Accounts Payable (AP) has proven to be extremely effective in a shared services model but efficiencies are largely dependent on upstream supply chain processes. When leading shared services operations look for performance improvements or cost reductions in AP, they are forced to evaluate the entire P2P process to identify savings opportunities. “How P2P Fits Within an Enterprise Supply Chain” is the second topic of a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON). In this session, we focus on the key attributes of a successful P2P transformation and the role technology plays in enabling the capture of the synergies and savings associated with P2P in a shared services delivery model.

1. Copyright © 2011 by ScottMadden. All rights reserved.
How Purchase-to-Pay Fits Within an
Enterprise Supply Chain
SSON Supply Chain Learning Series
Contact: aeflores@scottmadden.com

2. Copyright © 2011 by ScottMadden. All rights reserved.
Table of Contents
 About ScottMadden
 Key Components of Purchase-to-Pay (P2P)
 P2P Technology
 Selective Outsourcing and Business Process Outsourcing (BPO)
 Future Supply Chain Topics
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3. About ScottMadden

4. Copyright © 2011 by ScottMadden. All rights reserved.
What We Do – Corporate & Shared Services
ScottMadden has been helping clients create greater value for their corporate services organizations for
nearly 30 years. Our highly efficient, collaborative teams employ measurable, award-winning methods
and deep cross-functional expertise to improve operational performance.
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Finance &
Accounting
Human
Resources
Information
Technology
Supply Chain
ScottMadden can
improve process
efficiency and
automation to
ensure accurate &
timely financial
information and
compliance.
ScottMadden
designs, builds,
and implements
HR Service
Delivery models to
ensure efficient
and effective HR
operations that
meet business
needs.
ScottMadden
helps
organizations
create
measurable IT
value by focusing
on business
engagement to
improve IT
decision making.
ScottMadden can
craft new supply
chain strategies
and deliver
improvements in
operations,
increasing the
value delivered to
customers.

5. Copyright © 2011 by ScottMadden. All rights reserved.
What We Do – Shared Services
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• Strategy
development and
integration
• Benchmarking
• High-level
business case
• Change
management
• Process
improvement/
cost reduction
• Operations/
technology
assessment
• M&A integration
• Benchmarking
• Customer and
employee
surveys
• Change
management
• Service delivery
model
• Detailed current
state, future
state, and
business case
• Sourcing model
• Organization
design and
staffing
• Change
management
• Project planning
and management
• Service/
transaction
center
• Process redesign
• Technology
design, selection,
and support
• Change
management
Our Functional Expertise
Finance & Accounting
Human Resources
Supply Chain
Management
Information
Technology
Real Estate &
Facilities
Multi-Function
Engineering Services
Administrative
Services

6. Key Components of Purchase-to-Pay (P2P)

7. Copyright © 2011 by ScottMadden. All rights reserved.
Key Components of Supply Chain
The six major supply chain functions are described below. Although there are many transactional
components within the supply chain, shared services has historically focused on the accounts
payable (AP) function.
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Performance Management
Information Management
Returns to Suppliers
Suppliers
Customers
Returns from Customers
Planning and
Forecasting
•Planned demand
•Forecasting
unplanned
demand
•Business support
tools
Strategic Sourcing
•Market and spend
analysis
•Demand
aggregation and
supplier
consolidation
•Supplier
negotiations
•Contract/supplier
management
Procurement
•Supplier setup
•PO generation
•Quotations –
price/delivery
•Order
management
•Supplier/customer
inquiries
Logistics
•Inbound logistics
•Cross-docking
(intra-company)
•Outbound logistics
•Investment
recovery
Materials
Management
•Inventory planning
and management
•Warehouse
number and
location
•Internal
warehouse
operations
Accounts Payable
•Invoice processing
•Problem/dispute
resolution
•Disbursement
Traditional Shared Services Opportunities

