Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
1
Transforming Agencies’
Procure-to-Pay Process:
A Case Study with OMH and BSC
October 23-24, 2018
2
Introduction and Objectives
Karen Tyler
SFS Executive Director
3||
SFS Roadmap of System ImprovementsGo-Live (2012)
Core Financials
• Billing
• Budget Control
• Accounts Payable
• Contracts/Purchasing
• Federal Grants
• General Ledger
• Travel & Expense
New Modules/Features
(2016 – 2017)
• Maintenance Management
• eSupplier Improvements
• Vendor Self-Service
• Vendor Location
• eInvoicing Signup
• Financial Reporting Improvements
• Fluid Implementation
• Deal Management
• Began Regular Ongoing Software
Management Updates
New Modules/Features
(2013)
• Inventory
(2014)
• SSP • Full Segregation
• POs (removal of
two-step contract
process)
• Bulkload Legacy
Formats Retired
• Accounts
Receivable
• Federal Grants &
Revenue Contracts
• Projects
• Real Estate
Management
• Email Dispatch
• eInvoicing
• Payment Schedule
Projection (PSP)
• Workcenters
• Data Warehouse
P2P Streamline Program
(2017 – 2018)
• Automating Debt Service
• Expanding eInvoicing
• Improving FBIC
• Improving Receiving
• On-time Payment and Discounts
• Improving Requisitions
• Expansion of Email Dispatch
• Buyer Tools
• Full Invoicing Support in SFS
• Planning for Strategic Sourcing &
Supplier Contracts
Go-Live
Apr 2012New Modules/
Features
2013 - 2014
EE1
Oct 2015 –
Nov 2015
New Modules/
Features
(2016 – 2017)
P2P Streamline
Program
(2017 – 2018)Enterprise
Projects /
Onboarding
(2018 – 2019)
Enterprise Projects/
Onboarding
(2018-2019)
• Travel Improvements
• P2P Streamline
• DOT Onboarding
• SFS Analytics
EE1 Go-Live (2015)
Major Upgrade & New Functionality
Future
Future
• DCJS & DEC
onboarding
• Other Onboardings
• Additional Process
Improvements
• New Modules
4
Understanding the Streamlined
Procure-to-Pay (P2P) Process
Karen Tyler
SFS Executive Director
5||
P2P Streamline Program Goals
Automate work and
procurement workflow
Increase efficiency with invoices and
vouchers in one system
Leverage SFS to support
agency business processes
Collaborate with vendors
with a more consistent process
Make payments atappropriate time, and save money
Deliver a best practice, end-to-end process that is
more efficient for Agencies and Vendors
Better manage transactions with
tools, visibility and reporting
6||
SimplifyRequests
Improve Purchasing through
automation and tools
Receive more timely
Pay invoices when due
Better Collaboration with Vendors
Changes support a Win-Win !
7||
• Eliminate paper forms, and separate systems
• Track progress and status of purchase requests
• Standardize process across agencies
• Simplify routine purchases
Benefits of Future Model Process:
Requests for Goods and Services
Requests
8||
Simplified Requesting –
Options for Requesters
• Used to order many items available from NYS Preferred Source and Statewide Contracts.
• The information selected is then automatically copied to the requisition.
NYS eMarketPlace
• Requester selects the item(s) they wish to purchase from a set of items tailored for their organization.
• The information selected is then automatically copied to the requisition.
Agency Catalogs
• Requester selects what they want to purchase from a user-defined list of “Favorites.”
• The information selected is then automatically copied to the requisition.
Favorites
• Requester selects what they want to purchase based on a recent order.
• The information selected is then automatically copied to the requisition.
Recently Ordered
9||
• Help manage purchasing/sourcing workload
• Dispatch orders to vendors by email
• Automate approval of purchase orders, under certain thresholds
• Carry credit card info through to Purchase Order
Benefits of Future Model Process:
Orders of Goods and Services
Orders
10||
• Enter receipts timely
• Easily view and track receipts and rejections
• Improves timely e-invoicing and vouchering
Benefits of Future Model Process:
Receipts of Goods and Services
Receipts
11||
• Manage invoices and attachments in one system
• Supports eInvoicing for better collaboration with vendors
• Create vouchers automatically from invoices
• Schedule payments when due, consistently paying vendors on time
Benefits of Future Model Process:
Invoices/Vouchers for Goods and Services
Invoices and
Vouchers
12
Case Study:
Piloting the Streamlined P2P Process
Alex DeFrancesco, SFS Change Management
Kristi Kilmartin, Office of Mental Health
13||
The Office of Mental Health is a large state agency,
employing over 13,000 staff and operating 24 hospitals.
OMH Executive Leadership embraced the opportunity to
make improvements to their financial operations.
Since Fall 2017, OMH, the BSC, SFS, DOB, OSC, and
other agencies have worked collaboratively to establish the
model process.
