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Presentation: Moving toward the perfect order by automating your procure to pay process

The document discusses the automation of the procure-to-pay (P2P) process to achieve a mature supply chain, focusing on the integration of Electronic Data Interchange (EDI) to enhance efficiency and compliance. It outlines key trends affecting supply chains, describes crucial processes like vendor management and P2P, and highlights the importance of vendor compliance and continuous improvement through metrics. The session also emphasizes the value of reduced costs, improved service levels, and the goal of achieving a 'perfect order'.

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A member of The Business Maturity Group Moving toward the Perfect Order by automating your Procure To Pay Process An in-depth look in to the PTP process as it relates to automation and EDI November 6th, 2014 You Innovation and Support Company For companies leveraging SAP solutions
a member of The Business Maturity Group Q Data SAP Supply Chain Webinar Series 3 Thursdays at 11am CST •10/29: Small Parcel Packing Exception Monitoring •11/6: EDI Automation – Procure to Pay –Striving for the perfect order from your supplier •11/13: EDI Automation – Order to Cash –Striving to present the perfect order to your customer http://www.qdatausa.com Register at Q Data USA’s website http://www.qdatausa.com/resources#upcoming
a member of The Business Maturity Group Q Data SAP EM Webinar Series http://www.qdatausa.com Viewing this and previous webinars
a member of The Business Maturity Group About the Speaker – Kevin Wilson Kevin Wilson has more than 24 years’ experience in business analysis, solution architecture, project management, solution development & implementation. 18 years of SAP experience covering supply chain, retail, utilities & manufacturing, amongst others. Business case and value engineering expertise covering multiple, integrated SAP solutions with a strategic focus on Supply Chain Management and providing visibility to the extended Supply Chain. Author and thought leader in SAP supply chain execution processes. Principle SAP Solution Engineer Q Data USA, Inc. Email: kwilson@qdatausa.com Website: www.qdatausa.com Author: “SAP Event Management SAP’s best kept secret…”
a member of The Business Maturity Group About the Company - Q Data USA •Privately held company established in 1994 •SAP centric focus, Best Practice Philosophy •Manufacturing, Distribution, Oil & Gas, Transportation, Pharma, High Tech •Methodology to Achieve Business Maturity We provide pre-go-live implementation and post go-live support services that give our clients the highest-level of Business Performance As Trusted Advisors, we are continually bridging the gap between IT and the Supply Chain By following our proven methodologies, we develop innovative solutions and concepts that ensure our clients a high degree of Implementation Maturity from their SAP (ERP) environment You Innovation and Support Company For companies leveraging SAP solutions
a member of The Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
a member of The Business Maturity Group Global Trends and Their Impact on the Supply Chain Unprofitable demand and supply synchronization –Poor visibility into customer demand, supply fluctuations & channel inventory –Demand/Supply not aligned –Escalating costs and inefficient operations Inefficient Inflexible execution –Lack of visibility & collaboration across manufacturing & logistics network –Ineffective capacity & asset utilization –Escalating transportation & logistics costs Increasing number of supply chain disruptions –Recurring supplier failure, supply shortages, and inventory liabilities –Rising number of product recalls, counterfeits, and quality issues –Increased government regulations and global trade and compliance requirements –Growing focus on sustainability and carbon and greenhouse gas emission control Increased demand and supply volatility Global pressure on margins Increased risk and compliance
a member of The Business Maturity Group Key Trends •Deliver a Supply Chain Execution platform –Single solution for all logistics needs –Provide end-to-end visibility across the supply chain •Enable Sustainable Supply Networks –Ability to set, measure and monitor performance across the supply chain –Provide end-to-end visibility across the extended supply network –Green and sustainable practices –Product traceability and recall management across the supply chain
a member of The Business Maturity Group Supply Chain Maturity Work How well are you matching supply with demand? How “real” are your supply and demand forecasts? Is your master data and system driving the execution of the process? Are all the tasks in the process being performed in a timely fashion by the correct people? Is the system doing most of the work? People How well are you or your partners performing? Are you improving? Are you addressing issues in a timely fashion? Can you measure success and failure? How are you notifying users of exceptions? How are people doing their work? In the system? Are your people empowered in their day to day responsibilities? System How well are your systems working? Are they integrated with each other? Is there one source of truth in your process? Is the process automated as far as possible? How many manual touches are made in your process? Is the solution mobile enabled? Can you access your information while not wired in? Is the system process aligned with your business process? Reporting, Information Is your organization streamlined to handle the exceptions to the process or are they maintaining the process? Are your people educated in the process? Are the users analytical in focus or custodian in focus? Is change management conducted efficiently in your organization? Are KPIs in place? Can you measure success or failure? Are the reports visible to all necessary parties? Working together towards a common goal – Scalable, Agile, Efficient, Effective Supply Chain
