Logistics Business Process Mapping
Summary
Deecon were engaged by SGN to conduct as-is mapping workshops of logistics processes, gather and analyse pain points, and design and map to-be processes. Deecon delivered 42 as-is maps, 37 to-be maps, and eight Level 2 and 3 maps, as well as a Current State Assessment, a Future State Design, and a Gap Analysis Report.
The Requirement
Deecon were engaged to identify and define end-to-end logistics processes, including establishing process scope, boundaries, and key activities across the operation. The requirement included developing detailed Level 4 (task-level) process maps for both the current (‘as-is’) and future (‘to-be’) states, using BPMN 2.0 standards to ensure a consistent and structured representation of workflows, roles, decision points, and system interactions. Lastly, the work required the development of Level 2 (end-to-end process) and Level 3 (sub-process) views to create a clear process hierarchy, and document the Future State Design and Gap Analysis.
The Solution
The project was structured into three key sprints: Process Directory Sign-off, Core Process Mapping, and Non-Core Process Mapping. The first phase focused on compiling information about the service and its processes and validating the process list with the client. The subsequent phases involved mapping both the current and future states of these processes. The distinction between core and non-core processes was introduced to accelerate delivery and align with SGN’s internal Third-Party Logistics Provider’s (3PL) implementation timelines.
During the Process Directory Sign-off sprint, the team validated the process list and engaged with process owners to gain a high-level understanding of each process end-to-end. This stage also included stakeholder mapping to facilitate scheduling of future workshops and inviting all relevant parties to a launch event, where the project objectives and approach were presented. Additional information was gathered on roles and responsibilities within the logistics function, supporting systems, key performance indicators (KPIs), and existing pain points.
The Core Process Mapping sprint began with as-is mapping workshops involving key stakeholders. Typically, two team members facilitated each session, with one leading the discussion and the other documenting process steps in real time using Microsoft Visio. In total, 34 workshops were conducted, engaging 29 stakeholders across logistics, SGN functions, and delivery partners. Draft maps were reviewed with process owners and subsequently signed off by SGN’s internal Business Process Mapping (BPM) review team. Pain points identified during workshops were analysed to uncover recurring themes and root causes, forming the basis of a Current State Assessment. Once the as-is maps were finalised, to-be workshops were conducted to address problem statements, incorporate stakeholder input, and design the future-state processes.
The Non-Core Process Mapping sprint followed a similar methodology: mapping the as-is state, capturing pain points, and designing the to-be processes. Upon completion of all process maps, further analysis was performed to produce a Future State Design, which highlighted key changes and anticipated outcomes. Additionally, Level 2 and Level 3 process maps were developed to illustrate how the redesigned processes integrate into the broader process library. A comprehensive Gap Analysis Report was also created to outline impacts on roles, KPIs, technology, and benefits, as well as to provide a roadmap for transitioning to the future state.
The Results
The project concluded with the delivery of all as-is and to-be process maps, supported by detailed reporting on current pain points, future-state improvements, and a structured transition roadmap. A total of 165 pain points were identified across three key themes, with the Future State Design addressing the majority through targeted process improvements, standardisation, and system enablement.
Key outputs included:
42 As-is Maps
37 To-be Maps
8 Level 2/3 Maps
Current State Assessment
Future State Design
Gap Analysis Report, including:
Costed Delivery Plan
KPIs & Benefits
Roles & Responsibilities
Technology Impacts
The redesigned processes enabled increased 3PL responsibility, streamlined ownership, and reduced operational burden on SGN teams, allowing greater focus on governance and strategic oversight.
Pain points were reduced by 83%, with end-to-end processes simplified and standardised, improving consistency, reducing manual effort, and removing reliance on workarounds. Enhanced technology integration increases stock visibility, accuracy, and overall efficiency, positioning SGN to deliver a more scalable, integrated, and performance-driven logistics operation aligned to its 3PL model.