8. Copyright © 2011 by ScottMadden. All rights reserved.
P2P Shared Services
Transaction and non-transactional components can be considered for shared services. The value of
the work performed will determine how it is aligned within a shared services model.
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Performance Management
Information Management
Returns to Suppliers
Suppliers
Customers
Returns from Customers
Planning and
Forecasting
•Planned demand
•Forecasting
unplanned
demand
•Business support
tools
Strategic Sourcing
•Market and spend
analysis
•Demand
aggregation and
supplier
consolidation
•Supplier
negotiations
•Contract/supplier
management
Procurement
•Supplier setup
•PO generation
•Quotations –
price/delivery
•Order
management
•Supplier/customer
inquiries
Logistics
•Inbound logistics
•Cross-docking
(intra-company)
•Outbound logistics
•Investment
recovery
Materials
Management
•Inventory planning
and management
•Warehouse
number and
location
•Internal
warehouse
operations
Accounts Payable
•Invoice processing
•Problem/dispute
resolution
•Disbursement
Purchase–to–Pay Shared Services Opportunities

9. Copyright © 2011 by ScottMadden. All rights reserved.
Performance
Management
Supplier
Relationship
Management
CUSTOMERS
Suppliers
Purchasing
Departments
Line Managers
& Purchasers
P2P Shared Services Delivery Model (Example)
 Issue resolution
 Vendor performance
Tier 2
Tier 1
Tier 0
Tier 2
SharedServices
CorporateSSCOE
Procurement
Strategy
Purchasing Policy
Supplier Diversity
Program
Tier 3
Customers Service Delivery Policy & Programs
Strategic Sourcing
Accounting &
Reporting
Issue Resolution
Tier 3
 Enable portal self-service
- Invoice monitor, reporting,
policies, etc.
- Vendor portal
Assisted Support
Invoice Tracker
Automated Forms
Self-Service
Transactions
Call Handling
Issue Resolution
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Tier 1
 Build central call routing for
clients and vendors
- Interactive voice response
call routing
- Case manager issue
capture, tracking, and
closure
 Central transactions
(purchase orders, vendor
maintenance, AP, T&E, etc.)
- Automated and measured
Tier 0
Customer Account
Management

10. Copyright © 2011 by ScottMadden. All rights reserved.
Benefits of a P2P Service Delivery Model
The P2P service delivery model provides significant benefits to organizations. The focus on integrating
the entire supply chain can dramatically reduce errors and manual efforts.
 Single point of contact for procurement/payment questions or issues
 Ability to optimize supplier relationships and automate payment process
 Improved compliance, control, and service levels with vendors
 Higher visibility of procurement transactions for customers and suppliers
 Improved control over early payment discounts
 Single investment decision making for the purchase to pay process
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Reduced administrative costs to replenish inventory and procure
materials and services by 10-25%!

11. P2P Technology

12. Copyright © 2011 by ScottMadden. All rights reserved.
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One of the main issues experienced by companies that are implementing a P2P service model is a
misalignment of procurement and accounts payable activities.
 Resolving invoice discrepancies, regarding PO number or price and quantity errors, can take up as
much as 25% of the average AP department’s time. There are two main technology issues that aid in
reducing discrepancies1:
— Minimizing manual processes through the use of e-invoicing and vendor portals allows for a
reduction in invoice discrepancies
— Master Data Management (MDM) programs in relation to e-procurement can further reduce price
discrepancies in invoicing
 Most software vendors have developed e-invoicing suites that allow suppliers to submit and track
invoices electronically. This reduces the manual data entry that can cause invoice discrepancies
A Forrester Research Inc. study found that companies who combine eProcurement with e-invoicing
are twice as likely to achieve excellence in AP processing1
1Source: “Tipping Point for Procurement BPO 2011?” by Bob Booth, CapGemini, August 28, 2011
Industry Leaders
Procurement and AP Alignment

13. Copyright © 2011 by ScottMadden. All rights reserved.
Current P2P software vendors fall into two separate categories: Enterprise Resource Program (ERP)
vendors and best-of-breed vendors.
 Vendor Segmentation
— ERP Vendors
 Leaders: SAP and Oracle
— Best-of-Breed Vendors
 Leaders: Ariba, Emptoris,
BravoSolution
 Most best-of-breed solutions will bolt on
to existing ERP software platforms
 Current P2P Industry Trends
— As in most software markets, Software as a
Service (SaaS) represents the most recent
move in P2P solutions
— Business Process Outsourcing (BPO) is
another market trend, which is already widely
used in HR and finance work streams, that is
beginning to gain momentum in the P2P
market
P2P Technology and Industry Trends
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1Source: “Tipping Point for Procurement BPO 2011?” by Bob Booth, CapGemini, August 28, 2011
Source: ”Magic Quadrant for Strategic Sourcing Application Suites,” Gartner
Feb 2010

