Background - BRAC Bank Limited



Contents TOC \o "1-4" \h \z \u Background PAGEREF _Toc20064612 \h 2Scope Overview PAGEREF _Toc20064613 \h 2Objective of the assignment PAGEREF _Toc20064614 \h 3Part 1: Digital Roadmap PAGEREF _Toc20064615 \h 4The Scope of Work/ Role and responsibilities are as enumerated below: PAGEREF _Toc20064616 \h 4Phase I - As is Study PAGEREF _Toc20064617 \h 4Phase II - Recommendations PAGEREF _Toc20064618 \h 5Deliverables PAGEREF _Toc20064619 \h 7Part 2: Enterprise IT Architecture (EA) and Infrastructure PAGEREF _Toc20064620 \h 8The Scope of Work is as enumerated below: PAGEREF _Toc20064621 \h 9Phase I- Current state PAGEREF _Toc20064622 \h 9Phase II- Future state PAGEREF _Toc20064623 \h 10Phase III- Gap analysis & roadmap PAGEREF _Toc20064624 \h 10Deliverables PAGEREF _Toc20064625 \h 10Advisory services on Transformation Management Office (TMO), Digital Transformation and Enterprise IT Architecture for BRAC Bank LimitedRFQ Ref NO: BBL/Proc/RFQ/Y19/138Background BRAC Bank started its journey in 2001 and in just 16 years proved to be country's fastest growing bank. BRAC Bank Limited, pioneer in SME Banking, and having a strong focus in Corporate & Retail Banking delivers a full array of banking services to individuals as well as business entities. Our financial results in all sectors along with multiple international and local credit ratings & multiple annual accounts awards speak of our aspiration, transparency and teamwork towards the common objectives of becoming the best bank in the country. While we thrive in the present, we invest continuously for the future – especially in technology and people. BRAC Bank has a diversified business model and unmatched network of 186 Branches, 448 ATMs, 460 SME Unit Offices, 11 Regional Operations Offices and 229 remittance delivery points. Technological innovation and rapid investment to adopt newer technology based products, promotes to become the fastest growing bank in the country. As a part of continuous improvement, BRAC Bank has taken multiple ongoing initiatives on it digitization journey to be the best bank in Bangladesh.Scope OverviewBanking in Bangladesh is evolving due to rapid adoption of digital channels by customers and innovations from existing and new players. While there have been ongoing initiatives to engage the digitally savvy millennial, on boarding the majority of traditional customers onto digital platforms has been a challenge. As a result, BRAC Bank has made it their priority to transform into a digitally-led organization. In order to achieve this goal the Bank seeks to launch a Transformation Management Program.The work in this programme is to strategize on key pillars viz. Business Growth, alternative digital channel strategy, Operational Excellence, Data driven decision making, superior customer experience and service. It includes understanding of the existing framework and involved processes/operations of the Bank. The objective is to focus on quick-wins, improve speed, efficiency and effectiveness in Business Operations, higher Employee Productivity and turnaround time (TAT) in Key products & services offerings and develop new growth initiatives with following two broad streams: Part 1: Digital Roadmap Part 2: Enterprise IT Architecture (EA) & Infrastructure Objective of the assignmentThe overall objective of the programme is to enable the Bank to unlock and leverage on the areas of opportunity to enhance the performance trajectory of the Bank. It is therefore proposed to have a modem Transformation Management Office (TMO) in the Bank, to be conceptualized, implemented and run by the chosen consultant with the active collaboration of an in-house team headed by a Chief Transformation Officer of the Bank.TMO will assist BRAC Bank to design the digital roadmap and, to address the requirements for the development of an Enterprise IT Architecture Framework.Evaluate the market attractiveness for digital transformation and define digital led operating model for becoming a leading digital bank in BangladeshImprove Internet and mobile channel focus with strong multi-channel integration with agency and brick-and mortar branch channelsDevelop new products / enhance existing products and services, primarily focused on growing retail and SME business through digital channelDevelop technology and analytical capability required to offer digital propositionsDefine 3 year digital transformation roadmap with benefits and investment projectionsDesign an Enterprise IT architecture based on digital roadmap Part 1: Digital Roadmap Develop a 3 year digital transformation roadmap covering but not limited to the following: Customer Experience: Identify target customer segments and map their journeys to create best in class experience enabling high customer engagement and lower attrition. Enable digital acquisition capabilities Products & Services: Review product portfolio to identify opportunities to launch new products/ modify existing products and services. Design comprehensive customer value proposition with products and services offerings that are fit for digital age. Distribution: Review of current distribution strengths and challenges and articulate digital distribution strategy for alternate digital channels. Also, review the implication of alternate digital channel strategy on Bank’s physical distribution infrastructure.Core processes: Re-engineer processes for straight through processing and efficient processing ensuring operational and credit risk managementTechnology Stack & Analytics: Define technology architecture required to achieve strategic business vision and digital