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Perspectives | Case Study

Energy Supply Chain Automation: 91% Complaint Reduction

Read | Jul 16, 2025

Download Case Study

AUTHOR(s)

A WNS Perspective

Key Points

In the complex and highly demanding energy and utility sector, managing procurement operations, vendor relationships and communication workflows requires a cohesive and agile approach. A leading North American energy retailer faced challenges stemming from fragmented teams and systems, lack of standardization in workflows and training, and missed opportunities for cost savings, all of which hampered operations and strained vendor relations.

Stepping in as a consulting and transformation partner, WNS implemented a comprehensive solution combining automation, advanced analytics and process re-engineering. The approach unified procurement and accounts payable teams, introduced a standardized data-driven framework, and deployed machine learning for automated e-mail prioritization and faster query handling. Key outcomes included:

% increase in cost savings driven by analytics-powered insights

% reduction in open invoice volume through efficient work allocation

~% improvement in Net Promoter Score, indicating improved vendor relations

~% decrease in employee attrition rate

Read the detailed case study to discover how WNS helped transform supply chain operations and drive long-term growth for the energy leader.

FAQs

1. How can automation and analytics improve energy supply chain operations?

Automation and analytics can streamline procurement workflows, improve workload allocation, prioritize vendor communications, and identify cost-saving opportunities. In this case study, WNS (Part of Capgemini) helped a leading North American energy retailer unify procurement and accounts payable operations through process re-engineering, advanced analytics, and machine-learning-enabled email prioritization. The transformation reduced customer complaints by approximately 91%.

2. How can energy companies reduce customer complaints and improve vendor relationships?

Energy companies can reduce complaints by improving coordination between procurement and accounts payable teams, prioritizing urgent vendor queries, and resolving invoice mismatches more efficiently. Standardized workflows, clear ownership, and faster communication help prevent payment delays and strengthen vendor relationships. In this case study, the client achieved an approximately 91% reduction in average monthly Customer Complaint Resolution Process (CCRP) cases.

3. How can AI and machine learning improve vendor query management?

Machine learning can automatically classify and prioritize vendor emails, flag urgent requests, and help teams respond to critical issues faster. Combined with standardized processes and performance monitoring, this can reduce email handling time and improve issue resolution. WNS implemented automated email prioritization to help the client accelerate responses and improve vendor experience.

4. How can energy companies improve procurement savings and accounts payable efficiency?

Energy companies can improve procurement performance by using analytics to identify savings opportunities, standardizing negotiation practices, and aligning procurement and accounts payable teams. Data-driven savings trackers and more efficient workload allocation can improve visibility, reduce invoice backlogs, and support timely payments. In this engagement, WNS helped the client achieve a 106% increase in cost savings over three years and an 89% reduction in open invoice volume.

5. What KPIs should decision-makers track when investing in supply chain automation?

Decision-makers should monitor customer complaint volumes, open invoice backlog, procurement savings, email response time, average handling time, vendor satisfaction, and employee attrition. Establishing baseline performance and tracking outcomes over time helps quantify operational improvements and prioritize future investments. WNS (Part of Capgemini) combines process transformation, analytics, and intelligent automation to help energy companies pursue measurable business outcomes.