NordStar Airlines

NordStar Airlines

NordStar Airlines is one of the 15 largest airlines in Russia according to the Federal Air Transport Agency (passenger turnover is more than 1.25 million people a year). They carry out domestic and international passenger air transportation and is included in the register of operators IOSA (IATA Operational Safety Audit). The company is part of the group of companies PJSC MMC Norilsk Nickel. 

Before the implementation of the project

The complexity and labor intensity of such blocks as contract work and procurement activities increased with the constant growth of traffic volumes, geography of flights and other factors affecting the operation of the airline. Thereby, the company's management decided to create a single information space, consisting of an electronic document management system and ERP system. The choice in favor of "1C: Document Management " was made due to the ease of implementation, scalability, the ability of integration with the "1C:ERP Enterprise Management" system.

Project goals

• Document Management automation;
• Speed ​​up in document search. 
• Speed ​​up in document approval processes. 
• Reduce in office and labor costs.

Project objectives

• To organize a structured electronic storage of documents and files. 
• To improve the quality of work with documents related to the block of contractual work. 
• To reduce the complexity of automating other processes related to paper documentation.

Solution architecture and project scope

The electronic document management system (EDMS) is based on the "1C:Document Management" solution. At the first stage of implementation, they set a task to transform the work of the financial, contractual and procurement blocks of the company using typical solution in order to achieve maximum transparency and efficiency of work on processes. 

It was required to build a chain, which in a typical case looked like this: 

creating an order in the ERP system → conducting a procurement procedure in the EDMS → preparing and concluding an agreement in the EDMS → creating an application for spending money in the ERP system. 

Since the ERP system was already in operation before the implementation, the main task was to implement the EDMS, automate the required processes and link them with the ERP system.

Features and the uniqueness of the project

• One of the most significant and unique points of the project was the speed of launching the system into operation, with a modest (for implementations of this scale) amount of available resources, both labor and material. A little more than a month has passed since the automated system was put into operation. 
• The second unique factor was that the system should remain standard. In cases where the requirements of customer users could not be implemented in the typical version of the system, the have made decisions to change the business process in order to bring it into line with the capabilities of the standard configuration. As a result, by the end of the first stage of implementation, only 10 modifications were made (mostly related to the issues of systems integration). 
• The third factor is the integration of "1C:Document Management" with the "1C:ERP Enterprise Management" system. Not only the strategic goal of creating a single information space between the systems was achieved, but also some functions were implemented that significantly increase the convenience of users.
• The fourth factor is the automation of the procurement procedure by regular means and the complete exclusion of any paper documents from it. The purchasing procedure is a complex process, consisting of about 30 tasks, a dozen conditions, 13 cards of documents, which contain 9 auto-filled documents. Some documents have more than 30 autofillable fields, 26 of them are complex scripts, such as, for example, obtaining the registration number of a document included in the set of the document with which a link is established. 
• During the implementation of the project, the main shareholder of the airline, Norilsk Nickel, made a decision to introduce a new provision on contractual work, which significantly changed the standards of contractual work within the airline. Since by the time the new regulation was approved, some business processes had already been described and launched. The primary task of the implementation team was not only to reconfigure the process, but also to train users to work according to the new standards. As a result, user training has become much more complex, not only showing the features of working in the system, but also telling about the new rules of working in the company.

Project results

1. The terms of documents movement by processes have decreased (average values): 

a. negotiation of contracts - from 20 to 10 days; 

b. procurement procedure - from 30 to 20 days (collection and preparation of documents for the tender - for 4 days, approval for 6 days). 

2. The quality of work with contractual documents has been improved. The number of errors associated with the preparation of contracts has decreased.

3. They improved protection of information from loss during storage and movement of documents through processes (automatic addition of scanned copies to storage, autosaving versions of documents and those responsible for changes, the ability to control stages and labor costs when working with documents collectively), and access to documents (the ability to remotely access, access to documents of any employee in case of his absence from the workplace, unification of the design).