The document discusses implementing SAP Invoice Management to improve a company's purchase-to-pay process. It provides an overview of key features of SAP Invoice Management including 7 workflow types and 29 template variants. The document also discusses selecting an optimal optical character recognition system and highlights factors to consider such as full-text recognition, learning capabilities, and pricing models. Implementation best practices are covered such as developing a business case, customizing SAP Invoice Management, and leveraging project organization tools to generate business intelligence from invoice data and realize benefits like reduced processing costs.
The relationship and communication between the CPO and CFO in any organization is critically important. In this 'must-see' presentation we review the activities of the Procure- to-Pay Process and the value that has been generated by ISS Group for the QAD community utilizing the ISSG iPurchase™ (PO Requisitions utilizing a highly Advanced Approval Workflow Engine), and iVoucher™ (AP Automation) Solutions that transform and digitize those activities, controlling Maverick spend, instilling Policies and Compliance and streamlining the entire AP department.
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP FinancialsSAPinsider Events
View this session from Financials 2015 in Las Vegas. Coming to Europe! www.Financials2015.com
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP Financials by David Cohen, EY
This session will outline and provide resolutions for the seven most common intercompany accounting challenges that companies face within the areas of sale of products, charge of services, AP/AR reconciliation, profit elimination, assets transactions, and month-end closings. By attending you will receive:
- Practical examples on the most effective ways to use standard functionality of SAP ERP, SAP BusinessObjects BI, and SAP HANA to alleviate these issues
- Examples of overcoming difficulties in implementing asset transactions across borders, such as purchase and leasing
- Alternatives to performing inter-company profit elimination
- Lessons for configuring and running your month-end close
The relationship and communication between the CPO and CFO in any organization is critically important. In this 'must-see' presentation we review the activities of the Procure- to-Pay Process and the value that has been generated by ISS Group for the QAD community utilizing the ISSG iPurchase™ (PO Requisitions utilizing a highly Advanced Approval Workflow Engine), and iVoucher™ (AP Automation) Solutions that transform and digitize those activities, controlling Maverick spend, instilling Policies and Compliance and streamlining the entire AP department.
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP FinancialsSAPinsider Events
View this session from Financials 2015 in Las Vegas. Coming to Europe! www.Financials2015.com
Overcoming the Top 7 Intercompany Accounting Challenges in SAP ERP Financials by David Cohen, EY
This session will outline and provide resolutions for the seven most common intercompany accounting challenges that companies face within the areas of sale of products, charge of services, AP/AR reconciliation, profit elimination, assets transactions, and month-end closings. By attending you will receive:
- Practical examples on the most effective ways to use standard functionality of SAP ERP, SAP BusinessObjects BI, and SAP HANA to alleviate these issues
- Examples of overcoming difficulties in implementing asset transactions across borders, such as purchase and leasing
- Alternatives to performing inter-company profit elimination
- Lessons for configuring and running your month-end close
Order To Cash - Inefficiencies and redundancies throughout the OTC cycle are an expensive affair for businesses and prevent them from turning receivable into cash.
The time might just be ripe for change in thinking when it comes to putting together an Enterprise Order To Cash paradigm in place ….. a more cohesive & comprehensive approach enabling Businesses to horn there competitive edge, unlock efficiencies, increase speed, significant cost reduction thereby have direct impact on the Top line and bottom line across the Enterprise.
Accounts payable and Best Practice Principles Automation - Sydney 2016Alexandra Khalifa
The accounts payable function has risen to prominence in recent years as a back-office after-thought that can be transformed into a useful cash management mechanism. However, recent researches have found that the majority of enterprises are still employing manual methods of invoice-processing, which has inflated both processing costs and cycle times.
How can I reduce invoice-processing costs & time? What is really new in “scanning supplier invoices”? How can accounts payable personnel work more efficiently?
If you have not found the right answer to all these questions, download the Xcellerate IT's Executive Lunch Powerpoint presentation from March 2016 to learn best practice principles within Accounts Payable and learn how some of the major organisations in Australia have already cut invoice-processing costs and time by over 90%.
Featuring Case Study from Victoria University
Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and accounts payable processes. This creates challenges such as decreased efficiency and reduced stakeholder satisfaction.
This report explores how building a procure-to-pay process with a well-defined strategy and governance can provide your company with the foundation to realize significant benefits such as reduced staffing levels, improved liquidity, and increased savings. To learn more about how to adopt leading procure-to-pay practices, contact us at info@scottmadden.com.
