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    MORE THAN 500 ATMS AS A SERVICE

    The Bank was founded in the early twentieth century, and focuses on contributing to the sustainable and responsible development of Ecuador and the countries where it has a presence, supporting the financial needs of people, their institutions, and their companies. With a presence throughout the country, it has been cataloged since 2012, both nationally and internationally, as the best Bank in Ecuador.

    The problem:

    The Bank has a broad portfolio of services at the national level, many of which are delivered through self-service hardware such as ATMs, information kiosks, recyclers, etc. Additionally, it has a strong presence in all the provinces of Ecuador, which leads to a significant number of transactions.

    The financial institution needed to change its ATMs for more efficient and state-of-the-art equipment. It also sought to hire reliable external services that would allow improving the level of services and coverage in automatic service channels for its clients. Internally, the institution sought to automate its incident management with real-time viewing of its entire network. The need to improve its level of service, as well as to reduce the high costs of managing the network of tellers and external suppliers motivated the Bank to seek new business models, outsourcing the entire operation of self-service channels, with solid and reliable providers.

    The Bank’s help desk did not give them optimal control over the handling and management of the incidents, reporting them several hours late to its suppliers, which is why the Bank did not have a clear vision of the stability of its network. a transparent measurement of its service levels.

    Other requirements of the project were:

    • It should be done with a minimum impact on the cardholders.
    • At the same time of the deployment of the new network, the Bank required to renew and standardize the new corporate image of its agencies and self-service stores.
    • The disposal and recycling of obsolete equipment removed should be handled within the standards of information security and responsibility with the environment.

    Another important factor in the Bank’s decision was the economic impact it had on each purchase and sale of equipment since the volume of operating and support costs was too high versus the added value of the suppliers.

    Finally, the bank required a new performance measurement model that showed the results of the entire operation of the ATM network.

    The solution:

    The solution was to opt for a solution for the leasing of automatic dispensing machines that would include, in addition to equipment and programs, civil works, transportation, installation, and a complete Incident Management system.

    The Bank decided to change its form of negotiation with suppliers, making them an active part of compliance with long-term contracts, that is, the Bank decided to opt for an acquisition scheme by Leasing or Leasing of ATMs.

    This solution has allowed the Bank to have a broad vision of its network and compliance with the proposed objectives, since we are responsible for the entire implementation chain, from the import of the equipment to the production of the same, as well as also responsible for maintaining high network availability.

    The project was supported on three fundamental pillars:

    • Incident Management System and Monitoring System

    For the implementation of the monitoring agents, it was necessary to certify the image with the Bank, in which security vulnerabilities were validated at SW level, thus ensuring the integrity of the equipment.

    Once the image was certified, we proceeded to massify it throughout the network, thus achieving that all the errors generated in the equipment are reported in real time through Aptra Vision and the technical assistance tickets are generated automatically. in our Incident Management tool. The management of the same was achieved in the shortest time possible under a high level of agreed service, mitigating delays and omissions.

    • Preparation of equipment

    The preparation plan for the equipment in the Bank’s warehouses was very ambitious, demanding a meticulous work plan to comply with the installation without errors or delays of 5 to 7 ATMs per day.

    The preparation process was carried out in the Bank’s warehouses. We worked in a single site and with specialized personnel led by a project manager, optimizing the preparation time to perform tasks in parallel.

    • Replacement and Installation of equipment

    The implementation of more than 500 ATMs had several impact factors for both the client and TECNASA.

    This was the first contract where the Bank allowed its suppliers to move the equipment from the warehouse to the installation sites, as well as the execution of the civil works to adopt the new or existing sites.

    All of the Bank’s facilities were carried out at night to avoid interfering with the service to its customers, this decision made the execution plan more challenging due to several adverse factors that were presented such as Restrictions on access to points, strict coordination of deliveries and civil works due to security risks, etc.

    TECNASA was also responsible for the removal of obsolete ATMs, the care of sensitive information and its final recycling.

    The result:

    With this project, the Bank modernized its base of more than 500 ATMs, consolidating itself as the largest financial institution in Ecuador at customer service points and banking agencies. It has a world-class real-time monitoring tool that gives you full visibility on the state of your network 24 hours a day, 365 days a year.

    Thanks to TECNASA’s high levels of service, the bank has had a positive impact on the availability of its network for its benefit and that of its end customers (Uptime).

    Additionally, they obtained important operational savings as well as the optimization of allocation times, response, and solution of all the events reported directly by the teams.

    As an added value, we worked with the bank on a new contract model that allowed the control and proper measurement of all the services acquired.