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Best Practices in The Procure-to-Pay Cycle: Perspectives From Suppliers and Industry Experts
Best Practices in The Procure-to-Pay Cycle: Perspectives From Suppliers and Industry Experts
Procure-to-Pay Cycle:
Perspectives from Suppliers
and Industry Experts
— Rob Handfield, Bank of America University Distinguished Professor,
North Carolina State University
9
number of suppliers and subject matter support, mapping processes,
experts. The research identified six key understanding needs of user groups,
findings that can lead to improvement in running team redesign workshops,
the P2P cycle: exploring technology solutions, defining
• Robust processes and training the new process, training users, and
MARCH • Onsite relationship managers to updating the system over time.
2006
allow field maintenance to focus
PRACTIX is available ONLY (and at no charge) via
on doing its job As technology and business requirements
www.capsresearch.org • Robust technology using single evolve, the P2P cycle will probably need
To receive automatic notification of issue availability, point of contact, i.e., supplier portal to be revisited from time to time to
send an e-mail to Debbie Maciejewski,
dmaciejewski@capsresearch.org along • Improved forecasting for ensure it is meeting the needs of internal
with your name and e-mail address. maintenance and planning for customers and that suppliers are
emergencies that can “flex” with satisfied with the system.
different situations that arise
• Reduced complexity in catalogs
and buying channels to
streamline procurement
• Top management support
Figure 1:
Procure-to-Pay PROCURE-TO-PAY
Generic Generic “High-Level” Process Map
“High-Level”
Process Map
Supplier
Need
Enablers: Finance, Legal, HR, IT Fulfillment
SYMPTOMS Figure 3:
FREQUENCY OF RESPONSES Root Causes Identified by Suppliers
Issue/Opportuntiy TOTAL
As can be seen from these examples — the
Manual workarounds and high manpower 7
fundamental root causes are 1) a lack of
Long cycle time/Late payments/Aged invoices 6 a process with designated roles and 2) specific
No central point of contact 5 processes associated with different internal and
PO/Invoice match problem 5 external functions are not defined. Maintenance
Not enough funds on PO 4
people, buyers, planners, schedulers, accounts
payable, project planners, and others are not
Emergency work never properly recorded 3
“in sync.” Further, the system is not designed to
Figure 2: be able to withstand the various approaches
Symptoms Identified by Suppliers in which people are entering data and requesting
information. When too many people are not
As shown in Figure 2, the most common using the system in a unified manner, it is no
symptoms experienced by suppliers involve wonder that the system rejects the input and
high manual workarounds required to address causes problems. This indicates that either the
problems, long cycle times for payment, no tolerances of such systems must be changed,
central point of contact, and a problem with or that the manner in which the system is used
matching the PO and invoice. Some of the must be changed.
typical responses from suppliers in these
categories involved having to contact accounts
payable multiple times, having to re-submit
invoices, and waiting 90 or more days in some
cases for payments.
processed, the reasons why deviation from the needs are met. While maintenance is often
process is unacceptable, and the consequences an emergency, there are many scheduled
involved with deviating from the process. maintenance activities that can be planned
This ensures that everyone not only is compliant, and communicated to suppliers. Even in
but understands the need and rationale behind emergency situations, having a plan in place
the compliance. Part of the process redesign with a designated supplier can avoid many
effort should also focus on simplifying processes of the problems that occur downstream in the
to reduce complexity. If there is no need for a P2P cycle. Too often, data, invoices, service
specific channel for purchasing, then eliminate it. entries, and other key elements are entered
incorrectly due to a fundamental lack of
Onsite Relationship Managers planning and forecasting. These elements
An important point that many respondents noted need to be incorporated into the design of
was the need to establish dedicated roles around new P2P systems.
onsite relationship managers from procurement
who are available to manage invoices, service Reduced Complexity in Catalogs and Buying
entries, and the like. The simple fact is that Channels to Streamline Procurement
many maintenance and project managers do not Many of the experts also emphasized the need to
think in terms of procurement, but rather are reduce complexity, both in the interface systems
focused on people, equipment, and schedules; as well as in the predefined procurement buying
they do not have the time or patience required channels. There is no need for users to have
to ensure that the correct entries are put into a multiple channels for procurement. However,
P2P system. The relationship manager can also establishing the credibility for users to only be
act as the liaison between the supplier and the able to use these channels also requires
maintenance organization to ensure prompt significant management support.
payment, resolution of issues, and improvement
of processes. Rolling Out the Initiative
In re-engineering the procure-to-pay process,
Simplified Online Portals to suppliers and experts recommend that executives
Minimize Human Intervention apply the following approach:
A number of subject matter experts described 1. Secure top management support for the
the need to eliminate the manual intervention initiative and budgeting for the project.
of multiple untrained individuals entering Develop a list of key benefits and deliverables
information into systems such as SAP. Many that will occur as a result of the improvements.
ERP systems have modules for purchasing Document the cost of leaving the system
and plant maintenance, but they all require “broken” in its current state.
significant configuration. On the other hand, 2. Map existing processes and problems with the
a number of “bolt-on” packages are also P2P cycle. Identify where the breakdowns are
available, but the experts advise against these occurring and why they are occurring.
due to the high probability of interface issues 3. Understand the needs and requirements of the
associated with deployment. user groups. Many of the people involved —
maintenance, planning, project management,
Improved Forecasting for Maintenance suppliers, accounts payable, buyers, etc. —
and Planning for Emergencies that Can have specific issues that prevent them from
“Flex” with Different Situations that Arise using the existing system. Also, many of the
The need to improve forecasting processes is specific sites may have issues that need to be
a critical element in ensuring that maintenance considered in designing the new system.
4. Team “redesign workshops” should be used 7. Train and deploy other users based on the
to bring together key subject matters experts new processes and systems. Be sure to make
from each of the business units. Suppliers the training appropriate to the specific
should also be invited to attend and functional unit and user groups.
participate, as they may have solutions they 8. Monitor, update, and improve the system,
have adopted with other customers that may ensuring that catalogs are kept up to date.
prove to be efficient and simple to use Hold periodic meetings with suppliers and
(i.e., why re-invent the wheel?). user groups to solicit input and identify
5. Explore existing technology solutions with problems with the systems.
SAP, as well as bolt-on applications. Map
out the business requirements, and ensure As technology and business requirements evolve,
they are aligned with the technology solutions the P2P cycle will probably need to be revisited
that are available. Begin to estimate cost of from time to time to ensure it is meeting the
deployment, and ensure that adequate planning needs of internal customers, and that suppliers
and due diligence is taken at this step. are satisfied with the system.
6. Following the workshops, define the new
process and begin to pilot using a planned
technology. Ensure that it takes place in a
“real” environment, with actual non-trained
users involved in the pilot, before cutting
over to the next process.