The published document gives overall view of OTC, is the end-to-end business process for receiving and processing customer orders. It also gives accounting and technical insight for Oracle application R12 OTC cycle.
Oracle R-12 Procure To Pay | Oracle R-12 Procure To Pay TrainingOracleTrainings
Oracle R-12 Procure To Pay enable the integration of purchasing department with account payables linking procurement process. Join for demo at Oracle Trainings.
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
Order To Cash - Inefficiencies and redundancies throughout the OTC cycle are an expensive affair for businesses and prevent them from turning receivable into cash.
The time might just be ripe for change in thinking when it comes to putting together an Enterprise Order To Cash paradigm in place ….. a more cohesive & comprehensive approach enabling Businesses to horn there competitive edge, unlock efficiencies, increase speed, significant cost reduction thereby have direct impact on the Top line and bottom line across the Enterprise.
Accounts payable and Best Practice Principles Automation - Sydney 2016Alexandra Khalifa
The accounts payable function has risen to prominence in recent years as a back-office after-thought that can be transformed into a useful cash management mechanism. However, recent researches have found that the majority of enterprises are still employing manual methods of invoice-processing, which has inflated both processing costs and cycle times.
How can I reduce invoice-processing costs & time? What is really new in “scanning supplier invoices”? How can accounts payable personnel work more efficiently?
If you have not found the right answer to all these questions, download the Xcellerate IT's Executive Lunch Powerpoint presentation from March 2016 to learn best practice principles within Accounts Payable and learn how some of the major organisations in Australia have already cut invoice-processing costs and time by over 90%.
Featuring Case Study from Victoria University
Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and accounts payable processes. This creates challenges such as decreased efficiency and reduced stakeholder satisfaction.
This report explores how building a procure-to-pay process with a well-defined strategy and governance can provide your company with the foundation to realize significant benefits such as reduced staffing levels, improved liquidity, and increased savings. To learn more about how to adopt leading procure-to-pay practices, contact us at info@scottmadden.com.
The published document gives overall view of OTC, is the end-to-end business process for receiving and processing customer orders. It also gives accounting and technical insight for Oracle application R12 OTC cycle.
Oracle R-12 Procure To Pay | Oracle R-12 Procure To Pay TrainingOracleTrainings
Oracle R-12 Procure To Pay enable the integration of purchasing department with account payables linking procurement process. Join for demo at Oracle Trainings.
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
A Webinar presented by Image Processing Systems and PayStream Advisors on challenges, opportunities and success factors in automating the approval of accounts payable, substituting digital workflow for manual, paper-based processes.
Achieving complete information governance at Belgian RailwaysStephane Haelterman
Informative session to learn how Belgian Railways developed a holistic and complete strategy for Enterprise Information Management and to integrate all unstructured information with the strucutured information across their SAP business applications and associated business processes.This holistic EIM strategy includes financial business processes as well as technical business processes. Understand implementation methodolgy, approach, the solutions and ROI achieved to reduce outage time of trains (Costs), accuracy of drawings and valid working procedures (Safety), and traceability (Compliance) of their maintenance work.
Accounts Payable Automation: Preparing Your Organization for a Digital FutureWEX
The accounts payable function at organizations is evolving, and as companies bring their AP processes into the digital future, they need technological advances to keep up, bringing them from point A to point B with more accuracy, speed, and cost-savvy. All of this and more can be done with planning and automation.
The following infographic shares statistics, facts, and tips on AP automation and modernizing your business processes for improved customer and supplier relationships, better discount capture, and enhanced visibility into business processes.
An Information Management Strategy Guide - How to combine Strategic Management and Management of Information. Guide developed with FI's in Switzerland.
How Payments Have Evolved Since the Stone Age: Conch Shells to Credit Cards a...WEX
From conch shells and stones to virtual cards and mobile payments, the payments landscape has been evolving for millennia.
This infographic highlights the important dates in payments history, from the dawn of paper money in 1861 to the introduction of the credit card nearly a century later to the rise of checking and much, much more.
Key dates covered include:
1861: To combat coin hoarding, the US government first created paper currency bills during the Civil War.
1951: The first credit card was produced by American Express
1952: Over 47 million checking accounts exist in the US, with 8 billion checks written.
1969: The first Automated Teller Machine, or ATM opens
1979: 86% of non-cash payments were completed by check, and 33 billion checks were written each year.