transformation. Evaluate ‘build’ vs ‘buy’ vs ‘partner’ decisions and identify right fit solutions for the bank. Also, define the analytical capability requirement and roadmap to build the same.Talent & Culture: Redesign bank’s organizational structure and setup a high performance transformation office for implementation of digital transformation roadmap and culture inculcating data driven decision makingThe Scope of Work/ Role and responsibilities are as enumerated below:Phase I - As is Study BusinessMarket assessment and internal diagnostics to articulate capability gaps for digital transformationStudy trends in Bangladesh and across the globe on similar digital transformationsUnderstand customer’s behaviour, their needs, preferences, and their expectations from Bank. Review our products and service offerings, customer servicing standards and internal capabilities to identify readiness for digital transformationReview current processes and channel (branch, ATM, alternate channels) capabilities to identify gaps and issues with respect to global best practicesReview of channel strategy covering the existing channels and new channels including (illustrative list)BranchesInternet Banking Mobile applicationATMs / CDMs / POS/ QR/ Call Centre / Other delivery channelAgent BankingSocial MediaAlternate Channels through 3rd party partnership/collaborationto consider key parameters for example operating model, transaction volumes, business processes etc.To review the Bank’s business strategy on payments, lending and opportunity for Fintech integrationTo review the existing business processes across all channels including agents, customers, merchants and Partners and suggest future model. Review the Go to market approach of the Bank with new products / processes / channelsDesign the to-be organization structure, define KPIs and enabler programs to drive culture transformation required to support the proposed digital-led transformationCurrent state assessment, focusing on gap identification within the bank structure; Recommendations to mitigate the gaps of the current state assessment phase across channels, processes and initiativesTechnology Review the current application, data, IT operating model, infrastructure and information security strategy of the Bank.Identify the gaps based on the current set upIdentify the gaps related to enabling the new business initiatives and critical IT /digital initiatives required to drive the business strategy.Phase II - RecommendationsBusinessStrategy & Operating model Recommendations:Develop customer journeys, define experience design principles and redesign our customer value proposition for digital customersReview product portfolio and identify any gaps. Develop/Enhance product and service offerings providing Prime Bank strategic differentiation in marketRedesign operating models and/or processes to offer superior customer experiences across all customer segmentsDevelop a go-to-market strategy to create market awareness and sales acceleration in order to increase digital purchase, servicing and transactions. Identify partnership models and relevant partners, where requiredDesign a digitally enabled Future State acrossNew channels for example Agent Banking, partnershipsCustomer acquisition strategy considering areas like payments, lending, tie up with Fin-techs and geographical expansion. Review of payment domain from the perspective ofCards and issuanceAcquiringMobile paymentsDigital Lending platform Regulator driven initiatives.Open Banking Innovation and partnershipsHCDIncubationAccelerator programCo-CreationDefine branch operating model and overall channel footprint strategy aligned with digital transformationExecution roadmap, Sequence and prioritize initiatives, across a near term, middle term and long term roadmap, basis impact, implementation difficulty, alignment with the bank’s strategic vision Develop high level initiative business case to articulate expected costs and estimated future benefitsReview the operational readiness of the Bank for new initiatives and based on the same, Identify initiatives for immediate execution and incorporation in the pilot state, and kick-off executionDefine transformation management office (TRANSFORMATION OFFICE) organization structure, governance and templates enabling agile implementation of the Digital Transformation ProgramTechnology IT Operating modelAligning the IT organization design to effectively meet the business requirementsOutsourcing strategy IT delivery modelApplications, Data, infrastructure and information securityEnterprise architecture Driving the digital agenda of the Bank using technologyEmerging technology trends and the Bank’s readiness to adoptCurrent the alignment of the current technology initiatives viz. a viz. the business goals.DeliverablesProvide full guidance and supervise the formulation of the TMO for the bank.Digital Roadmap with Short/ Mid and Long term strategy and Execution Plan.Current State assessment report for Business and technology tracks including gaps.Recommendations report for both Business and technology tracks covering all aspects mentioned in the TOR.Part 2: Enterprise IT Architecture (EA) and InfrastructureThe main aim for the development of an Enterprise Architecture (EA) framework for Bank is to show value by supporting business objectives as follows: Strategy alignment: Need for a closer alignment of business- and IT strategy and its execution and ensure that the vision, direction and effort spend is aligned to the Bank’s current strategies and future vision. Effective integration: Using solution architects on key projects to