14. Selective Outsourcing and BPO

15. Copyright © 2011 by ScottMadden. All rights reserved.
There are often several determining factors for an organization to consider outsourcing. The ability to
have access to best practice processes, new technologies, and specialized skills while reducing process
costs can create a very attractive business case.
Buying
Power
Focus on
Core Business
Inability to
Retain Talent
Improve
Service Levels
Catalyst for
Change
State-of-the-Art
Technologies
Incorporate Best
Practices
Cost
Savings
Consolidate
Centers
Considerations for Outsourcing
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Transform
P2P
Category Coverage
and Expertise

16. Copyright © 2011 by ScottMadden. All rights reserved.
Industry Leaders
Purchase to Pay BPO and Strategic Sourcing
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An emerging trend in the P2P service industry is the outsourcing of P2P process functions, particularly
with regard to transactional workflow, spend analysis, and indirect strategic sourcing.
 BPO tends to follow one of two specific models:
— Process Outsourcing
 This model involves the outsourcing of actual P2P processes to a 3rd Party Provider. In the
early phases, cost efficiencies were sought by outsourcing the transactional P2P processes
such as PO creation and management, along with other financial functions such as AP
 Increased focus on strategic sourcing as a business model has led to further outsourcing
aimed at taking advantage of learned best practices. This includes the outsourcing of
strategic activities such as spend analysis and market research as these services may be
cheaper to purchase than to build
— Commodity Category Outsourcing
 Another BPO model is complete category outsourcing. Many times companies will outsource
individual categories such as travel or MRO parts to suppliers with expertise in those
industries
 BPO strategic sourcing projects tend to focus on indirect procurement because it involves
common categories for most industries, providing a higher opportunity for aggregation and
savings
1Source: “Tipping Point for Procurement BPO 2011?” by Bob Booth, CapGemini, August 28, 2011

17. Copyright © 2011 by ScottMadden. All rights reserved.
Electronic Invoice
Files
Invoice
(Paper)
Financial
System
Client
System of Record
Reporting
Invoice Status
Inquiry
Exception
Notification/Resolution
PO Matching
Coding/Approval
Payment Info
AP Info
User Info
PO/Receipts
Vendor Info
InvoiceEntry
DataExchange
Secure
Web / Intranet Access
3rd Party
Software
Selective Outsourcing – A/P Example
Organizations looking to further reduce their P2P costs will selectively outsource portions of the
process to 3rd Party Providers. Maturity of the model and level of risk tolerance often determine how
much of the process will get outsourced.

18. Copyright © 2011 by ScottMadden. All rights reserved.
Selective Outsourcing – A/P Example (Cont’d )
The 3rd Party Providers will process the invoices and manage vendors giving their clients more
time to focus on value-added activities.
Process Component 3rd Party Provider Client
Controls Enforce policies and procedure Set policies and procedures
Invoice Processing Receive Invoices (mail, file upload,
portal, etc.)
Invoice coding (when required)
Scan invoices Multi-level approvals
Data capture – initial coding Vendor maintenance
P.O. match
Workflow for approval/verification
Exception management
Simple exception processing
Support Central help desk (internal, vendors,
etc.)
Payment process
Invoice analytics 1099’s

19. Future Supply Chain Topics

20. Copyright © 2011 by ScottMadden. All rights reserved.
 Topic 3: Supply Chain Governance
This topic will explore the key building blocks of effective supply chain governance models including
decision rights, performance metrics, service level agreements, and issue escalation/resolution. We
will also present methods to create alignment across an enterprise for a consistent supply chain
strategy that clearly differentiates transactional efficiency from higher-value, strategic activities
Future Supply Chain Topics
The ScottMadden and SSON Supply Chain Series includes the topics listed below. Topic 3 is next in the
series.
 Topic 1: The Enterprise Supply Chain
 Topic 2: How P2P Fits Within an Enterprise Supply Chain
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21. For more information, please contact us
Contact Us
Andy Flores
Partner
ScottMadden, Inc.
3495 Piedmont Rd, Bldg 10
Suite 805
Atlanta, GA 30305
Phone: 404-814-0020
aeflores@scottmadden.com
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