1990: Debit cards used in about 300 million transactions
1995: Payments by check peak at 49.5 billion
1997: Coca-Cola introduces precursor to mobile payments
2000: Checks used in 40 billion transactions
2003: Electronic payments surpass checks
2009: Prepaid and Debit Cards used in 37.6 billion transactions
2012: Less than half of American bills paid with cash.
2013: 80% of transactions cashless
If you find this helpful, give it a like! If you need help with your IT initiatives, let Kwestix (my consultancy) support you: www.kwestix.com
Information Management is a meta discipline that combines strategy, architecture, technology, and governance to get the right information to the right people at the right times to do the right things in support of an organization’s mission, vision, and values. Information Management happens at the intersection of people, process, information, and technology.
This presentation provides a simple framework for building a business case for Information Management with a focus on Strategy and Architecture. I hope this helps other information professionals move the discipline of Information Management forward in their organizations.
Pradheep Sampath On Scorecards, Measurements, Kp Is Ahma Hardlines Technolo...GXS
Pradheep Sampath spoke on the topic of Scorecards, Measurements and KPIs for B2B e-Commerce at the American Hardware Manufacturer Association annual Hardlines Technology Forum in April 2009.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
A presentation on P2P (Procurement to Pay) process usually being followed by industry.
It's part of supply chain and PPT also shows -
- how the material inflow thru P2P is being balance by material outflow thru O2C
- how the cash outflow thru P2P is being balanced by cash inflow thru O2C
Enterprise Information Management | EIM | Ulrich Kampffmeyer | PROJECT CONSULT Unternehmensberatung GmbH | Contents: 1) EIM ~ All information must be treated equal | 2) EIM ~ A self-fulfilling prophecy | 3) EIM ~ Definition still in progress | 4) From ECM to EIM ~ A functional model | 5) EIM ~ A platform and an ecosystem | 6) What’s up with EIM? | Definition: "EIM Enterprise Information Management is the comprehensive management and utilization of all information of an enterprise irrespective of location, user, author, source, application, platform, use case, format, medium, and time.
To cover this scope EIM supports, uses and unifies functional components like Social Business, Enterprise Search, Business Process Management, Data Warehousing, Business Intelligence, Automated Classification, BigData, Knowledge Management, Cloud, Mobile and Information Lifecycle Management, which surround Enterprise Content Management as the core of EIM."
It’s no secret that Accounts Payable is one of the main areas of opportunity for automation and optimization within a finance department.
In this video recap of the webinar held on 2/26/ 2019; Auxis’ RPA Consulting Director Eduardo Diquez together with The CFO Leadership Council, UiPath & Ephesoft discussed a perspective on what it really takes to optimize the end-to-end AP function, its key benefits, key technology solutions in the market, and more.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Digital World Class Performance of O2C Shared Services | Order To Cash (O2C) ...Emagia
Digital World Class Performance of O2C Shared Services | Order To Cash (O2C) Automation
https://www.emagia.com/resources/ebooks/digital-world-class-performance-of-o2c-shared-services/
Emagia Master Class 3 | Integrated Order-to-Cash (OTC) Transformation for Glo...emagia
Integrated Order-to-Cash (OTC) Transformation for Global Shared Service Organizations. Emagia Master Class 3. Automated consolidated receivables – in total and by customer from multiple ERP’s
https://www.emagia.com/master-class/
Thrive in the World of Change (Joshua May and Richard Revis, Blackline and EY)Executive Leaders Network
Delivered at ELN's Finance Leaders Event on Thursday 10th November 2022.
"Change is the only constant. No words have rung truer over the past few years.
As the world faces continuing disruption, companies can expect an accelerating pace of change and will need to build greater organisational resilience to better respond and adapt to a changing landscape.
Finance automation solutions are helping accounting and finance teams embrace change to not only improve accuracy, execute tighter controls, and decrease risk, but also focus on complex and judgemental areas to help drive strategic business decisions.
This is what modern accounting looks like: processes are automated, data is connected, and the role of auditor and accountant is elevated. The overall accounting team’s role evolves beyond executing checklists and historical reporting to include proactive analytics and a seat at the decision-making table.
After this session, attendees will be able to:
• Employ best practices, resulting in a better utilised, more efficient organisation that focuses on risk management, compliance, and data analytics
• Transform the way accounting and audit departments work by reducing manual tasks, resulting in better attraction and engagement of top talent
• Understand the power of automation and how it strengthens accounting organisations"
Miraculous accounts payable(ap) process improvement ideasInvoicera Tondon
In this highly competitive business environment, you need to be aware of account payable process mistakes and the steps that you can take to improve them.