implement the EA thinking while also learning, and improving the EA thinking in response to lessons learnt on these projects, in order to create a more effective EA capabilityUtilizing our strength: EA will also be used to assist with IT modernization/innovation initiatives and increase productivity because of better systems analysis and design. Predictable and sustainable IT solutions delivery. Faster IT response to changes in business strategy, tactics and operational processes. Efficiency and cost effectiveness in IT operations. IT to play a leading role in internal innovation and business transformations.Predictable and intended impact of change and effective risk management.Effective security framework to support digital road mapThe objective of this TOR is to engage a consultant/consultancy firm to assist BRAC Bank Limited present infrastructure and future requirements assessment of IT infrastructure and business plan by maintaining current global leading practices, effective requirement analysis, with state of the art technologies, and to comply with the latest practices. The assessment will cover the proper gap analysis of present and future requirements, efficiency, future expandability and scalability, etc.BRAC Bank wants to adopt Enterprise Architecture as a rigorous and structured approach for IT portfolio planning, execution and governance. EA focuses on establishing a common framework for defining, managing and governing business/IT structure, relationship and components. In a way, EA represents an integrated organizational blueprint for execution of business strategy through IT and covers strategy, tactical and operational domains.The adoption of such a framework will ensure that strategic projects are all well positioned to take advantage of the benefits to be harvested from applying the EA approach to ensure the successful implementation of the business strategies. It is in this context that BRAC Bank seeks the services of resources experienced in EA and in particular the various facets of an enterprise wide architecture. The service provider is expected to align to industry best practices; leverage previous EA experience and provide architecture insight when defining BRAC Bank’s architecture in the short-term and long term perspective. The service provider(s) will also ensure their recommendation covering IT infrastructure capabilities.The Scope of Work is as enumerated below:In order to assist BRAC Bank address its requirements for the development of an Enterprise Architecture Framework (based on the TOGAF methodology), the service provider must carry out the following EA activities: Develop AS-IS architecture (from existing architecture/processes). Develop TO-BE architecture with the following deliverables: Business and Customer interaction architecture. Information systems (data & application) architecture. Technology architecture. Architecture governance. Governance of the technical environment. Security Architecture.Derive a master plan for implementation (Road Map). Design solution and Integration architecture. Provide information architecture for decision-making (process flow). Advise BRAC Bank on the effective usage of innovative technologies.Review of Overall IT Infrastructure (i.e. but not limited to – Server, Storage, Network, Database, DC/DR equipment’s, Middleware, Computers, Load balancer, Security components)Overall Current infrastructure platform assessment Future Infrastructure capability gap to fulfil the enterprise architecture Recommendation of infrastructure portfolio and sizing for gap mitigation with alignment of existing infrastructure capabilities The service provider needs to compile an Enterprise Architecture Framework and IT infrastructure capability for BRAC Bank comprising of the following and covering the scope mentioned: Phase I- Current state A maturity assessment of BRAC Bank's Enterprise Architecture capability; An aligned vision, strategy and approach for the Enterprise Architecture at BRAC Bank. Key areas which must be documented include architecture drivers, clear alignment to the business strategy, a resource plan and identified quick wins;A representation of BRAC Bank’s current state architecture at contextual and conceptual levels, detailing bank's: Organizational structure; Mandate, vision, strategy and objectives; Business capabilities, functions and high-level processes; Stakeholder analysis, stakeholder matrix, high-level requirements map, stakeholder management approach; Structured and unstructured information requirements, information groups, data flows and dependencies; Strategic and tactical project and initiatives;Product and services and As Is IT Infrastructure and Sizing Overall CapabilityBusiness Continuity (HA and DR Plan) Phase II- Future state An Enterprise Architecture framework with a robust set of principles and processes as well as any other required policies, standards or processes for BRAC Bank’s alignment to best practices and the BRAC Bank environment; A representation of the proposed future state Architecture for BRAC Bank at contextual and conceptual levels, detailing BRAC Bank's: Organizational structure; Mandate, vision, strategy and objectives; Business capabilities, functions, value chain, processes; Stakeholder analysis, stakeholder matrix, high-level requirements map, stakeholder management approach and processes; Structured and unstructured information requirements, information groups, data flows and dependencies; Strategic and tactical project and initiatives; Product and services and To be IT Infrastructure and Sizing Overall CapabilityEstimated Budgetary requirement