Critical Expense Reporting - To enable cost cutting without disturbing current setup
    • Cash flow projection and cash management
    • Sales operations reporting - Order processing, invoicing, collection and support
    • AR and AP monitoring and reporting
    • AMC / Annuity business tracker and sending quotes well in advance
    • Identification of loss of revenue
    • Possibilities of cost control measures without affecting the running set-up
    • Any other reports as per management request
  • Periodic non-monetary MIS Reports
    • Leads / enquiry tracker
    • Quotation tracker
    • Service / Support calls tracker
    • Stores and stock management
  • Escalation points, timeline alerts, validation rules and possible corrective actions for above

Consultant CFO

  • Outsourcing the
    • Finance function
    • Cash flow
    • Banking transactions and
    • Compliance reporting
  • Training the existing accounts and finance team on day-to-day activities and monitoring remotely and by weekly visits and meetings
  • Reports relating the above periodically to the management
  • Project reports for credit facilities to financial institutions

Human Capital

  • Devising a recruitment flow and process - Need, sourcing, identification, interview, offer, induction and documentation
  • Competency and skill set mapping for existing and proposed employees
  • Clear job description and key result areas (KRA) for existing and proposed team with parameters
  • Documentation part of all employees (leave management, files and forms)
  • Statutory filings and deposits (TDS, PF, ESI, etc) periodically - monitoring and ensuring timely execution
  • Welfare and insurance plans - most beneficial based on company policy
  • Devising a performance appraisal format and evaluation with ratings based on defined KRA's. This is to generate half-yearly reports on:
    • Idle time management
    • To confirm an employee or extend the probation
    • To give promotion or not
    • To give increments or not
    • To identify the strengths and weaknesses of employees at their work in order to increase or decrease the roles and responsibilities
    • To plan for employee training programs

Working Capital Management

  • Funds Flow Management
    • Past and projected
    • Long term and short term
  • Bank facilities management
    • Optimum utilization of limits - Cash credit (OD / Packing Credit), Letter of Credit, Letter of Guarantee, Term Loan
    • Interest control
    • Foreign exchange
  • AR and AP management
    • Ageing analysis
    • Payment planning for AP
    • Mechanism for automatic follow up and escalation
  • Inventory management
    • Physical inventory
    • Systemized
  • Deposits, Advances, Statutory Receivables and others
    • Online tracking
    • Mechanism for automatic follow up and escalation
  • Linking the laid down processes to the systems used
    • Accounting
    • Finance
    • Stores and inventory
    • Shop floor
    • Approvals
    • Compliances
    • Any other function as per the customer need
  • Identifying points of improvement to optimize the usage of existing system in alignment with the organizational goals
  • Intensive management discussion and assignment of responsibilities to functional or BU heads to implement them down the line
  • Internal Audit - Process and System Audits

Key Characteristics of Our Working

  • To deploy functional experts in the field of operations, finance, accounting and compliance to perform the job
  • Try to utilize the existing manpower and IT resources / applications at customer place for creating process documentation as well as MIS reports without suggesting invalidated costs
  • To work along with the customers on creation of documentation and implementation closely instead of timelessly waiting for basic level inputs
  • To train internal stakeholders to monitor the compliance of process document meticulously and update the same with approved modifications or developments