a member of The Business Maturity Group The value of a mature Supply Chain •The goals of a mature Supply Chain – We aim to: –Reduce the cost of the supply chain –Improve Service Levels –Collapse the Supply Chain through automation –Manage exceptions proactively in a timely fashion –Enjoy End-to-End status visibility –Reduce compliance errors from vendors –Achieve the Perfect Order –Have our work, people, system and information aligned –Decrease the “Time to insight” •To provide insightful information to the right people at the right time
a member of The Business Maturity Group Focus of this session…. • Perfect order –On Time –Complete –Free from damage •Readable format –Accurate documentation –Compliant • Vendor compliance –Eliminate gaps in the supply chain –Align people, process and system • Visibility to process and performance Cost SLA
a member of The Business Maturity Group What main processes drive the Vendor Supply Chain? 1.Vendor Management –Vendor Negotiations –Vendor Contracts –On boarding vendors –Master data capture •Vendor master •Material master •Pricing 2.Procure to Pay (PTP) –Supply and Demand forecasting –Purchase Order management •Acknowledgement –Inbound deliveries •ASNs •Goods receipt •Drop ships –Invoice Receipts –Returns
a member of The Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
a member of The Business Maturity Group What is EDI? •“Electronic Data Interchange (EDI) refers to a system providing global standards for the exchange of structured data, electronically between 2 parties” •EDI Standards were developed to document the needed business transactions –ANSI X12 and EDIFACT •Mapping – Transform to / from EDI format to / from internal format •Communication – Envelope for message delivery between 2 partners ANSI EDIFACT Description 850 ORDERS Purchase Order 855 ORDRSP PO Acknowledgement 856 DESADV Advance Ship Notice 810 INVOIC Invoice Common EDI PTP Transactions:
a member of The Business Maturity Group Why EDI? •Reduction in data capture errors •Reduction in handling costs for paper documents •Faster execution of the process –Collapsing the supply Chain – Time between the end of one activity and the start of the next activity is reduced –Reduction in Supply Chain Cycle Time Common hurdles to overcome when implementing EDI 1. Change Management – “We do it this way” 2. Cost – Time and Money to enable the functionality 3. EDI Perception: EDI is technical!!! You can only automate a GOOD MANUAL process EDI is not the silver bullet to fix your issues in the process 0% 50% 100% 2008 2013 34% 62% % EDI Adoption for Purchase Order $- $20.00 $40.00 Paper EDI $37.45 $23.83 Cost of doing a PO via EDI vs. Paper
a member of The Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
a member of The Business Maturity Group Describing the PTP Process Purchase Order (PO): •Vendor, Price, Quantity, Material •Requested Delivery Date PO Acknowledgment (Confirmation) •“Signature” of confirmation of the order. I.e. The binding agreement to delivery the correct materials, at the right quantity, at the agreed price on the required date Advanced Ship Notice (ASN) •Document that the vendor sends the customer telling them what material and quantity are being shipped •Carrier / Tracking information are also sent so that in-transit status can be obtained •Packing and Serial numbers •Becomes an Inbound Delivery in SAP Goods Receipt (GR) •Receive goods in to the warehouse against the inbound delivery (the vendor ASN) Invoice Receipt (IR) •Receive the invoice from the vendor to pay based on what was agreed on in the PO Acknowledgment
a member of The Business Maturity Group Issues Recommendations •PO has incorrect details –Master data discrepancies •Dates, quantities, terms, product •PO acknowledgments aren’t accurate •PO changes are not systemically driven –Can be untimely •Automation of the process is not a priority (EDI) –Untimely •Fully utilize the PO acknowledgement •Establish audit function –Ensure process is followed •Master Data Management –Master Data governance •Understand the financial impact of non-compliance –Quantify disruptions •Strive for fewer PO changes –More accurate demand / forecast •Automate the process –Fully utilize EDI where possible •Early warning of potential issues –Reduced customer impact –Correct timely info is reflected on the Sales Order schedule for drop ship POs •PO Changes don’t lead to “surprises” •PO Rejections are immediately re-sourced •Back-office process savings –Account Payable deal with discrepancies PTP - PO Management Process Advantages of a mature process
a member of The Business Maturity Group PTP - PO Management EDI Process Procure to Pay PO EDI Process Customer Supplier Purchase Order Process 850 855 860 865 Ack. Order Ch. Sales Order Process Ack. Process Ack. Change Order PO Order Ack. Ack. Order PO Change Order Ack. – 850 – Purchase Order • Ensure vendor compliance – 855 – Acknowledge Purchase Order (Vendor agrees to the terms and detail in the PO) • Workflow exceptions • Thresholds • Impact on SO schedule – 860 – Purchase Order changes • Change in the system drives communication – 865 – Purchase Order Change Acknowledgement • Vendor acceptance of the change • Workflow exceptions It all begins with a signed Purchase Order?