Key Partnership with OMH
14||
Before P2P: OMH Procure-to-Pay Business Process
Email and paper-based requests and
approvals
Duplicative buying process
Frequent purchases not
captured
Individuals receiving the
goods not entering the
receipt
Reactive receiving process
Multiple systems to manage invoice to
voucher process
15||
OMH Pilot – Participation
Goods shipped to the
actual receiving locations,
and receipts for goods
and services entered by
the receivers.
Single system used for
more timely invoice
review and voucher
creation.
Requisitions &
OrdersReceiving Invoice & Vouchers
Ease of requisition entry
for basic Requesters.
Buying activities done by
the staff with the
procurement expertise.
Currently being piloted
by a limited number of
OMH locations
Currently being piloted
by all of OMH
Currently being piloted
by all of OMH
16||
OMH Pilot - Process Improvements
Use of eMarketplace & Agency Catalogs
Entry of requisitions by basic requestors
Addition of new ship-to locations
Addition of new receivers
Use of Receipt notification to receivers
Reliance on automated matching
Goods shipped to the
actual receiving locations,
and receipts for goods
and services entered by
the receivers.
Single system used for
more timely invoice
review and voucher
creation.
Requisitions &
OrdersReceiving Invoice & Vouchers
Ease of requisition entry
for basic Requesters.
Buying activities done by
the staff with the
procurement expertise.
Setup of requestor & buyer defaults Use of new receiving
role (receipt date entry)
Use of buyer tools and auto-approval thresholds
17||
The BSC collaborates with agencies in many ways, including:
Creating Agency Catalogs
Using the BSC Buy Desk
Interacting in the Purchase Order workflow
Performing invoice reviews and approvals
Resolving voucher exceptions
Conducting vendor outreach
Collaborating with the Business Services Center
18||
Examples of Benefits & Feedback to Date
Increased user visibility into the status of purchase requests
directly in SFS.
Use of queries to monitor receipt entry, rather than printing
receipts, sending emails, or making phone calls.
Improvements in the average number of days to receive goods
and services.
Better vendor communication through the Purchase Order.
Preference to use a single system for invoice review & approval.
19||
Change Management Challenges
Challenges
SystemAccess
based on Business Process
Demonstrating
Value
Computer
Access
As-Is Process
& Culture
Training &
User
Engagement
20||
Implementing the Model Process
• Developed implementation project plan
• Built core team understanding of model P2P process
• Distributed executive communications
• Determined business process handoffs with the BSC
Plan
Design & Build
Test & Train
Deploy & Stabilize
• Analyzed current state procurement processes
• Designated agency staff to support the change initiative
• Developed strategy and planning documents
• Obtained executive sponsorship and support
• Actively engaged end users in testing and training
• Measured readiness through testing and executive surveys
• Performed targeted outreach
• Reinforced changes by communicating updated policies
• Distributed executive communications
• Monitoring adoption through transaction processing metrics
• Collecting feedback, experiences, and lessons learned
• Distributing executive communications
21||
Metrics provide insight into adoption of the model process, process
improvements, and efficiencies realized over time.
• Requisition and Purchase Order Lifecycle
• Requisition Process Dashboard
• Average Number of Days to Enter Receipts
• Invoice and Voucher Lifecycle
• Voucher Dashboard
Metrics enable OMH to identify which areas of each process need more focus,
and which locations need targeted outreach.
Metrics provide OMH with data to support more informed and insightful follow up
discussions with their locations.
Metrics help identify which locations are making consistent improvement toward
adoption, and may share valuable lessons learned.
Metrics to Support &Monitor Implementation
22||
Lessons Learned
Executive sponsorship and reinforcement
Building core team of agency subject matter experts
Demonstration of quick wins
Targeted engagement
Metrics
23
Looking Ahead:
Agency Preparation and Implementation
Alex DeFrancesco
24||
Objectives: • Build subject matter expertise of the streamlined P2P business process
within agencies
• Help agencies identify gaps between their current state P2P process and the
streamlined business process
• Prepare agencies to implement the streamlined P2P business process
Timeframe:• TBD
Attendees:• P2P representatives designated by Agency Chief Financial Officers (CFOs)
Statewide P2P Workshops
25||
Collection of project plans, templates, and reference documents, to support
agency change management activities.
• Developed based on experience with OMH and BSC.
• Posted to SFSSecure, and available to all agencies.
Agency Change Toolkit
Implementation Plans
Guide to Understanding
Your As-Is Business Process
Sample Communications
Test Scripts & Testing Tips
Frequently Asked Questions
Reference Guide for SFS Training
Material
Sample Change Readiness
Assessments
Sample Go-Live Readiness
Assessments
Sample Toolkit Components
26||
Document your current step-by-step P2P business processes.
Identify who completes purchase requests, performs buying activities,
and receives goods and services within your agency today.
Review your Locations and Ship-to addresses and identify the best
locations for goods and services to be received.
Use Receiving and other informational queries.
Use eMarketplace where possible to procure goods and services.
Identify Purchase Authorization (PA) Contracts and other item lists that
would be good candidates for Agency Catalogs.
Agency Preparation – Things to do now
27
Questions and Answers
||