Budget distribution and optimization of internal operations

De Lijn started a challenging project with the aim of creating transparency in the personnel budget of each entity.
Jonathan Aelterman

Möbius helped De Lijn to map the most important operating processes and to benchmark between the entities under great time pressure and in times of great change. The professionalism and flexibility of the consultants was very high and the key to completing the exercise in time. It was a pleasure to work with them, despite the great pressure they remained enthusiastic and very professional, thanks!

Myriam Claeys, Business Controller
De Lijn

Strategic challenge

Mobius embarked on a challenging project for De Lijn, with the aim of creating transparency in the personnel budget of each entity and enabling the company to distribute its total budget across the various entities in a more balanced and transparent way in future.

At the start of the project, the five different regional entities of De Lijn operated almost independently from each other, which created a lot of ambiguities. The entities had little insight into each other’s operations, and there were major differences between them in terms of staffing. The impact of these differences became particularly apparent during annual budget discussions.

De Lijn asked Mobius to optimize the distribution of the personnel budget for its operations, to identify best practice processes in terms of time planning, and to calculate the impact of knowledge-sharing on staffing requirements.


Considering that each of the five entities performed the same operational tasks (albeit in different contexts and with different staffing), the project started by creating an inventory of these tasks and categorising them in logical clusters. These task clusters were discussed in working groups, in the presence of all entities. Time planning, work drivers and volumes were mapped for the tasks in question. Following mutual benchmarking, discussions took place as to how and why operations differed between the entities.


For the first time, De Lijn gained a detailed insight into the operations of all its entities. The company was able to identify best practice following mutual bench marking between its entities. After determining the standard times, we theoretically could propose a significant budget reduction and a more accurate distribution. It was then up to each entity to establish what was practically feasible given their own specific contexts. Following the presentation of the results to the board, actions were determined which would reduce the personnel budget by increasing efficiency and reducing absenteeism.

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