a member of The Business Maturity Group Issues Recommendations •ASN Inaccuracy –Picking, labeling, illegible, PO discrepancy •Vendor process not aligned with the customer process –Packing / Labeling -> Receiving / Put away •Ineffective PO process –Master data discrepancies •PO Changes •No automation of the process •Integration vs. Interface – Best of Breed approach •Master Data Management –Master Data Governance •Document the meaning of ASN error and ASN compliance •Understand the financial impact of non-compliance –Basis for charge-backs •Strive for fewer PO changes •Initiate formal audit process –Ensure vendor compliance –Physical audit •Vendor collaboration •Focus on exception management •Automate the process - Vendor & Carrier EDI •Receive against an ASN –Can reduce costs up to 40% •Discrepancies known earlier –Prior to goods receipt –Less customer impact •Fewer discrepancies in downstream processes –GR and AP / Invoice Receipt process •Drop ship  Can send ASN to customer •Visibility in to Vendor compliance PTP – ASN Process Advantages of a good process Why are we here?
a member of The Business Maturity Group PTP – ASN EDI Process Procure to Pay ASN EDI Process Customer Client Supplier Carrier 856 -> Dlv. Idoc 214 -> Ship Status Idoc 214 -> Ship Status Idoc 214 -> Ship Status Idoc 824 – Reject ASN Receive Product Process Shipping Status Send Status Deliver Product Process Shipping Status Ceate Inv. Receive ASN Send ASN Send ASN Process Inb. Dlv Pickup Process Shipping Status Reprocess ASN Send Status Send Status Pickup Receive Inv. Inb. Dlv Ship Product Send Inv. POD Transport Product vPO Pickup Product – 856 – Advanced Ship Notification  Full details are to be sent by the Vendor –GTIN must match shipment with ASN  Inbound delivery – 997 – Functional Acknowledgement  Reject an ASN if the structure is incorrect or required information is incorrect –Missing carton level or pallet level information – 824 – Application Advice  Communicate a functional rejection of an 856 – E.g. Unknown PO, Duplicate ASN – 214 – Tracking status messages to transact the carrier status messages to the customers ERP application  Pickup The Advanced Ship Notice is key to the receiving process  Proof Of Delivery (POD)
a member of The Business Maturity Group Issues Recommendations •Invalid charges –Freight, tax •EDI related issues –Amount discrepancies, PO mismatch –Rejections not communicated automatically •Duplicate checking •PO Cancellations •Past due invoice •No impact on Vendor compliance –Scorecard •3 way match –IR, GR / ASN, Carrier pickup •EDI automation –Carrier 214 – Pickup / POD –Invoice Receipt rejection 824 •Workflow error handling •Master data governance •Transactional data awareness – PO process •Timely IR posting –Pay within terms •Vendor performance measured –Charge backs enacted •Efficient IR posting –Less analysis required to resolve issues PTP – IR Process Advantages of a good process Why are we here? Open the way to standard and effective IR process
a member of The Business Maturity Group PTP - IR EDI Process Procure to Pay IR EDI Process Customer Client Supplier Carrier 214 -> Ship Status Idoc 214 -> Ship Status Idoc Receive Product Process Shipping Status Deliver Product Ceate Inv. Pickup Process Shipping Status Send Status Send Status Pickup Receive Inv. Inb. Dlv Send Inv. POD vPO Pickup Product Send Inv. Accounting Inv. Rec. Process Inv. Receipt 810 -> Inv. IDoc 824 – IR Rejection Reprocess IR –810 – Invoice Receipt  Parking  Invoice and CR / DR Memos –997 – Functional Acknowledgement  Reject an IR if the structure is incorrect or required information is incorrect –824 – Application Advice  Communicate a functional rejection of an 810 – E.g. Unknown PO, Duplicate IR –214 – Tracking status messages to transact the carrier status messages to the customers ERP application  Pickup, POD
a member of The Business Maturity Group PTP process – Points to note and KPIS •PO Creation –MRP – Based on Supply and Demand –Master data driven –Resources manage exceptions •PO Confirmation – May change (24hrs) –SKU, Qty, Date, Price –Decide rules •Backorders, … –Workflow Exceptions •(KPI: Confirmations without changes %, Ack’d within SLA %, Ack Errors %) •Ship product -> send an ASN (EDI 856) 1-2 hrs –Create inbound delivery •Inbound delivery date = 855 PO response schedule (KPI: Fill Rate) –Warehouse receives against the inbound delivery and not individually •(KPI: Receiving Errors, Damage %, Wrong SKUs, OTIF, Receipts without ASNs)
a member of The Business Maturity Group PTP – An understanding
a member of The Business Maturity Group PTP – An understanding
a member of The Business Maturity Group PTP – An understanding
a member of The Business Maturity Group Normalized EDI PTP process
a member of The Business Maturity Group Normalized EDI PTP process
