The Big Payoff: Top Payables Performance Metrics…and How to Achieve ThemThis session will examine the business case for automating accounts payable for both hard dollar savings and process improvements. You will hear about essential benchmarks across the procure-to-pay function for catalog management, order delivery, invoice processing, scanning, workflow, discounts, working capital, payments and supplier management. Participants will discuss the key performance indicators (KPIs) they are using to drive process efficiency and effectiveness and share strategies for setting targets and measuring results against stated objectives. Session participants will walk away with an actionable blueprint for successful performance measurement. Speakers:Al BarbeeGSKMark ChapmanManager, Marketing Intelligence & IT Support Entergy
enterprises see the benefits that the combination of cloud computing, enterprise apps, mobile and community can bring to their business…CFO Magazine study of global finance executives: View using Networked technologies to better discover, connect, and collaborate with their customers, suppliers, banks, and other trading partners as a top priority for agility and growth.CIO Magazine study found IT executives prioritizing investments to improve external collaboration.Research from Harvard Business Review points to inter-enterprise collaboration as THE key competitive competence going forward.McKinsey’s study on the impact of the Networked Enterprise found Networked Businesses outpace their less Networked peers in nearly every category of business performance…by a wide margin.Sources: CIO: "Increasing the Value of ERP with Cloud-Based Business Commerce Solutions," July 11, 2011CFO Research Services: "The New Deals: Why Companies Are Deepening their Alliances with Customers, Suppliers and Bankers in a Post-Recession Economy, ” April 2011.
Performance MeasurementA process for collecting and reporting information regarding the performance of an individual, group or organizations. It can involve looking at whether outcomes are in line with what was intended or should have been achieved.To Evaluate how well a public agency is performing. To evaluate performance, managers need to determine what an agency is supposed to accomplish. (Kravchuk & Schack 1996). To formulate a clear, coherent mission, strategy, and objective. Then based on this information choose how you will measure those activities. (You first need to find out what are you looking for).Benchmarking is a traditional form of performance measurement which facilitates learning by providing assessment of organisational performance and identifying possible solutions for improvements.To Improve What exactly should who- do differently to improve performance? In order for corporation to measure what it wants to improve it first need to identify what it will improve and develop processes to accomplish that.Also you need to have a feedback loop to assess compliance with plans to achieve improvements and to determine if those processes created forecasted results (improvements).To Motivate Giving people significant goals to achieve and then use performance measures- including interim targets- to focus people’s thinking and work, and to provide periodic sense of accomplishment.To Promote How can public managers convince political superiors, legislators, stakeholders, journalists, and citizens that their agency is doing a good job.Between your strategy and performance measures, you require a set of performance objectives that describe what you must do well in order to execute your strategy. Objective statements are just that - concise statements that describe the specific things you must perform well if you are to successfully implement your strategy. The objectives you create will act as bridge from the high-level strategy to the performance measures that you will use to determine your progress toward overall goals.Strategic performance measures monitor the implementation and effectiveness of an organization's strategies, determine the gap between actual and targeted performance and determine organization effectiveness and operational efficiency.Good Performance MeasuresFocus employees' attention on what matters most to success Allow measurement of actuals to targetProvide a common language for communication Are explicitly defined in terms of owner, unit of measure, collection frequency, data quality, expected value(targets), and thresholds Are valid, to ensure measurement of the right things Are verifiable, to ensure data collection accuracy
What CBS provides as a common core infrastructurePartners positively and effectively with the businessMakes us agile and competitiveLeverages advances in technology and the global marketplaceInvests in global, standard enterprise-wide solutions Has a mature service delivery capability and continuous improvement cultureTransforms the current user experience – providing joined up, easy to access and use services.
The Big Payoff - Top Payables Performance Metrics and How to Achieve Them
The Rise of the Networked Enterprise 77% increased access to 63% increased 55% knowledge marketing better effectiveness 41% information sharing 43% improved greater collaboration market across silos 24% share increased revenue 8% higher margins “ Networked enterprises are 50% more likely to have increased sales, higher profit margins, gain market share, and be a market leader. ” Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds it’s payday.” Survey of 4,394 executives. December 20102 Ariba, Inc. 2012 All rights reserved.
Process Automation AND Performance Measurement • Process automation gives top performing organizations a 92% cost savings advantage • However, technology alone is not a silver bullet… “If you do not re-engineer and measure your processes you will fail to gain the full benefits of the technology.” – Pierre Mitchell, The Hackett Group3 Ariba, Inc. 2012 All rights reserved.
Four Performance Pillars to Manage Cash Better-- $15 Million for Every $1 Billion in Spend CHALLENGE OPPORTUNITY “ Process Efficiency “ 1-for-1 60-80% cost take out – or about $1 million for average to large Payables organizations “ Discount Capture “ 2-for-1 $2 Million in discount savings for “ every $1 Billion in discountable spend Contract Compliance “ 9-for-1 $9 Million in contract leakage savings for “ every $1 Billion in spend under contract Working Capital “ 3-for-1 $2.74 Million in working capital impact for 1 days of payables extension (DPO) on every $1 Billion in spend Source: The Hackett Group 2011 P2P Benchmark Report and Ariba Results5 Ariba, Inc. 2012 All rights reserved.
Performance Management Visual Management & Metrics Performance DISCIPLINE management enables Tiered Accountability sustained service & Comms Cells improvement and PRACTICE consistent focus on excellent everyday Leader Standard Work support services & Gemba TOOLS Problem Solving & Root Causing9