0 valutazioniIl 0% ha trovato utile questo documento (0 voti)
114 visualizzazioni42 pagine
Document provides the best practices available in industry and how these practices can be integrated with the help of Oracle. Document also gives the details of various business where IT has made a difference.
Document provides the best practices available in industry and how these practices can be integrated with the help of Oracle. Document also gives the details of various business where IT has made a difference.
Document provides the best practices available in industry and how these practices can be integrated with the help of Oracle. Document also gives the details of various business where IT has made a difference.
Best Electronic Procurement practices in Public & Private Sector
March 17, 2009 The Financials Day Koit Puusaag Master Principal Consultant, EE & CIS region Agenda Introduction to Advanced Procurement Best Practices and Trends in Electronic Procurement Save with Shared Services Streamline with Employee Self Service Avoid Errors with Contract Management Take Tendering On-line Analyze with Business Intelligence Deploy Supplier Collaboration
Agenda Introduction to Advanced Procurement Best Practices and Trends in Electronic Procurement Save with Shared Services Streamline with Employee Self Service Avoid Errors with Contract Management Take Tendering On-line Analyze with Business Intelligence Deploy Supplier Collaboration
Procurement Transformation High S t r a t e g i c
V a l u e
Maturity Cost Procurement Tactical Buying Strategic Procurement Low High Low Touchless Buying Policy Enforcement Contract Negotiation Spend Management Create Manual Orders Answer Supplier Queries Help Requesters Manage Content Value Creation Collaborative Procurement Supply Optimization Full Process Automization Supply Optimization Answering Supplier Queries Helping Requesters Managing Content Creating Manual Orders Spend Analysis Contract Negotiation Project- Based Procurement Internal Benchmark Delivery Monitor & Review Controls Strategic High Medium Low V a l u e
Demand Collection Indirect Goods Direct Materials Engineered Goods Services Approval Routing Touchless Buying Automated Payment Enforce Policy Compliance Budget-Based Procurement Contract Management Supplier Performance Reduce Spend on Goods and Services Category Management Online Sourcing Spend Analysis Streamline Procurement Processes Supplier Collaboration Settlement Orders Profile Management Supplier Network Logistics Supplier Portal End to End Electronic Procurement Free Staff for High-Value Activities Send Electronic PO to Supplier Receive Electronic Invoice Create Purchase Order Identify & Qualify Vendors Evaluate Bids Create & Approve Requisition Negotiate Master Purchase Agreement Pay Supplier (EFT) Analyze Performance Receive Goods or Services; Inspect Select Vendor Adjust Contracts Sourcing Strategy Purchasing Execution Add Structure to Strategic Activities and Execute Routine Transactions Automatically Agenda Introduction to Advanced Procurement Best Practices and Trends in Electronic Procurement Save with Shared Services Streamline with Employee Self Service Avoid Errors with Contract Management Take Tendering On-line Analyze with Business Intelligence Deploy Supplier Collaboration
Save with Shared Services
- Many organizations have complicated organizational structures, operate across countries, industries etc., leading to a number of purchasing units - Increasing purchasing volumes means more purchasing power to negotiate with the suppliers - Centralized purchasing means more transparency and visibility into the procurement process - Companies realize savings by avoiding duplications in the purchasing process - Proper IT solution ensures that each organization unit will be provided with localized services - Shared services also means savings in IT investment BU 1 Source Request Buy Pay BU 2 BU 3 Decentralized BU 1 Source Request Buy Pay Shared Service BU 2 Central Sourcing, Local Execution BU 1 Source Request Buy Pay Shared Service BU 2 Automated financial reconciliation Complete Shared Services Save with Shared Services Utilize Full Purchasing Power Shared Services Model BU 1 Source Request Buy Pay Shared Service BU 2 Automated financial reconciliation Transfer to Local Business Unit Centralised Purchasing Accounting Office Land Forces IT Department Procurement Department Supplier 3 Supplier 1 Supplier 2 Laptops Plane tickets Uniforms Accomodation Office Supplies