a member of The Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
a member of The Business Maturity Group Vendor Management •No KPIs –No vendor scorecard –No visibility to vendor compliance •No confidence in the data –Redundant attributes –Run BI queries to check stock levels –Data governance •Incorrect master data entered –Parts manually entered •Need to improve vendor compliance •Does not embrace the EDI / automation culture •No visibility or transparency of process and issues to / from supplier •Major parts of the process are conducted outside of SAP •Strive towards vendor compliance (Process): –Set up vendor guidelines •EDI requirements –Communicate guidelines –Monitor, Measure  Publish •Vendor portal –Enforce compliance •Charge backs –Packing process must align with our receiving process •Labeling •Integrate rather than Interface –Use SAP where possible •Catalog, Forecasting •Data Governance –Single source of truth •Instill automation culture –Strive for EDI compliance Described Issues Recommendations
a member of The Business Maturity Group What is Vendor Compliance? 1. Shipments are: – Accurate according to our order • On time • Correct quantity • Complete – Communicated • Timely communication • Electronically (EDI) – To our specification • Communication matches actual shipment detail – Packaged correctly – Labeled correctly • Legible • In support of our process 2. Products are: – Good quality • Damage free – Correctly labeled 3. Regulations – Comply with safety regulations – Comply with social and environmental regulations – Comply with legal terms and conditions How well are our suppliers performing?
a member of The Business Maturity Group Path to Vendor Compliance Develop Guidelines •Goes in SBA •Clear and unambiguous •EDI automation requirements •Performance SLA •Chargeback agreement •Clear expectations •Determine non-compliance cost Communicate Guidelines •Accessible through Supplier portal •FAQs available on Supplier portal •Begin enforcement “culture” •Communicate cost of non-compliance Monitor, Measure & Publish •Measure compliance against the target •Communicate compliance values against target to supplier •Stakeholder visibility •Allow but track exceptions Enforce Compliance •Violation management - Chargebacks •Performance trending •KPI visibility •Vendor coaching opportunity •Revise guideline for supplier as required •Audits – Warehouse and system Normalize System and Process •Standardize SAP EDI interface / IDocs •Develop mapping templates for IDocs <-> EDI •Update vendor EDI specifications •Implement workflow error handling Normalized process Realization •Publish specifications to Supplier portal •Enable PTP process through EDI and IDocs via PI •Enable KPI reporting •Update on-boarding procedure Support process •Ensure efficient use of workflow and IDoc technology •Manage relationship with EDI service partner •Execute on-boarding procedure Compliance Support •Ensure status management is performed at EDI service partner IT Business
a member of The Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
a member of The Business Maturity Group To summarize what is needed 1.Vendor management –Instill EDI culture –Document meaning of errors –Charge backs –Collaboration 2.EDI Automation –Normalize SAP EDI PTP process •PO Ack, PO Changes, ASN, IR –New vendor guidelines –Communicate / publish guidelines –Exception management focus 3.Data governance –Vendor, Material 4.Financial impact –Non compliance 5.Receiving process –Vendor packing process aligned with DC receiving –Audit function –Receive against ASN 6.Integration –Carrier collaboration
a member of The Business Maturity Group SAP Logistics and Fulfillment Management - Innovation Optimize transportation to decrease spend, increase asset utilization, and improve customer service –SAP TM Manage all global aspects of inventory movement, including export and import compliance –SAP GTS Enable supply chain collaboration – PTP transaction collaboration, inventory movements, and asset optimization –SAP SNC PTP Status Visibility and “Track and Trace” –SAP Event Management
a member of The Business Maturity Group Next Steps •Contact us to discuss details / provide clarity  •Perform an on-site Scoping Assessment –Understanding full requirements – Match requirements with correct technology stack to address the needs –Provide high level design for architectural and budget consideration –Answer open questions around available technologies –Provide road map to implementation success  Value  •Budget -> Plan -> Execute -> VALUE
a member of The Business Maturity Group YOU SAP INNOVATION AND SUPPORT COMPANY Kevin Wilson kwilson@qdatausa.com http://www.qdatausa.com THANK YOU

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Presentation: Moving toward the perfect order by automating your procure to pay process

  • 1.