How to Achieve Digital World Class Performance with AR AutomationEmagia
How to Achieve Digital World Class Performance with AR Automation
https://www.emagia.com/resources/ebooks/how-to-achieve-digital-world-class-performance-with-ar-automation/
Watch the recording of this session and learn how to structure a winning AP automation strategy from beginning to end. We will show demos of Intelligent Data Capture and RPA in action for invoice processing.
Studies show that top performing companies are using “touchless” (or straight-through) processing to process invoices in 1-3 days, compared to more than 15 days for the average company. This enables them to maximize discount capture and “best pricing” through spend analysis and contract management.
Every invoice that is processed in a touchless manner saves a tremendous amount of time, resources and money. Many top performing companies have implemented touchless processing and they continue to reap the benefits and improve year after year.
This 45-minute session with industry expert David Hay will discuss:
-How touchless processing can be achieved
-Process change and automation
-Collaborating with procurement to achieve touchless transactions
-Usage of cloud and mobile technologies
Client Onboarding: Effectively Managing the Client LifecycleDoxim Inc.
The first 90-120 days of your client’s lifecycle is commonly referred to as client on-boarding period. This period represents one of the best opportunities for a wealth management firm to engage with the client and maximize business opportunities. It is also represents an account administration challenge in terms of account opening, asset transfers, needs assessments and data capture. Download this presentation to discover more about:
- The 3 Stages of Client Onboarding
- Client Onboarding Best Practices
- Doxim's onboarding solution - Doxim OpenAdvantage
Visit www.doxim.com for more information.
Accounts payables with SharePoint and NintexActSolution
Paper invoices and manual processing continues to hamper many organizations accounts payable operations, keeping supplier’s in the dark and failing to give finance the visibility they need to actively manage the company’s cash position. With some automation around vendor payment information and 3 way matching let us help you drive savings through discount capture, penalty avoidance and lower labor costs while improving the speed at which your team can access payables related information.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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2. In This Session …
•
•
•
The SAP Invoice Management application is more than simply
processing invoices and paying bills
s It is the foundation into gaining real-time visibility into costs and
supplier performance
The SAP Invoice Management application by Open Text helps control
the invoice processing and helps A/P personnel simplify the
creation, management, monitoring, and routing of invoices
You will learn setup a business case and SAP Invoice Management
implementation best practice
1
3. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
2
4. Today’s Situation
•
•
•
•
•
70% of all invoices are received on paper and entered manually
15% to 30% of all invoices are incorrect and require manual follow-up
Many companies do not redesign their procurement processes and
are still receiving too many non-PO invoices
Little support for new business models: outsourcing and shared
service center
Invoice processing cost average: 12 EUR
3
5. Purchase To Pay Cycle
8
Invoice
Purch.
Payment processing
Payment processing
1
Purch. ord.
req.
Determination of requirements
? 20
10
7
6
30
Invoice verification
2
Procurement
Goods receipt
Purchase
order
3
Source determination
Vendor selection
10
20
30
5
PO monitoring
4
PO processing
4
6. Challenges of Manual Invoice Processing
Issue
Reason
Impact on Corporation
Compliance
Manual, paper-based processes and
inadequate accounts payable (AP)
process control
Limited reporting capability and negative
internal and external audit reviews
Excessive cost per invoice
Manual data entry, missed discounts,
late fees, excessive labor, duplicates
and errors, multiple follow-ups from
suppliers
Decreased earnings
Limited visibility of liabilities
Decentralized invoice receipts and
processing
Inaccurate balance sheet and working
capital
Difficulty in preparing accruals
Too much time required to capture and
record all purchases
Longer closing cycles
Inability to leverage early-payment
discounts
Random follow-up from AP personnel
and approvers, and no transparency of
workload
Suboptimal use of working capital
Poor vendor relations
Limited invoice status information, late
payments, and slow response to
inquiries
Higher prices, lower discounts, limited
negotiation, and lower credit rating
5
7. High Level Traditional Process Map … And Associated
Hurdles
Vendor
0101
0001
EDI
FAX
MAIL
MAIL
SCANNING
invoice
Mail Room
Accounting
Department
Purchasing
Approvers
reject
0101
1001
0011
FAX MAIL
contact via
phone, mail, fax
remittance
advice,
check
...
