CAP

Rank
Desire
“Personas” at Business objective Business question
d Rank
first
SBU SBU Leaders to understand current status of the scope What are my current Avg. PT?
2 1
Leaders and have visibility on opportunities. What are my Top 10 opportunities?
What are the Global Avg. PT?
CAP Core CAP Core Team to have visibility on current status for the
2 2 What is the source of the cash leakage
Team main levels: Global/Regional/SBU.
(SP/Region/Market/Supplier)?
SBU SBU Champions to create glidepath and monitor What is my scope's current Avg. PT?
2 2
Champions progress of their scope against target. What is the progress of my top suppliers?
Buyers to become self sufficient in understanding the
current status of their scope. What are my current Avg. PT?
Buyers to know how much cash savings PT increase What is my cash opportunity?
Buyers 3 1
brings. How many days improvement and how much cash I delivered?
Buyers to understand if and where there is a discrepancy Why is my Avg. PT </> that my contractual PT?
between master data and actuals.
SPPO What are the current Avg. PT at certain levels (PGROUP;
4 3 SPPO Ops to have visibility on PT actuals.
Team Supplier)?
CAP CAP Analyst to identify "white space" areas that would
1 2 Which areas should we tackle to get more cash savings?
Analyst lead to additional cash savings.
NPS
Importance Desired
of personas Rank of
Business objective of that persona (why
“Personas” (Rank at importanc Business question that the persona needs answer to
does he/she care?)
creation of e (how it
app) should be)
 How do we stand now, any change since last time?
Team See particular results for How many feedbacks are available? (coverage of tools &
leaders + teams/regions/type of feedback so that answers).
3 1
Service they understand what tools/ what teams/ What are the results for MY team, region and have they changed
Managers what systems are not serving users right since last time? What are the good/bad feedbacks received
(verbatims)?

Analytics To provide monthly status and analysis on

1 3  
Team UX users satisfaction
E-invoicing
Importance Desired
of personas Rank of
Business objective of that persona (why
“Personas” (Rank at importanc Business question that the persona needs answer to
does he/she care?)
creation of e (how it
app) should be)
How do we stand in terms of e-invoicing adoption overall/split
See progress on one of the top initiatives of
Lead Team 2 3 by channel? (Now + progress)
the group
What are the main drivers /opportunities?
How am I (my team) doing (now + progress)
What are the top vendors I should chase after now (based on
The e-inv team Act immediately in order to increase the e-
3 1 potential, understand what tool to offer)
(tech) invoicing score and meet target
For the vendors I already negotiated/moved, Is it 100% done?
(+progress)
Supplier Care Act immediately in order to increase the e-
4 4 Same as above
team invoicing score for SC
Is my vendor on e-inv yes/no (if not when & what to offer)
Buyers (SP) 5 2 Never talk about overdues in negotiations Is it 100% done? (+progress)
Is it working? (do we see less overdues/blocks/etc)?
Act immediately in order to get e-invoicing
The analyst results/do some ad-hoc analysis, write email/
team 1 5 notifications  
MRO Price Changes

Importance of Desired
personas Rank of
Business objective of that persona (why
“Personas” (Rank at importanc Business question that the persona needs answer to
does he/she care?)
creation of e (how it
app) should be)
Observe the overall trends, understand if we How are we doing overall in terms of Price increases? Are the
have a problem or not numbers reasonable? Have they changed recently?
LT/Service
Managemen 4 3
t for STRM Where are we potentially losing money and why? What is the
Intervene and seek solutions to problems
split of changes in different buckets and is that split efficient?

How am I doing? Anything I should be concerned about?