    A member ofThe Business Maturity Group Moving toward the Perfect Order by automating your Procure To Pay Process An in-depth look in to the PTP process as it relates to automation and EDI November 6th, 2014 You Innovation and Support Company For companies leveraging SAP solutions
  • 2.
    a member ofThe Business Maturity Group Q Data SAP Supply Chain Webinar Series 3 Thursdays at 11am CST •10/29: Small Parcel Packing Exception Monitoring •11/6: EDI Automation – Procure to Pay –Striving for the perfect order from your supplier •11/13: EDI Automation – Order to Cash –Striving to present the perfect order to your customer http://www.qdatausa.com Register at Q Data USA’s website http://www.qdatausa.com/resources#upcoming
  • 3.
    a member ofThe Business Maturity Group Q Data SAP EM Webinar Series http://www.qdatausa.com Viewing this and previous webinars
  • 4.
    a member ofThe Business Maturity Group About the Speaker – Kevin Wilson Kevin Wilson has more than 24 years’ experience in business analysis, solution architecture, project management, solution development & implementation. 18 years of SAP experience covering supply chain, retail, utilities & manufacturing, amongst others. Business case and value engineering expertise covering multiple, integrated SAP solutions with a strategic focus on Supply Chain Management and providing visibility to the extended Supply Chain. Author and thought leader in SAP supply chain execution processes. Principle SAP Solution Engineer Q Data USA, Inc. Email: kwilson@qdatausa.com Website: www.qdatausa.com Author: “SAP Event Management SAP’s best kept secret…”
  • 5.
    a member ofThe Business Maturity Group About the Company - Q Data USA •Privately held company established in 1994 •SAP centric focus, Best Practice Philosophy •Manufacturing, Distribution, Oil & Gas, Transportation, Pharma, High Tech •Methodology to Achieve Business Maturity We provide pre-go-live implementation and post go-live support services that give our clients the highest-level of Business Performance As Trusted Advisors, we are continually bridging the gap between IT and the Supply Chain By following our proven methodologies, we develop innovative solutions and concepts that ensure our clients a high degree of Implementation Maturity from their SAP (ERP) environment You Innovation and Support Company For companies leveraging SAP solutions
  • 6.
    a member ofThe Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
  • 7.
    a member ofThe Business Maturity Group Global Trends and Their Impact on the Supply Chain Unprofitable demand and supply synchronization –Poor visibility into customer demand, supply fluctuations & channel inventory –Demand/Supply not aligned –Escalating costs and inefficient operations Inefficient Inflexible execution –Lack of visibility & collaboration across manufacturing & logistics network –Ineffective capacity & asset utilization –Escalating transportation & logistics costs Increasing number of supply chain disruptions –Recurring supplier failure, supply shortages, and inventory liabilities –Rising number of product recalls, counterfeits, and quality issues –Increased government regulations and global trade and compliance requirements –Growing focus on sustainability and carbon and greenhouse gas emission control Increased demand and supply volatility Global pressure on margins Increased risk and compliance
  • 8.
    a member ofThe Business Maturity Group Key Trends •Deliver a Supply Chain Execution platform –Single solution for all logistics needs –Provide end-to-end visibility across the supply chain •Enable Sustainable Supply Networks –Ability to set, measure and monitor performance across the supply chain –Provide end-to-end visibility across the extended supply network –Green and sustainable practices –Product traceability and recall management across the supply chain
  • 9.
    a member ofThe Business Maturity Group Supply Chain Maturity Work How well are you matching supply with demand? How “real” are your supply and demand forecasts? Is your master data and system driving the execution of the process? Are all the tasks in the process being performed in a timely fashion by the correct people? Is the system doing most of the work? People How well are you or your partners performing? Are you improving? Are you addressing issues in a timely fashion? Can you measure success and failure? How are you notifying users of exceptions? How are people doing their work? In the system? Are your people empowered in their day to day responsibilities? System How well are your systems working? Are they integrated with each other? Is there one source of truth in your process? Is the process automated as far as possible? How many manual touches are made in your process? Is the solution mobile enabled? Can you access your information while not wired in? Is the system process aligned with your business process? Reporting, Information Is your organization streamlined to handle the exceptions to the process or are they maintaining the process? Are your people educated in the process? Are the users analytical in focus or custodian in focus? Is change management conducted efficiently in your organization? Are KPIs in place? Can you measure success or failure? Are the reports visible to all necessary parties? Working together towards a common goal – Scalable, Agile, Efficient, Effective Supply Chain
  • 10.
    a member ofThe Business Maturity Group The value of a mature Supply Chain •The goals of a mature Supply Chain – We aim to: –Reduce the cost of the supply chain –Improve Service Levels –Collapse the Supply Chain through automation –Manage exceptions proactively in a timely fashion –Enjoy End-to-End status visibility –Reduce compliance errors from vendors –Achieve the Perfect Order –Have our work, people, system and information aligned –Decrease the “Time to insight” •To provide insightful information to the right people at the right time
  • 11.