Suggested Timeline / Road map Phase III- Gap analysis & roadmap A gap analysis between BRAC Bank's current state Architecture and the proposed future state Architecture; and A short term (~3 years) & long term (5 years) Architecture roadmap for BRAC Bank.DeliverablesThe following deliverables are expected from the Enterprise Architecture definition exercise: Documented Enterprise Architecture Framework, in terms of the topics describedAll graphical content from this engagement must be modelled and available for reuse. The service provider is expected to produce interim reports at each phase/milestone, which will be discussed and approved. The reports will form part of the final output.Documented Infrastructure review and recommendation with graphical presentationRoles and Responsibilities of TMOThe Transformation Management Office will be required to ensure timely, cost effective and quality delivery from the initiatives undertaken as part of digital transformation roadmap. Such office is expected to have following responsibilities: Ensure alignment of strategic digital transformation initiatives with overall bank’s vision and strategy. Ensures clear definition of initiatives and business case; project charters and detailed work-plan. Reprioritize or change the scope of transformation program as required.Act as nodal entity (centre of excellence) with defined responsibilities and accountability to make digital transformation a success. They would ensure continuous innovation and collaboration across various banking teams and third party service providers.Ensure change management and adoption of digital initiatives across the bank, its channel partners and most importantly ‘the customer’. Drive culture that embrace change and enables transformationEnsures availability of skills and competencies required to deliver the transformation program. Facilitate trainings and development programs as required.Ensures communication, discussion and understanding exist between various relevant stakeholders, as required for the digital transformationRegular update on the program status to top Management of the Bank thru dashboards, progress reports and other KPIs for monitoring transformation portfolio programsAssumptions: While designing the Digital Roadmap, there should be a procedure to get sense & remain aligned with the Government’s strategy for a sustainable journey & effective investment.Roadmap should have indication to device a mechanism to review any Process/Product periodically & come up with the evidence based result to realign/redesign the same for better outcome in next.Consultancy firm Selection Criteria, Competency and Expertise Requirements, Qualifications: Applicant must be an internationally recognized outfit having offices in multiple countries.Applicant must have minimum 15 years of experience in the consultancy/ advisory services.The Applicant should have experience in conducting similar activities in multiple countries in Financial Services Industry.The Applicant having the experience of successful delivery of similar services in any of the fortune 500 companies will have added advantage. Applicant must declare the project governance very clearly with supporting documents and the profiles of key resources dedicated for the project.The Applicant shall clearly describe the methodology and approach that they intend to implement that will enable them to execute the work within the timescale required, including but not limited to: Proposed Quality Assurance approach; Contingency for inability to reach milestones; A fully detailed project implementation plan which includes: All activities(statement of work); Resources; Milestones; and A detailed implementation schedule based on the activity list shall be provided as part of the project plan including cost per milestone. Applicant’s ability to develop Enterprise Architecture with reference to the EA deliverables. The relevant expertise and experience must be clearly demonstrated. Provide details of implementation of at least 5 EA projects in financial service business companies (using the TOGAF methodology). Each project must be evidenced and substantiated with a reference letter from the relevant client on the client’s letter head clearly detailing the actual work that was completed (no points will be allocated for the project if the relevant reference letter is not provided). Required Proposal Response Forms: The proposal must provide a summary of the firm’s qualifications to perform the duties outlined in the requested services section. This chapter contains forms vendors must complete to submit their proposals. Vendors must complete all the forms as well as other requests for information contained herein. The following forms are included:Cover LetterProposal SummaryTechnology SummaryAcceptance of Terms and ConditionsGeneral Vendor InformationProject Staff ListKey Project Staff Background InformationCustomer ReferenceProject ApproachWork Sample(s)Project Schedule and Work planNDAThe Tenderer may participate alone or form a consortium. In case of the consortium, legal documents on the partners’ roles and responsibilities should be included as an attachment to the bid proposal. One member of the consortium represents as prime partner and other(s) as a member partnerThe Tenderer (prime and member) should be legal entities and registered national organization/government organization/ Public sector unit/ Limited Company that have not been prohibited by Bangladeshi or international court(s) to enter into contracts. In case of a government organization, it must have the permission for participating