Procure-to-Pay A Journey from Simple to Sophisticated Focused on Process Efficiencies
Optimizing Financial Services Operations with Process ... · Presentation Procure to Pay Core...
Transcript of Optimizing Financial Services Operations with Process ... · Presentation Procure to Pay Core...
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Optimizing Financial Services Operations with Process Intelligence
Art Sarno Product Marketing Director
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Agenda
• Lexmark Enterprise Software
• Organizational Environment and Challenges
• Financial Process Automation
• Defining Operational Process Intelligence
• Pay to procure and the AP Automation Cycle
• Comprehensive Process Intelligence for AP Automation
Content metrics – Process Metrics – Process Intelligence
• Typical customer results
• Q & A
• Resources
• www.lexmark.com -> Financial Process Automation
• You tube presentations
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Lexmark Enterprise Software
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Lexmark Enterprise Software
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Organizations we work with are dealing with a wide array of problems resulting from these challenges:
Tracking alignment with operational best practices for
• Procure to Pay
• Quote to Cash
• Record to Report (e.g., financial close)
Monitoring compliance with Service Level Agreements (SLAs)
Measuring financial and operational performance
Organizational Environment
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• Regulation and compliance are more stringent than ever. Providing full accountability from document receipt to final archive is vital.
– SOX, PD0008, ISO9001, are just some examples of the importance of document centric processes being compliant.
– Failure to comply to these standards and regulations can result in penalties and litigation costs.
• So the challenge is:
How can we make sure our processes are optimized and compliant, when we don’t have a view of the entire end to end process?
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Quote to Cash Record to Report
Sourcing
Contracting
Requisitioning/Other purchasing
Receiving
Invoicing
Payment
Supplier Inquiry
Pricing, Quoting & Contracting
Sales Order creation
Order fulfillment
Billing
Collection
Cash Application
Disputes
Accounting Close
Journal Entries
Period Close
Reconciliation
Consolidation
Presentation
Procure to Pay
Core Financial Processes
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Pain Points in Financial Process Automation
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Example: The P2P Process
------AP Automation cycle------
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The AP Automation Cycle
-------SCAN – EXTRACT – CODE - VALIDATE---------
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Requirements for Visibility
LEXMARK CONFIDENTIAL
11
Gain
insights into business processes
3
!
View customized dashboards in real-time, on demand
1
Access consistent, accurate data and metrics
2
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Comprehensive Scope of Financial Process Visibility
Process Metrics
How many invoices did we process today?
How long did it take?
Which users were most
productive?
Content Metrics
What is my cash position?
How many early
discounts did I achieve?
What’s my average creditor days?
Process Intelligence
Why were process steps skipped?
What process paths did
our invoices actually follow?
What is the quality of
my AP process?
True Operational Process Intelligence
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KPI Metrics and Changes in Operational Data
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Dash-boards through which the user can quickly observe the status of invoices in capture, posted for payments; as well a key performance indicators.
Workload by user Queues Past Due invoices Errors Duplicate invoices Extraction monitor
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Workload Allocation
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Working Queues Status
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Productivity - Process Metrics
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Scanner Utilization
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Multi-Channel Source Activity
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Invoice Touch Activity
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Data Entry Activity
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Invoice Coding Activity
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Invoice Validation Activity
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Suspended Invoices
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Cash Management – Content Metrics
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Payment Activity
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Supplier Performance
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Quality of Service – Process Metrics
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Invoice Matching Activity
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Line Item Matching Activity
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Data Extraction Outcomes
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Extraction Benchmark
• the field TotalAmount can be skipped 66% of the time (true +) • the user has to press Enter 1% of the time (false -) • The user has to correct the TotalAmount 31% of the time (true -) • and 3% of the time the user skipped over invalid TotalAmount
(false +)
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Actionable Analytics – Real Time Impact
Drill down
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Actionable Analytics
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• We are only so far focused on Process Metrics and Content metrics. We are yet to see any intelligence or analytics related to the quality of the process.
• A great example of a process metric is turn around time. How long did it take to process the invoice end to end. But that is only measuring two data points… the start and the end data and times.
• We have no view or vision of what happened during the process, and the quality of the process steps that were taken.
We need Process Intelligence!
Comprehensive Process Intelligence
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Process Intelligence
– Provides a new understanding of your data
– Identify areas of inefficiencies
– Gain insight into compliance and risk exposures
– Discover “dark processes”
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• Process analytics generally relates to time-related measurements of process performance
• Process quality (or process compliance) deals with
how well processes comply with expected behaviors These analyses are done across a population of process instances to better understand patterns of execution
Key Attributes of Process Intelligence
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– Many Business Intelligence I tools only provides discrete, point-in-time metrics and cannot tell you what is really happening in your business processes
– BI tools have no idea of what is supposed to happen in a process – you must build all of this logic in code to provide context
– Using BI, managers must make decisions based on only a piece of the operating picture
Process Intelligence - Differentiation
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Consider a simple process: Receive Order -> Ship Order ->Send Invoice ->Collect Payment • Metrics and Records allow you to calculate the revenue, number
of orders, average order size and so on • However you may also want to know what the average time is
between receiving the order and sending the invoice? • Which orders required sending invoices several times?
• How much time was lost because of it? Which orders are stuck in the system for more than 24 hours?
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Mailroom Automation Process Chart
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Process Visualization
• 6864 transactions received • 6372 sent to scan • 198 sent to other processes • 21 sent to extraction along with
5795 from scan
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Sub Process Review
--------------198 transactions allocated across these activities with 21 transactions sent to extraction
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Dependency Analysis
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Swim Lane Analysis
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Swim Lane Drill Down
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Swim Lane Data Filtering
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Broad Application -The Underwriting Process
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Typical Accounts Payable Story
12,000 300,000 79 Dozens >95% 3 Invoices
active
vendors
paper/e
invoices
annually
active
countries
of
languages PO-based sites for
invoice
entry
in every
local
currency
21 data entry FTEs Processing an invoice took 2-14 days Frequently “lost” batches or invoices Multiple Off-cycle Payment Runs
• Faster time to entry
• Fewer errors
• No late payments
• Better visibility
• Streamlined approval processes
• Better communication with
Vendors
Ob
ject
ives
BEFORE implementing
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Typical Accounts Payable Automation Result
12,000 300,000 79 Dozens >95% 3 Invoices
active
vendors
paper/
invoices
annually
active
countries
of
languages PO-based sites for
invoice
entry
in every
local
currency
50% reduction data entry FTEs Processing an invoice takes < 1 day No “lost” batches or invoices Off-cycle Payment Runs are rare
Faster time to entry
Fewer errors
No late payments
Better visibility
Streamlined approval processes
Better communication with
Vendors
RES
ULT
S
AFTER implementing
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Comprehensive Scope of Financial Process Visibility
Process Metrics
How many invoices did we process today?
How long did it take?
Which users were most
productive?
Content Metrics
What is my cash position?
How many early
discounts did I achieve?
What’s my average creditor days?
Process Intelligence
Why were process steps skipped?
What process paths did
our invoices actually follow?
What is the quality of
my AP process?
True Operational Process Intelligence
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Additional Resources
https://www.youtube.com/watch?v=ZnCt5axV4Ag https://www.youtube.com/watch?v=MgNr9lAvWXI https://www.youtube.com/watch?v=Zc2OtQorFTo
• www.lexmark.com ->financial process automation • YouTube Presentations:
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Questions ?
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Thank You!
Visit Booth #215!
Art Sarno Product Marketing Director Kofax from Lexmark [email protected]