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  • 1. Global Process Ownership elevating the value of Purchase to Pay Activities Presented by Adrian Cooper – Global Process Owner 02 May 20121 C1 – Unclassified | 04 May 2012
  • 2. Content • Vodafone Background • Finance Operations Vision • Vodafone Shared Services Organisation • Vodafone Finance Operations Governance Structure • Global Process Owners Key Accountabilities • Vodafone Finance Key Performance Indicators • Electronic Invoicing • Adding Value and Benefits2 C1 – Unclassified | 04 May 2012
  • 3. Vodafone Background
  • 4. Vodafone worldwide • As at 31st March 2011, Vodafone had 371 million customers in its controlled and jointly controlled markets • 1 in 5 mobiles worldwide connected to a Vodafone network • India – largest market by customer numbers - more than 134 million as at end of March 2011 • 6 million fixed broadband customers • Evolution from pure mobile play to total communications provider4 C1 – Unclassified | 04 May 2012
  • 5. Vodafone equity and brand footprint July 20115 C1 – Unclassified | 04 May 2012
  • 6. Finance OperationsVision & Strategy
  • 7. Finance Operations Vision7 C1 – Unclassified | 04 May 2012
  • 8. Vodafone Shared ServicesOrganisation
  • 9. Vodafone shared services delivery footprint India - Ahmedabad: 1,500 FTE Hungary - Budapest: 800 FTE • International Call Centre Business • EVO: Finance Europe, Vodafone Procurement • Finance India Company, HR • Revenue assurance, credit & • Beyond EVO: IT, Supply Chain collections Management, Commercial India - Pune: 1,400 FTE • IT services • International Call Centre Business • Network services Egypt - Cairo: 2,500 FTE • EVO Finance International • Customer Operations • IT Services • 10% services to 3rd parties9 C1 – Unclassified | 04 May 2012 ca 6,000 FTE in 4 centres providing 30+ services
  • 10. Vodafone FinanceOperations GovernanceStructure
  • 11. Overall governance structure Programme strategy & scope Finance Operations Board Approval of major deliverables Coordination to Finance Operations roadmap Process Governance GPO Forum Stakeholder communications Risk & Issue Escalation Process Operating Committees Supply Chain Lust to Revenue Travel & Prioritisation of projects Management Dust Assurance Expenses Ratification of demands Accounts Setting of process roadmap Dealer Inter- Record to Commissions Company Report Payable Operations and Projects Operational delivery Project Local Shared Global Project Management Service Process Management Market Centre Owners Subject Matter Experts11 C1 – Unclassified | 04 May 2012
  • 12. Global Process OwnersKey Accountabilities
  • 13. Key accountabilities of the Global Process Owners Vision & Strategy • Sets the vision and drives the strategic direction Performance • Sets targets and KPIs to meet business requirements Management Process • Owns and drives the design, implementation and execution of documented process standardisation Standardisation Process Level • Sets and maintains process level master data within global policy Master Data Compliance • Monitors compliance and process performance Continuous • Manages and drives change request approvals and the execution of process excellence and continuous Improvement improvement initiatives Right Location • Provides input to optimise the shared services organisation13 C1 – Unclassified | 04 May 2012
  • 14. Vodafone FinanceKey PerformanceIndicators
  • 15. Current Hackett Process keys performance indicators - global Measure World Class KPI / Business Parameter World Class Vodafone Key ActionsProcess KPI Type Overall Underlying driver(s) Completion date (as at March 2012) Target Best in Class (next 3 months: Apr – Jun 2012) a. Free text PO blocks fully a. Free text PO blocking removed for DE, GH, GR, ES, IT a. April ’12 b. PO approval discipline PO raise time (6 working days) 95% 97% c. OPEX/CAPEX validation process & PO (VPC trading). b. June ’12 b. Review PO approval steps and (pilot ES) d. PO out of vendor price validity lead times. a. Carve out catalogue a. Local markets with high share of management from local a. June ’12 free text orders % of catalogue POs 80% 74% b. VPC trading 87% / local buying & markets (pilot ES) b. SCM workstreams to raise b. Tbc agency 47%. share of catalogues World Class KPI a. Create PO global exception list a. PO exception lists inconsistent b. Communication to final a. June ’12 % of transactions on PO v. non-PO 80% 97% b. Lack of discipline. vendors on no PO/no pay b. April ’12 c. FI process available. policy. c. April ’12 c. Reporting of non-compliance. P2P Standardise process for Goods Receipt First Pass Yield 95% 95% Escalations & Training. automations & escalations; training - module; “name and shame” reporting. Note: KPI measurement is not yet Paid On Time 95% 97% including effects of SCF (Supply Chain - Financing) a. Refresh “how to buy” guides in a. Lack of, or outdated, “how to relevant categories buy” guides a. June ’12 No. of orders (POs) processed xxx tbd tbd b. Asset accounting rules in b. PO granularity stream volume b. Tbc reduction & drive further CBM/local requirements. automation of processes. Vodafone Challenge Area Payment run reduction. Group Fin Ops No. of payment runs (in month) xxx tbd tbd mandating to 2 payment runs per week. - Analysis to understand vendor ‘types’ & No. of non PO vendors xxx tbd tbd focus on reducing limited use vendor. -15 C1 – Unclassified | 04 May 2012
  • 16. Current Hackett Process keys performance indicators - local market Measure World Class KPI / Business Parameter Central Northern Southern Western AMEAPProcess KPI Type VGS VPC (as at January 2012) DE NL HU UK IE IT GR ES PT TU IN PO raise time (6 working days) % of catalogue POs World Class KPI % of transactions on PO v. non-PO First Pass Yield P2P Paid On Time No. of orders (POs) processed xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx n/a Vodafone Challenge Area No. of payment runs (in month) xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx n/a No. of non PO vendors xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx n/a16 C1 – Unclassified | 04 May 2012
  • 17. Electronic Invoicing
  • 18. Electronic invoicing – zero to 700k in 18 months • CRITICAL SUCCESS FACTORS – Integration to Vodafone systems Go live with suppliers – Tax Indemnity RFP sent to in 41 countries (all – Vodafone suppliers already on their shortlist of four tax compliance platform Contract suppliers indemnified by – Partnership model signature vendor) – Commercial considerations RFI issued to eight suppliers Guaranteed 70% of targeted vendors on boarded October January April October March 2011 2012 2012 2012 201418 C1 – Unclassified | 04 May 2012
  • 19. Adding Value and Benefits
  • 20. Global Process Ownership elevating the value of Purchase to Pay Activities There are many benefits derived from what we at Vodafone are doing, you will find the top three below: • Moving from labour arbitrage to skills arbitrage • Creating a platform for deeper shared services organisation penetration into the Finance Function • Moving from Geographical support model to process support model20 C1 – Unclassified | 04 May 2012
  • 21. Questions:Contact:Adrian CooperGlobal Process Owner – Purchase to Payadrian.cooper02@vodafone.com0044 7785 665970