Centralisation of VAS and Prepaid Revenue Assurance Operations

• Centralisation of VAS and Prepaid Revenue Assurance Operations

Company: Vodafone Idea Ltd (Formerly Idea Cellular Ltd)

Duration: 1 Year.

Role: Project  Co-Ordinator
Project Leadership: Process Re-Engineering, SOP Documentation,Service Delivery, Cross Functional Team coordination, Automation

Project Phases

Phase 1: VAS Revenue Assurance Centralisation

• Scope: Migrated all standard VAS RA processes from 22 circles to RASSC.

• Analysis: Mapped diverse network vendor configurations; performed weekly sanity validation for both network and Intelligent Network (IN) setups.

• Execution: Each circle previously had a dedicated VAS resource validating 13 key processes. Post-migration, circles retained only product testing, while detailed RA moved to RASSC.

• Process Re-engineering: Manual validations and reporting were replaced with automated workflows. Custom scripts and standardised methods ensured quick, error-free execution and reporting.

• Outcome: Processes became faster and more reliable, freeing up circle resources for focus on core operations.

Phase 2: Prepaid Revenue Assurance Centralisation

• Scope: With a portfolio covering 180 million subscribers, prepaid RA was divided into three sub-projects—HLR validation, IN reconciliation, and CDR validation.

• Challenges: Integration across four network vendors, subscriber reconciliation (95% of the subscriber base), and long reconciliation schedules posed significant delivery risks.

• Solution: Developed robust UNIX shell scripts for automated reconciliation; verified and validated network and IN data centrally, improving accuracy and cutting delivery times.

• Impact: Reduced reconciliation cycle duration, improved reporting accuracy, and standardized controls across the business.

Achievements & Benefits

• Manpower Optimisation: Reduced 16 FTE from circle teams through centralization and automation.

• Cost Savings: Achieved annual savings of INR 22 million from reduced manual interventions, faster execution, and fewer errors.

• Quality Improvements: Enhanced data integrity, reporting speed, and regulatory compliance due to centrally managed and well-documented SOPs.

Key Contributions

• Led process re-engineering across both VAS and prepaid RA.

• Authored comprehensive SOPs, defined standardised processes, and drove automation.

• Ensured consistent, high-quality delivery with no disruption to business.

• Fostered team collaboration for custom technical development (UNIX scripts) streamlining high-volume reconciliations.

Conclusion

The project yielded significant operational and financial benefits for the organisation. Centralising RA functions not only streamlined processes and reduced costs but also improved control, compliance, and scalability. The transformation establishes a foundation for continuous improvement and future technological advancements.