    a member ofThe Business Maturity Group Focus of this session…. • Perfect order –On Time –Complete –Free from damage •Readable format –Accurate documentation –Compliant • Vendor compliance –Eliminate gaps in the supply chain –Align people, process and system • Visibility to process and performance Cost SLA
  • 12.
    a member ofThe Business Maturity Group What main processes drive the Vendor Supply Chain? 1.Vendor Management –Vendor Negotiations –Vendor Contracts –On boarding vendors –Master data capture •Vendor master •Material master •Pricing 2.Procure to Pay (PTP) –Supply and Demand forecasting –Purchase Order management •Acknowledgement –Inbound deliveries •ASNs •Goods receipt •Drop ships –Invoice Receipts –Returns
  • 13.
    a member ofThe Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
  • 14.
    a member ofThe Business Maturity Group What is EDI? •“Electronic Data Interchange (EDI) refers to a system providing global standards for the exchange of structured data, electronically between 2 parties” •EDI Standards were developed to document the needed business transactions –ANSI X12 and EDIFACT •Mapping – Transform to / from EDI format to / from internal format •Communication – Envelope for message delivery between 2 partners ANSI EDIFACT Description 850 ORDERS Purchase Order 855 ORDRSP PO Acknowledgement 856 DESADV Advance Ship Notice 810 INVOIC Invoice Common EDI PTP Transactions:
  • 15.
    a member ofThe Business Maturity Group Why EDI? •Reduction in data capture errors •Reduction in handling costs for paper documents •Faster execution of the process –Collapsing the supply Chain – Time between the end of one activity and the start of the next activity is reduced –Reduction in Supply Chain Cycle Time Common hurdles to overcome when implementing EDI 1. Change Management – “We do it this way” 2. Cost – Time and Money to enable the functionality 3. EDI Perception: EDI is technical!!! You can only automate a GOOD MANUAL process EDI is not the silver bullet to fix your issues in the process 0% 50% 100% 2008 2013 34% 62% % EDI Adoption for Purchase Order $- $20.00 $40.00 Paper EDI $37.45 $23.83 Cost of doing a PO via EDI vs. Paper
  • 16.
    a member ofThe Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
  • 17.
    a member ofThe Business Maturity Group Describing the PTP Process Purchase Order (PO): •Vendor, Price, Quantity, Material •Requested Delivery Date PO Acknowledgment (Confirmation) •“Signature” of confirmation of the order. I.e. The binding agreement to delivery the correct materials, at the right quantity, at the agreed price on the required date Advanced Ship Notice (ASN) •Document that the vendor sends the customer telling them what material and quantity are being shipped •Carrier / Tracking information are also sent so that in-transit status can be obtained •Packing and Serial numbers •Becomes an Inbound Delivery in SAP Goods Receipt (GR) •Receive goods in to the warehouse against the inbound delivery (the vendor ASN) Invoice Receipt (IR) •Receive the invoice from the vendor to pay based on what was agreed on in the PO Acknowledgment
  • 18.
    a member ofThe Business Maturity Group Issues Recommendations •PO has incorrect details –Master data discrepancies •Dates, quantities, terms, product •PO acknowledgments aren’t accurate •PO changes are not systemically driven –Can be untimely •Automation of the process is not a priority (EDI) –Untimely •Fully utilize the PO acknowledgement •Establish audit function –Ensure process is followed •Master Data Management –Master Data governance •Understand the financial impact of non-compliance –Quantify disruptions •Strive for fewer PO changes –More accurate demand / forecast •Automate the process –Fully utilize EDI where possible •Early warning of potential issues –Reduced customer impact –Correct timely info is reflected on the Sales Order schedule for drop ship POs •PO Changes don’t lead to “surprises” •PO Rejections are immediately re-sourced •Back-office process savings –Account Payable deal with discrepancies PTP - PO Management Process Advantages of a mature process
  • 19.
    a member ofThe Business Maturity Group PTP - PO Management EDI Process Procure to Pay PO EDI Process Customer Supplier Purchase Order Process 850 855 860 865 Ack. Order Ch. Sales Order Process Ack. Process Ack. Change Order PO Order Ack. Ack. Order PO Change Order Ack. – 850 – Purchase Order • Ensure vendor compliance – 855 – Acknowledge Purchase Order (Vendor agrees to the terms and detail in the PO) • Workflow exceptions • Thresholds • Impact on SO schedule – 860 – Purchase Order changes • Change in the system drives communication – 865 – Purchase Order Change Acknowledgement • Vendor acceptance of the change • Workflow exceptions It all begins with a signed Purchase Order?