pay
Receive &
distribute
document
invoice
indexing
post and
release
invoice
park
invoice
reject
verify
invoice
approve
approve
invoice
• Must distribute documents to all involved persons (when no scanning)
• Many people in different departments are involved in processing a single invoice
• No systematic process for handling exceptions
• Documents are copied and stored several times in most organizations (when no scanning)
6
8. Common Goals for Accounts Payable
•
•
•
•
Decrease cost-per-invoice (save money)
s Reduce cost per invoice and grow volumes without adding people
s Consolidate into one central A/P processing center per country/BU
s Capture more early-pay discounts and eliminate duplicate payments
Become more efficient and effective
s Implement paperless processing (imaging) … when not already done.
s Standardize and automate follow-up and invoice issue escalation
s Move from doing busy work to analytical work and reduce errors
Increase visibility of liabilities
s Invoices not yet posted must be visible for accruals
s Provide metrics to review the entire A/P process
s Utilize metrics for root-cause analysis
s Provide information to support company and government control compliance
Improve the reputation of A/P (internal/external)
s Pay problem invoices on-time
s Streamline and automate communication with the organization
s Push invoice resolution responsibility to appropriate individuals
7
9. Soft and Hard Benefits
AP Strategic Issue
Optimized / Automated
Impact on Corporation
Excessive Cost-Per-Invoice
• Improve A/P
and buyers staff
productivity by eliminating low value
process steps (copying, e-mailing, fixing
exceptions, work associated with
duplicates, ..)
• Reduce drastically exception resolution
cycle time
• Optimized process solution ensures all
discounts are taken, payment
duplicates are eliminated.
• Increased
Limited Visibility of Liabilities
Status of digitized paper invoices and
electronic invoices are immediately
available from process metrics.
Provide early visibility to vendor issues
Number of Urgent payments
Invoices are processed accurately and
timely so that they are always paid when
appropriate (cash management
optimization)
Understand cash exposure for inprocess & problem invoices
earnings
• Enable significant staff redeployment
toward more added value tasks
(analysis for decision support,
answering customer inquiries, collecting
receivables , …)
8
10. Process Optimization
AP Strategic Issue
Optimized / Automated
Impact on Corporation
Difficulty in Preparing Accruals
Centralized controlled invoice
processing assures that invoices not yet
posted are visible for accruals
• Accruals
Poor Vendor Relations
• Late
payments are eliminated. The
“where is my money” calls are handled
promptly.
• With the utilization of the Vendor Self
Service, they are eliminated.
• Better visibility on vendor performance.
• Improved
Compliance - Inadequate Accounts
Payable Process Control
Implement system-driven process based
on pre-configured business rules
(sytematic and standardized process)
Complete audit trail available
No visibility on P2P performance
Established KPI’s & extensive reporting
available on the process
Drives accountability & enables
continuous improvement .
are determined effortless
through liability reporting
• Enabling shorter closing cycles
vendor relations.
• Procurement can negotiate improved
pricing and payment terms.
• Credit ratings improved through on time
payment.
Bottom line: Standardize and improve the business
process on basis of best practices
9
11. Build a High-Level Business Case
•
•
•
High level valuation of Soft and Hard Benefits
Identify Major project Costs
Provide
Template for
s SAP licenses
data collection
s OCR licenses
s External Services
Analyze data
„ Project and Change Management
§ SAP IM by OpenText implementation
§ Alert & Cockpit Reporting
Prepare
s Infrastructure :
Business Case
„ Server for OCR
„ Content Server for scanned invoices
„ Scanners
Present
Business Case
„ Second screen for A/P processor
s Internal Man-power
„ Business (Key users)
Propose Next
„ IT (Corporate + BU)
Steps
Calculate ROI and Pay-back period
Collect Data
Approve ?
Yes
No
End
10
12. Value Stream Map Summary (Example)
ROI_Invoices.xls is available at the following location:
http://www.ebaia.com/ROI_Invoices.xls
11
13. Payback (Example)
•
What’s the value of Hard and Soft Benefits?
s
No more vendor discounts lost or duplicate payment (if any!)
s
Better relations with vendors (…leading to better negotiations, prices, credit ratings, ???)