CD ROMs Laptops Mainframe CD-ROM Office Supplies Accomodation Uniforms Centralized Purchasing View exceptions across multiple applications and operating units Create, implement, and execute agreements Analyze performance of procurement & suppliers Exceptions Agreements Performance Analysis Negotiations Contracts & agreements Invoicing & payment Supplier Management Requisitions PO execution Professional Buyers Work Center Single Access Point for All Responsibilities Professional Buyers Work Center Enable Command & Control for the Procurement Professional Professional Buyers Work Center Command and control for the procurement professional Multi-Org Access Reduced pop-ups and duplicate screens Re-designed and streamlined entire workflows Reduced the number of steps to complete key tasks Improved overall look & feel and visual style Increased personalization capabilities Streamline with Employee Self Service
- Typically the purchasing process was initiated by phone or e-mail - Handling such administrative tasks wasted purchasing professionals time and kept them away from true value add activities - There was no single trace of the process and requestor was never sure what was happening with the purchase request - Self service purchasing environment allows the person to search for the goods and services on line, initiate the approval process for the purchases and have a real time overview of the status of the purchase requistion - Security rules and content management can be used to make sure that people can only purchase the goods they are supposed to
Items are organised by Stores
Approval hierarchy Notes can be added
User checks whether funds are available Avoid Errors with Contract Management
- One of the hardest challenges organizations face is making sure that correct legal paperwork goes out with every purchasing document - Errors from poor contract management can be costly and lead to potential fines and regulation violations - Typically, contract management has been a manual task and there has been no real collaboration between different counterparts - A modern contract management solution automizes the whole process making sure that correct legal paperwork is included with every purchasing transaction
<Insert Picture Here> Contract Templates Automatically Import Redline Changes for Superior Compliance Review each change in detail Accept or Reject offline changes Identify modified clauses at a glance
Application can fetch data from database tables (i.e supplier name, address, terms etc) Terms can be made mandatory
No
Industry Segment?
Yes
Add Clauses High Value Insurance Over $50k?
Commercial
Government
Responses Drive Clause Selection . . . Template Contract Contract Draft Expert-Based Authoring Produce Compliant Contracts Configurable rules drive terms selection for complex contracts Clauses default based on product, supplier, contract value, etc. Author high quality contracts with minimal legal supervision Take the Tendering On - Line
- Paper based tendering is time consuming, in many cases lack transparency, restricted to limited suppliers only - On line tendering reduces the tender times, allows the user to define specific qualification and evaluation criterias, use powerful tools for negotiating and evaluating the tenders - Links to external websites (like TED) allow the user to work with much wider supplier base - All transactions are completely transparent, comply with EU and local legislations and leave behind a complete audit trail - Public Sector is to be ready for full electronic tendering based on EU directives Take Tendering On-line Slash Cycle Time by Eliminating Manual Processes Quickly create new rounds & amendments Instantly create new event from previous agreement or requisition View responses & monitor bids in real-time Reduce Preparation Time and Manual Effort View status and incoming supplier messages Team Scoring of Requirements Each team member scores the assigned section Oracle Sourcing calculates average of individual score sheets to determine section score Sum of team scores determines overall response score (as input to optimization) Quality Control Team Technical Team Technical Capabilities (40% weight) Commercial Team Price (40% weight) Past Performance (20% weight) Quote ABC John = 90 Mary = 85 Sue = 80 Sue = 75 Doug = 80 Tina = 85 Alan = 90 Mark = 80 Technical Capabilities = 34
Price = 32
