• Client

    NBC Bearings

  • Service

    Service Design & CX

  • Industry

    Manufacturing

  • Company Size

    5,000+

The client

A mid-to-large manufacturing enterprise operating an extensive dealer and distributor network across India had built its commercial operations on relationships and manual coordination a model that had served the business well in its growth phase but was increasingly unable to support the speed, consistency, and digital engagement standards demanded by its partners. With order cycles, inventory visibility, and customer service processes all operating below their potential, the company needed a fundamental transformation of how it served its channel not just a technology upgrade, but a service design rethink grounded in distributor experience. 

The problem

The manufacturer’s Order-to-Cash process had become a bottleneck frustrating dealers, increasing operational costs, and limiting the company’s ability to compete on service quality. Manual ordering, disconnected systems, and fragmented customer touchpoints were generating delays and inconsistencies that eroded distributor confidence and undermined the loyalty programmes the business had invested in building. 

 

  • Manual Ordering and Inventory Processes Creating Delays — Order placement and inventory management relied on manual processes that introduced errors, delays, and stock-out risks. Distributors were unable to self-serve on order status or availability, requiring constant contact with sales and logistics teams whose bandwidth was already stretched. 
  • Disconnected Systems Limiting End-to-End Visibility — The absence of integrated systems across ordering, inventory, billing, and support meant that no single stakeholder had a complete view of the Order-to-Cash process. Data lived in silos, decisions were made on incomplete information, and operational improvement opportunities remained invisible. 
  • Fragmented CX with Weak Feedback and Loyalty Loops — Customer experience across the channel was delivered through too few digital touchpoints and too much manual intervention, creating inconsistency in service quality. Feedback mechanisms were underdeveloped, loyalty programmes lacked digital integration, and there was no continuous improvement infrastructure in place. 

OUR SOLUTION

Worxwide ran a persona-driven service design programme to reimagine the Order-to-Cash process as a platform-based engagement model rather than a transaction chain. Omnichannel self-service capabilities and workflow automation were deployed across ordering, inventory, billing, and support touchpoints, enabling distributors to manage their own journeys with confidence. Feedback, loyalty, and analytics loops were embedded throughout the redesigned service to enable continuous improvement and give the business a data-driven foundation for ongoing CX investment. 

 

  • Persona-Driven O2C Service Redesign — A service design approach grounded in distributor and customer personas mapped the full Order-to-Cash journey from the perspective of the people experiencing it — identifying the moments of friction, confusion, and lost opportunity that no amount of backend optimisation had addressed. 
  • Omnichannel Self-Service and Workflow Automation — Digital self-service capabilities were deployed across order placement, inventory checking, billing reconciliation, and support request management enabling distributors to handle routine interactions without manual escalation. Workflow automation reduced processing time and human error across every stage of the O2C cycle. 
  • Embedded Feedback, Loyalty, and Analytics Infrastructure — Continuous improvement mechanisms — including distributor satisfaction feedback loops, loyalty programme integration, and performance analytics dashboards — were embedded into the redesigned platform, creating a data-driven foundation for ongoing service improvement. 

Our work in action

The Impact

30% Faster Order Cycle Times

The combination of self-service automation, streamlined workflows, and reduced manual handoffs compressed the Order-to-Cash cycle by 30%, improving distributor cash flow predictability and freeing internal teams from the overhead of manual order management.

Improved Service Consistency Across All Channels

The omnichannel service design framework delivered a more consistent distributor experience regardless of how they chose to interact phone, portal, or mobile eliminating the quality variance that had previously eroded confidence in the manufacturer’s service delivery.

Higher Dealer Satisfaction Scores

Measurable uplift in dealer satisfaction scores captured through newly embedded feedback loops validated the commercial impact of a service design programme treating distributor experience as a strategic asset rather than an operational cost. 

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