s
If no headcount reduction, redeployment of staff toward more added valued task (better payable follow-up, better
analysis for supporting decision making process such as Capex process or High Level Business Case
preparation)
Valuation of Productivity gains, with and without restructuring costs for activities from Booking Invoices (F33) to Filling Paper (F38)
ROI_Invoices.xls is available at the following location:
http://www.ebaia.com/ROI_Invoices.xls
12
14. Key Success Factors
•
•
•
Management support: Not just words but actual commitment and actions
Proactive Change Management for addressing impact on organizational and individual
behavior
s Redeployment of staff toward more added value activities
s Staff reduction
s Inventory Procure-to-pay process change review…as systematic structure is applied
to processes which have been unstructured and less controlled previously
s Standardization of the approval and exception processes prior to implementing SAP
IM
s Project/blueprint sign off/approval required of each stakeholder
Active participation requested from all stakeholders
s Plant Materials Management
s Plant Controllers
s Key Non-Inventory Requisitioners
s Shared Services Purchasing
s Shared Services Accounts Payable
s Regional IT
13
15. Key Success Factors (cont.)
•
•
•
Define specific expectations and target productivity for A/P staff
s Number of days to process an invoice from receipt
s Average days an invoice is parked for resolution
s Invoices/FTE
s Monthly Reporting and insight at plant/location level about processing and vendor
issues
s % of overdue invoices
Vendor communication
s Effective and repeated communication
s Define specific guidelines and procedures the vendors must follow
Wise Project tactics
s Force the use of Purchase Orders!
s Select a world class OCR technology
s Dual Monitors provided to A/P Processors improve indexing speed & accuracy…and
user acceptance
s Prior clean-up the vendor data. Remove non-active and duplicate vendors.
s Conduct extensive user testing
14
16. Key Success Factors (cont.)
•
Pilot : BU/plant location
s Plant to provide high volume activity
s Small plant included to provide feedback on more exception oriented processing
s Centralized and decentralized plant purchasing organizations
s Seasoned SAP users
s Ease of training and communication
s Local project champion identified for implementation
•
Stagger projects by BU/Plants
s Improve probability of success
s Train low cost configuration/support resources as soon as possible
s Support after go-live
•
After go-live
s Conduct metrics review meetings,
s Conduct refresher training,
s And periodically restate expectations to keep the process health
15
17. Implementation Approach
•
•
•
•
•
•
•
Project Preparation
s Planning
s Communication
s Kick-Off
Blueprint
s AS-IS workshops
s TO-BE workshops (swimlanes)
s Sign-Off
Realization
s Customizing
s Developments
s Unit Testing
s Vendor communication
Delivery
s Acceptance
s Physical Organisation
s Vendor communication
Final Preparation & Go-live
Validation of Pilot
Roll-outs
16
18. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
17
19. SAP Invoice Management – Features
•
•
•
7 workflows
s Document Process Workflow (from receiving the scanned invoice info until the
invoice is parked/posted or the document is marked as obsolete or duplicates)
s Parked PO invoice workflow (from the time a PO invoice is parked until the invoice is
posted or deleted)
s Non-PO parked invoice workflow (from the time a non-PO invoice is parked until the
invoice is posted or deleted)
s Web approval of parked invoice (from the time an invoice is sent for web approval
action until approval is completed or invoice is fully rejected)
s Blocked PO invoice workflow (from the time a PO invoice is blocked for payment until
it is released or cancelled)
s Blocked PO invoice header level action workflow (from the time that a blocked
invoice is authorized for header level action until the action is completed or when AP
sends back)
s Vendor Self Service
29 variants templates
Country Specific
18
20. SAP Invoice Management – Features (cont.)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Installation Check
Document Processing
s Document Types
s Process Types / Determination Sequence
s Business Tules
Duplicate Check
OCR Mapping to Index
Index Mapping to Invoice
Pre and post dashboard processing
PO Based Invoice
PO Parking process
Parking Reason
Pre-processing
Non PO processing
Multi-level Invoice Approval
Rejection Reasons
Role Template maintenance
Role / User management – template based
Chart of Authority maintenance
19
21. SAP Invoice Management – Features (cont.)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Index Screen configuration
Invoice Processing Plugins using BADI’s and function modules
Enhancements
User process options configuration
User Substitutes Management utility
Workflow status, DP Document & Dashboard accessible from MIR4 and FB03
Reassignment of approval invoice items
Release of invoice DB lock for approval
Mail notifications
Authorizations
Web-based Approvals (webflow) configuration
Rollout criteria
s Allowed Plants
s Allowed Document Types
Detailed invoices analytics
Test Utility
Universal Worklist Integration
End of month and year closing tools
20
22. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
21
23. OCR Selection – What Needs to be Considered
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Full-Text recognition
Handwriting recognition
Learning capabilities
Line item recognition
Customizing of business rules
Legal details recognition
Vendor multiple VAT recognition
Use of a 1-time vendor
Duplicates check
Structured communication recognition
Vendor bank accounts recognition
Integration via IDoc, RFC, PI or EMBEDDED
Allows multiple clients
Good support and maintenance
Pricing per invoice instead of per page
OCR can be outsourced!!!