Past Performance = 17 TOTAL SCORE : 83 Optimized, Policy- Compliant Award Recommendation Multiple Sites Dozens of Bid Lines Company Policy Complex Bids Maximum of 5 Vendors Minimum 60% to incumbent supplier $100k Annual Maximum Sourcing Rules Budget Constraints Supply Base Rules Multiple Suppliers Model multiple business constraints and supplier inputs Award Optimization Engine * Requires Sourcing Optimization System Generated Recommendations* Eliminate Time-Consuming Manual Analysis with Sourcing Optimization Oracle On-Line Negotiation Event Example: Supplier Bid Monitor Oracle Sourcing Customer Example
Exploit More Savings Opportunities Improve Sourcing Effectiveness Without Increasing Staff Time V o l u m e
o f
S p e n d
U n d e r
C o n t r a c t
Oracle Enabled Sourcing Traditional Sourcing Approach Learning Curve Average Improvement Through eSourcing* 50% reduction in sourcing cycle time 60% reduction in Admin costs 10-15% improvement in time-to- market (NPI) Enhanced market knowledge and improved transparency Dramatically improved ability to identify and negotiate with new sources of supply on a global basis E-sourcing technologies deliver information visibility and globally infrastructure to enhance and accelerate strategic sourcing* *Source: Aberdeen Structured Event Creation On-Line Negotiation Support Efficient Change Management
Category Benchmarks Raw Materials 2 to 5 % & Better Risk Mgmt. Packaging 10 to 20 % Indirect Materials and Services 10 to 20 % Information Technology 15 to 30 % Professional Services 8 to 15 % Logistics/Transportation 7 to 15 % Media,Marketing,Promotional Items 10 to 20 % Other Indirects 5 to 15 % Capital Projects 7 to 15 % 2005 Greybeard Advisors LLC Why The Interest In Sourcing? Conservative Estimates Of Cost Reduction Metrics Through Sourcing
Analyze with Business Intelligence - Purchasing reporting used to be purely transactional, it lacked trends metrics and any kind of analytic capabilities - As a result of this approach mistakes were made, and areas for improvement undiscovered - Modern purchasing reporting solution takes the transactional reporting but allows the user to add to it analytical tools, metrics, KPIs - Reporting solution should be in real time and allow the user to drill down to the transaction levels, it should be quick to implement and easy to change
Oracle Procurement and Spend Analytics Supplier Performance Oracle Procurement and Spend Analytics Procurement & Spend Dashboard Dashboard Pages Roles Performance Measures Reports based on Multiple Sources Flexible View Selectors Prebuilt Reports with over 5200 metrics Conditional Navigation Highlighting Guided Navigation Configurable Filters Deploy Supplier Collaboration
- Commonly the most common communication channels with the supplier are phone, fax and e-mail - Many supplier related activities like entering invoices, shipping notices, RFP responses etc. are purely administrative and take procurement professionals time away from true value add activities - Modern eProcurement solution contains supplier self service module allowing the supplier to carry out many activities traditionally handled by the purchasing department. Supplier Management User-Interface Streamlined supplier profile management Create supplier To Do List for requests Search or drill down to supplier details
Real time overview of all actions The Lives Of Procurement Professionals Are Already Changing Procurement Organization Focus** (% of Time Involved in Strategic Activities) 50% 67% 39% 52% 67% 79% 2 Years Ago Current 2 Years From Now Leaders Followers * Aberdeen Group, The CPO Agenda: Five Strategies for Organizational Transformation. **A.T. Kearneys Assessment of Excellence in Procurement The CPOs Agenda*
1. Improve supplier development and collaboration
2. Enhance and integrate procurement automation infrastructure
3. Adopt low cost country supply initiatives
4. Transition to a center-led procurement organization
5. Increase spend under management and improve spend compliance 34% 3,512 0.74% 54 World Class Purchasing Organization 36% Increase 25% % time spent on Risk Management and Decision Support Activities More Buying Power 7,805 Suppliers Per $Billion of Spend 27% Lower Costs 1.01% Total Cost of Procurement (as % of Spend) 48% Less Staff 104 FTE per $Billion of Spend Comparison Summary Typical Purchasing Organization Performance Indicator Shift investment in procurement to higher-value activities Reduce staff by swapping labor for technology Opportunity: Achieve World Class Procurement Source: Hackett Group Q U E S T I O N S A N S W E R S