in the bidding process from the competent authority.In case of a consortium, all qualification criteria must be fulfilled by consortium and the prime partner will be fully responsible for all contractual obligations.The Tenderer shall be authorized/registered as core Information System /Information Technology related service provider having minimum 10 (Ten) years of experience in related business.Prime partner must have 25 employees, in case of consortium employee number should have at least 40 persons with direct payrollTerms and Conditions:General Terms and Conditions:Purchaser’s Right: The Purchaser reserves the right to accept/ cancel/ reject any or all offer without assigning any reason. The Purchaser is not obliged to purchase the lowest offer or any offer at all. The Purchaser reserves the right to share the Bidder’s response to this RFQ with its advisors and Purchaser Business Units. Purchaser reserves the right to: conduct negotiations with one or more Bidder and/ or accept the Bid without any negotiations.Bid Clarification Date: Vendor need to confirm their participation in bid clarification meeting by sending their expression of interest at Khaleda.kabir@ by 6th October, 2019. Subject of email will be “EOI for Advisory Services on TMO, Digital Transformation and Enterprise IT Architecture, Ref no BBL/Proc/RFQ/Y19/138”. Location of Bid Clarification Meeting: Level-1, Anik Tower, Tejgaon, Dhaka. Date of Bid Clarification meeting: 3:00 PM, 7th October, 2019. Bid Submission/ Closing Date: The bidder has to submit their Technical bid to the email address: tender@ by 5:00 PM, 31st October, 2019 (Bangladesh Standard Time). Please note that email size should not exceed 10 MB. If require, you can break mail and send more than 1 mail. Vendor will submit technical proposal only. The Purchaser reserves the right to reject any Offer submitted after the Closing Date. The Purchaser reserves the right to change the Time schedule at any time.Required Content and Structure of the Quotation: The bidder shall submit soft copy of the Technical Offer through e-mail. The subject of the e-mail containing Technical offer for Advisory Services on TMO, Digital Transformation and Enterprise IT Architecture, Ref no BBL/Proc/RFQ/Y19/138”Quotation Validity: The Quotation shall be valid for One Twenty (120) calendar days from the date of financial offer submission. Manipulation or any kind of unusual approach or failure to submit the proposal/offer within stipulated time frame will be treated as “Disqualification” to attend in the bidding.Presentation is must as a part of technical evaluation. Point of Contact: For Technical issues please communicate with B.M. Zahid-Ul Haque, Head of Information Security, BRAC Bank Ltd, bmzahidul.haque@ ;For Commercial Issues please communicate with Khaleda Kabir, Khaleda.kabir@, +880184404811 Evaluation CriteriaTechnical BidThe bidders will be evaluated technically based on the selected parameters and marks will be awarded on a 100 marks scale. Allotment of marks, within the overall indicated marks for each parameter, is the sole discretion of the technical evaluation committee.The technical qualification cut – off for evaluation of technical bid would be 70% (70 marks out of 100). Bidders scoring below the same would not be considered for evaluation.In the event no bidder technically qualifies (i.e. all are below 70%) or only one bidder technically qualifies (i.e. 70% or above), then the bank may choose minimum top three bidders with the highest score for evaluation process.The shortlisted bidder under technical qualification, who has obtained the highest marks will be awarded the maximum score of 100 for that unit.Other short listed bidders will be awarded scores in direct proportion of their marks obtained, as per the formula:Technical Score (TS) = Score Obtained (SO) / Highest Score (HS) x 100, where-TS stands for Technical Score with a maximum score of 100HS stands for the Highest Technical Score obtained among all the short-listed biddersSO stands for Bidder’s Technical Score Obtained as per the evaluation.To select the bidder to award the contract, techno-commercial scoring method as detailed below will be mercial Bid EvaluationThe Bidder has to submit the indicative Commercial Bid as per the format given in Annexure or in Fusion software. The score for the Commercial evaluation will be awarded as under:The shortlisted bidder per unit whose quote is the lowest will be awarded maximum score of 100 for that unit. Other bidders will be awarded scores in inverse proportion of their quotes to the lowest quote as per the formulaCommercial Score (CS) = Lowest Price (LP) / Bidder’s Price (BP) x 100, whereCS stands for Commercial Score with a maximum score of 100LP stands for the Lowest Price among all the short-listed biddersBP stands for Bidder’s PriceTechno-Commercial Evaluation and ScoringThe final selection will be done by the Technical & Price Negotiation Committee on the basis of combined Techno-commercial scoring as under:The total score will be arrived at by integrating the Technical Scores and Commercial Scores (separately for each unit) assigning 70% weightage to Technical Score and 30% weightage to Commercial Score as under:(Technical Score out of 100 x 70%) + (Commercial Score out of 100 x 30%)The proposals will be ranked in terms of Total Scores arrived at as above. The proposal with the highest Total Score (H1) will be the selected bidder and the price quoted by him will be taken as the bid winning price and will be considered first for award of contract. ................
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