SAP Crossgate
Unified Post
Certipost …
22
24. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
(MS Visio) Swimlanes is available at the following location:
http://www.ebaia.com/swimlanes_vsd.zip
23
39. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
Source code available at the following location:
http://www.ebaia.com/source_code.zip
38
40. Roles
•
•
•
The first step in creating a role is to define a role
s Roles in SAP IM are based on product codes that are defined in
SAP IM
s The following product codes are available in SAP IM:
„ 005: Document processing (DP) base product code
„ LIX: LIV based product codes (both for PO-parking and POblocking workflows)
„ PIR: Product codes for NON-PO parking workflows
Every assignment is based on the product code/role combination
s For example, to create a role called buyer in a PO parking process,
create role buyer with product code LIX
To maintain a role execute transaction /OPT/CP_9CX5
39
41. Roles (cont.)
•
•
•
You should limit the number of roles based on the swimlanes best
practice to avoid too many steps delaying the payment
As the approval occurred at the purchase and if invoice match the
purchase order, no more than the accountant should be involved
The major roles are:
s Indexer
s Accountant
s Purchaser
s Receiver
s Vendor Maintenance
s Tax Expert
40
43. Roles (cont.)
•
•
Every VIM role is based on a role template. Templates determine the
options that control how a role is resolved finally by the workflow
runtime system
The following types of templates are available:
s Key determination (Static)
s Function module role
s SAP HR org structure (Semi Dynamic)
42
44. Roles (cont.)
•
To maintain a role template, execute transaction /opt/cp_9cx2
Use custom roles
only using a
function module as
template type (copy
from existing
examples)
43
45. DP Document Types
•
•
Should be limited to 2 document types by country/BU
s MM Invoices
s FI Invoices
s Down payments
Execute transaction /OPT/VIM_1CX1
Use custom DP
document types
only (copy from
existing examples)
44
46. DP Document Types (cont.)
•
DP document type process steps sequence
Custom step
types always
start with 9##
45
47. PO Line Determination
•
•
•
Execute transaction /n/OPT/SPRO
Follow:
s LiveLink VIM Configuration Document Processing External
System Data (OCR/IDOC) Maintain PO Line Determination
Procedures
Check Function: Optionally, use a custom function module here to
determine the PO line number
46
48. Duplicate Check
•
Execute transaction /OPT/VIM_1CX5
Grp
step
Fieldname
Description field
1
1
BLDAT
Document Date in Document
1
1
LIFNR
Vendor number
1
1
GROSS_AMOUNT
Gross amount
1
1
XBLNR
Reference Document Number
2
1
BLDAT
Document Date in Document
2
1
LIFNR
Vendor number
2
1
GROSS_AMOUNT
Gross amount
2
1
XBLNR
Reference Document Number
47
49. Process Options
•
Execute transaction
/OPT/VIM_8CX2
•
•
•
•
•
•
•
•
•
•
•
BDC Action
• A BDC ID is executed if the user chooses this option.
Referral
• User can refer the work item to a target role for further processing.
Class Method
• At this point, this is not supported.
Call Transaction
• The system calls the transaction that is defined in the Transaction Code
field.
Workflow Task
• The system calls a (sub) workflow or task before continuing the process.
Select Workflow Task to define any custom post processing steps for a
given option.
Auto Action Required
• Select this check box to let the system try to post the document (create
SAP document) in background. The transaction that is called for posting
depends on the process type configuration.
Recheck Proc Type
• Select this check box to let the system try to run the business rules as
defined.
Confirm Check Rules
• Select this check box to let the system try to get a confirmation from the
user to rerun the business rules.
Confirm Execute
• Select this check box to let the system get a confirmation from the user to
execute the option.
Confirm Completion
• Select this check box to let the system get a confirmation from the user
that
Document Status
s Select the status set for the document if the option is executed
successfully
48
52. PO Blocking Process Configuration
•
•
•
SAP Invoice Management provides functionality for managing
blocked PO-invoices (based on MIRO transaction) and exceptions
therein. Invoices are blocked if they show discrepancies, for example
a price discrepancy, that prevent the invoice from posting.