  • 20.
    a member ofThe Business Maturity Group Issues Recommendations •ASN Inaccuracy –Picking, labeling, illegible, PO discrepancy •Vendor process not aligned with the customer process –Packing / Labeling -> Receiving / Put away •Ineffective PO process –Master data discrepancies •PO Changes •No automation of the process •Integration vs. Interface – Best of Breed approach •Master Data Management –Master Data Governance •Document the meaning of ASN error and ASN compliance •Understand the financial impact of non-compliance –Basis for charge-backs •Strive for fewer PO changes •Initiate formal audit process –Ensure vendor compliance –Physical audit •Vendor collaboration •Focus on exception management •Automate the process - Vendor & Carrier EDI •Receive against an ASN –Can reduce costs up to 40% •Discrepancies known earlier –Prior to goods receipt –Less customer impact •Fewer discrepancies in downstream processes –GR and AP / Invoice Receipt process •Drop ship  Can send ASN to customer •Visibility in to Vendor compliance PTP – ASN Process Advantages of a good process Why are we here?
  • 21.
    a member ofThe Business Maturity Group PTP – ASN EDI Process Procure to Pay ASN EDI Process Customer Client Supplier Carrier 856 -> Dlv. Idoc 214 -> Ship Status Idoc 214 -> Ship Status Idoc 214 -> Ship Status Idoc 824 – Reject ASN Receive Product Process Shipping Status Send Status Deliver Product Process Shipping Status Ceate Inv. Receive ASN Send ASN Send ASN Process Inb. Dlv Pickup Process Shipping Status Reprocess ASN Send Status Send Status Pickup Receive Inv. Inb. Dlv Ship Product Send Inv. POD Transport Product vPO Pickup Product – 856 – Advanced Ship Notification  Full details are to be sent by the Vendor –GTIN must match shipment with ASN  Inbound delivery – 997 – Functional Acknowledgement  Reject an ASN if the structure is incorrect or required information is incorrect –Missing carton level or pallet level information – 824 – Application Advice  Communicate a functional rejection of an 856 – E.g. Unknown PO, Duplicate ASN – 214 – Tracking status messages to transact the carrier status messages to the customers ERP application  Pickup The Advanced Ship Notice is key to the receiving process  Proof Of Delivery (POD)
  • 22.
    a member ofThe Business Maturity Group Issues Recommendations •Invalid charges –Freight, tax •EDI related issues –Amount discrepancies, PO mismatch –Rejections not communicated automatically •Duplicate checking •PO Cancellations •Past due invoice •No impact on Vendor compliance –Scorecard •3 way match –IR, GR / ASN, Carrier pickup •EDI automation –Carrier 214 – Pickup / POD –Invoice Receipt rejection 824 •Workflow error handling •Master data governance •Transactional data awareness – PO process •Timely IR posting –Pay within terms •Vendor performance measured –Charge backs enacted •Efficient IR posting –Less analysis required to resolve issues PTP – IR Process Advantages of a good process Why are we here? Open the way to standard and effective IR process
  • 23.
    a member ofThe Business Maturity Group PTP - IR EDI Process Procure to Pay IR EDI Process Customer Client Supplier Carrier 214 -> Ship Status Idoc 214 -> Ship Status Idoc Receive Product Process Shipping Status Deliver Product Ceate Inv. Pickup Process Shipping Status Send Status Send Status Pickup Receive Inv. Inb. Dlv Send Inv. POD vPO Pickup Product Send Inv. Accounting Inv. Rec. Process Inv. Receipt 810 -> Inv. IDoc 824 – IR Rejection Reprocess IR –810 – Invoice Receipt  Parking  Invoice and CR / DR Memos –997 – Functional Acknowledgement  Reject an IR if the structure is incorrect or required information is incorrect –824 – Application Advice  Communicate a functional rejection of an 810 – E.g. Unknown PO, Duplicate IR –214 – Tracking status messages to transact the carrier status messages to the customers ERP application  Pickup, POD
  • 24.
    a member ofThe Business Maturity Group PTP process – Points to note and KPIS •PO Creation –MRP – Based on Supply and Demand –Master data driven –Resources manage exceptions •PO Confirmation – May change (24hrs) –SKU, Qty, Date, Price –Decide rules •Backorders, … –Workflow Exceptions •(KPI: Confirmations without changes %, Ack’d within SLA %, Ack Errors %) •Ship product -> send an ASN (EDI 856) 1-2 hrs –Create inbound delivery •Inbound delivery date = 855 PO response schedule (KPI: Fill Rate) –Warehouse receives against the inbound delivery and not individually •(KPI: Receiving Errors, Damage %, Wrong SKUs, OTIF, Receipts without ASNs)
  • 25.
    a member ofThe Business Maturity Group PTP – An understanding
  • 26.