Make sure what we negotiated in terms of If yes, on what (vendor, plant, etc) is the biggest concern? Is it a
price is actually materializing. See the big one time or a generalized issue?
Sourcing picture of price changes over time Are some suppliers incorrectly increasing prices? (amounts,
team 2 1 Limit value leakage (I care if it's big $$ only) frequencies, time since last increase, is it a justified price
(Buyers) increase or a "correction" of a previously incorrect price etc)

Track strategic vendor accounts to prepare

What are the pricing trends on X region/plant/vendor/material
for meetings/negotiations/etc (see prices vs.
etc? Any over/underbilling. What is the inflation, etc.
other vendors, changes, materials, etc)
Why is there value leakage and how to limit it?
MRO &
Is the current process efficient in limiting it?
Stewardship 1 2 Find, track and limit possible value leakage
What are the top vendors with concerns we should sample/
team
escalate?
Correct outliers due to human error What are the items considered outliers and why
P2P team 3 4
Verify Price updates (Ariba suppliers) Are the prices accurate and how to improve accuracy?
Price Tolerance app (<250 auto approve value leakage)
“Personas” Importance Desired Business objective of that persona (why Business question that the persona needs answer to
of personas Rank of does he/she care?)
(Rank at importance
creation of (how it
app) should be)

Stewardship 2 2 Sample top vendors that could be
Team trying to overbill us due to auto
approving rules (prevent $$ loss)
Escalate, scare potential frauds
(internal & external)
What are the top vendors with significant tolerances (USD/#)?
What are the behaviors seen in each vendor? (is it a one time, a
continuous trend, localized or globalized, etc.)
What are the invoices I should further sample/ investigate

Is the discrepancy real and if so, what are the causes?

Buyer/ Vendor 3 1 Make sure what I negotiated is Is there something I should know/ be alarmed about/ intervene
relationship actually materialized (right price = on?
owner right value = right savings)
Prevent big fraud/ mistakes/ etc. How well am I doing overall (scope)?
(?)
Where are we leaking money and why? (vendor, plant,
material, etc.)

P2P team/ SM/ 1 Prevent value leakage What are the causes of value leakage?
Analyst
What are the top opportunities in this area?
 Blocks
Importance of Desired Rank
personas of importance Business objective of that persona (why
“Personas” Business question that the persona needs answer to
(Rank at the (how it should does he/she care?)
current time) be)
Where are we standing? What causes increases/decreases?
Lead Team 1 1 Take high level decisions. Where is my intervention needed? What are the main
drivers /opportunities?
Track their results based on scope.
How am I performing this month? How are others
SPP Operations 2 2 Identify new OPS opportunities to reduce
performing/ other regions this month? Why is that?
Blocked invoices.

Stewardship & Download raw data for stewardship and

3 3  
Controls control purposes.

What are TOP vendors needing interventions; How is my

vendor doing overall (red/green); How is my vendor doing on
Supplier Care How is my vendor(s) doing and where do
4 4 specific KPIs (blocks, electronic, RTv) KPIs supplier care
Team I need to take action?
versus non supplier care. Overal results per vendor. How
many/Which vendors are improving/Which aren’t?
Reporting and Download data for Supplier Care.
5 5
Analytics Team Use data for other analysis.  
Monthly League

Importance of Desired Rank of

Business objective of that persona (why Business question that the persona needs
“Personas” personas (Rank at importance (how it
does he/she care?) answer to
creation of app) should be)

Review (non-compliant) FI spend, reinforce Overall trend of Non Compliant FI / PO

3 3 the SAFE 3 Purchases policy expectations, after Invoice reduction, identify top
and drive sustainable reduction of Non- offenders (requisitioners, approvers,
P2P Ops Leadership compliant FI vendors)

Review (non-compliant) FI spend, reinforce Overall trend of Non Compliant FI / PO

1 1 the SAFE 3 Purchases policy expectations, after Invoice reduction, identify top
and drive sustainable reduction of Non- offenders (requisitioners, approvers,
Local P2P compliant FI vendors)

Ensure that requisitioners in their country

engage with P2P and Sourcing to align
2 2 action plans for these items and to
reinforce application of policy - address top
offenders and drive sustainable reduction
of Non-compliant FI / PO after invoice
Local Stewardship spend in your responsibility area
Overall trend of Non Compliant FI / PO
after Invoice reduction, identify top
offenders (requisitioners, approvers,
vendors)