The main processing concept involved in managing blocked PO
invoices is the concept of “blocking reasons”. Blocking reasons
define the overall processing of the invoice as required by the
process swimlane. Unlike parking reasons, blocking reasons are
fixed by SAP. The most important reasons are price block and
quantity.
However, the use of MRBR “Release Blocked Invoices” is more
efficient as it involves the Buyer only.
51
53. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
52
54. Which Invoice Fields Need to Be Recognized?
•
•
•
•
•
•
•
•
•
•
•
•
•
Country/BU VAT number
Document type validation based on keywords (invoice, credit note, …)
Vendor based on VAT number
Vendor invoice number
Blocking of documents with keywords like (pro forma, duplicata, …)
Invoice reference (and date) in case of credit note
Valid purchase order number
Currency validation
Gross amount exclusive VAT
VAT amount
Gross amount inclusive VAT
Negative sign for credit note detection
Co-contractor detection
53
55. Which Invoice Fields Need to Be Recognized? (cont.)
•
Detail lines extraction
s Item number
s Associated PO item number and PO number
s Vendor material number
s Your material number
s Item description
s Quantity
s Unit of measure
s Unit price
s Amount
•
Electronic invoice (separate process)
54
56. Physical Organization and Furnishings
•
•
•
•
•
•
•
•
•
•
Where to open mail
Where to receive invoices
Where to sort invoices
Where to scan invoices
Where to execute OCR validation
Where to store paper invoices (if legally required)
Barcode printer?
Quality barcode type needed
Scanner choice
PC with 2 screens or a large screen
55
57. Communication
•
•
Recurrent Letter to all vendors:
s Where to send invoices
s Your company VAT number
s Vendor VAT number
s Vendor invoice/credit memo number
s Invoice reference number when credit memo
s PO number if no invoice lines
s PO number and item on every invoice line
s Specific business rules
Internal procedures
56
58. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
57
69. What We’ll Cover …
•
•
•
•
•
•
•
•
Exploring invoice management – business case setup
Identifying SAP Invoice Management features
Examining OCR selection – What need to be considered
Understanding swimlanes shopping
Customizing tips for SAP Invoice Management
Leveraging project organization
Generating business intelligence from your invoices
Wrap-up
68
70. 5 Key Points to Take Home
•
•
•
•
•
Make use of the business case included resuming 10 years of
successful invoice management implementations
Focus on the key success factors
Speed up the SAP Invoice Management implementation thanks to the
customizing tips
Limit the number of actors and actions by applying the SAP Invoice
Management swimlanes best practice in order to keep a good SLA
Build relevant and useful analytics to help you reduce the invoice
processing cost
69
71. Resources
•
SAP Invoice Management by OpenText
s
Whitepapers and brochures
„
„
s
Swimlanes (MS Visio)
„
s
http://www.ebaia.com/source_code.zip
Invoice Management – recommended readings
s
The Invoice Reconciliation and Payment Benchmark Report
„
s
s
http://findarticles.com/p/articles/mi_pwwi/is_200701/ai_n17125651/
Accounts Payable: Strategies for Success – Outsoursing, Automating and Streamlining
„
s
http://www.apexanalytix.com/Downloads/Goods_and_Services/BVR_APPAR_JP_041105.pdf
New Accounts Payable Research Shows How Outsourcing and Automation Are Key Enablers to Success
„
s
http://www.anybill.com/system/files/Aberdeen%20IR%2526P%20Benchmark%20Report-jun06.pdf
The Strategic Response of Payables and Post Audit Recovery to Corporate Challenges
„
http://www.slideshare.net/nsprau/raapstrategiesforsuccessabvc3714
Accounts Payable Invoice Automation
„
•
http://www.ebaia.com/swimlanes_vsd.zip
Additional developments
„
•
http://www.sap.com/solutions/solutionextensions/invoice-management/index.epx
http://www.opentext.com/2/global/products/products-accounts-payable/products-opentext-vendor-invoice-management-forsap-ap.htm
http://www.businessstrategy.com/LinkClick.aspx?fileticket=Q_SHtKoA800%3D&tabid=68
Tool for setting up your Business Case
s
http://www.ebaia.com/ROI_Invoices.xls
70
73. Disclaimer
SAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned herein as well as their
respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product
and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by
SAP.
72