    a member ofThe Business Maturity Group PTP – An understanding
  • 27.
    a member ofThe Business Maturity Group PTP – An understanding
  • 28.
    a member ofThe Business Maturity Group Normalized EDI PTP process
  • 29.
    a member ofThe Business Maturity Group Normalized EDI PTP process
  • 30.
    a member ofThe Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
  • 31.
    a member ofThe Business Maturity Group Vendor Management •No KPIs –No vendor scorecard –No visibility to vendor compliance •No confidence in the data –Redundant attributes –Run BI queries to check stock levels –Data governance •Incorrect master data entered –Parts manually entered •Need to improve vendor compliance •Does not embrace the EDI / automation culture •No visibility or transparency of process and issues to / from supplier •Major parts of the process are conducted outside of SAP •Strive towards vendor compliance (Process): –Set up vendor guidelines •EDI requirements –Communicate guidelines –Monitor, Measure  Publish •Vendor portal –Enforce compliance •Charge backs –Packing process must align with our receiving process •Labeling •Integrate rather than Interface –Use SAP where possible •Catalog, Forecasting •Data Governance –Single source of truth •Instill automation culture –Strive for EDI compliance Described Issues Recommendations
  • 32.
    a member ofThe Business Maturity Group What is Vendor Compliance? 1. Shipments are: – Accurate according to our order • On time • Correct quantity • Complete – Communicated • Timely communication • Electronically (EDI) – To our specification • Communication matches actual shipment detail – Packaged correctly – Labeled correctly • Legible • In support of our process 2. Products are: – Good quality • Damage free – Correctly labeled 3. Regulations – Comply with safety regulations – Comply with social and environmental regulations – Comply with legal terms and conditions How well are our suppliers performing?
  • 33.
    a member ofThe Business Maturity Group Path to Vendor Compliance Develop Guidelines •Goes in SBA •Clear and unambiguous •EDI automation requirements •Performance SLA •Chargeback agreement •Clear expectations •Determine non-compliance cost Communicate Guidelines •Accessible through Supplier portal •FAQs available on Supplier portal •Begin enforcement “culture” •Communicate cost of non-compliance Monitor, Measure & Publish •Measure compliance against the target •Communicate compliance values against target to supplier •Stakeholder visibility •Allow but track exceptions Enforce Compliance •Violation management - Chargebacks •Performance trending •KPI visibility •Vendor coaching opportunity •Revise guideline for supplier as required •Audits – Warehouse and system Normalize System and Process •Standardize SAP EDI interface / IDocs •Develop mapping templates for IDocs <-> EDI •Update vendor EDI specifications •Implement workflow error handling Normalized process Realization •Publish specifications to Supplier portal •Enable PTP process through EDI and IDocs via PI •Enable KPI reporting •Update on-boarding procedure Support process •Ensure efficient use of workflow and IDoc technology •Manage relationship with EDI service partner •Execute on-boarding procedure Compliance Support •Ensure status management is performed at EDI service partner IT Business
  • 34.
    a member ofThe Business Maturity Group Agenda 1.Describing Supply Chain Maturity 2.About EDI 3.The PTP Process 4.Vendor Compliance 5.Summary
  • 35.
    a member ofThe Business Maturity Group To summarize what is needed 1.Vendor management –Instill EDI culture –Document meaning of errors –Charge backs –Collaboration 2.EDI Automation –Normalize SAP EDI PTP process •PO Ack, PO Changes, ASN, IR –New vendor guidelines –Communicate / publish guidelines –Exception management focus 3.Data governance –Vendor, Material 4.Financial impact –Non compliance 5.Receiving process –Vendor packing process aligned with DC receiving –Audit function –Receive against ASN 6.Integration –Carrier collaboration
  • 36.
    a member ofThe Business Maturity Group SAP Logistics and Fulfillment Management - Innovation Optimize transportation to decrease spend, increase asset utilization, and improve customer service –SAP TM Manage all global aspects of inventory movement, including export and import compliance –SAP GTS Enable supply chain collaboration – PTP transaction collaboration, inventory movements, and asset optimization –SAP SNC PTP Status Visibility and “Track and Trace” –SAP Event Management
  • 37.
    a member ofThe Business Maturity Group Next Steps •Contact us to discuss details / provide clarity  •Perform an on-site Scoping Assessment –Understanding full requirements – Match requirements with correct technology stack to address the needs –Provide high level design for architectural and budget consideration –Answer open questions around available technologies –Provide road map to implementation success  Value  •Budget -> Plan -> Execute -> VALUE
  • 38.
    a member ofThe Business Maturity Group YOU SAP INNOVATION AND SUPPORT COMPANY Kevin Wilson kwilson@qdatausa.com http://www.qdatausa.com THANK YOU