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How purchase to pay can support the sourcing department for genuine effective contract compliance and supplier management

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People, processes and systems all need to be aligned for effective contract management. As you well know, finding a practical way to do that is not a simple a task. In this presentation Muhammad Ayub, Head of Process Integration Global Procurement Operations at Barclays will explain how to really drive for added value and efficiency gains there needs to be better interaction and understanding between P2P and sourcing.

Understanding responsibilities of both those parties and what actively must be done, will enable smarter processes and the opportunity to capitalise on opportunities to strip out redundant tasks. Increased transparency will also enable AP to better support Sourcing in adding value to supplier management for real financial wins.

In this presentation Muhammad Ayub, Head of Process Integration Global Procurement Operations at Barclays will

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How purchase to pay can support the sourcing department for genuine effective contract compliance and supplier management

  1. 1. Roundtable: Contract ManagementHow P2P can support the sourcingdepartment for effective contractcompliance andsupplier managementSharedserviceslink.comJune 2012 Muhammad A Ayub Head of Process Integration & eProcurement
  2. 2. About Barclays• Barclays is a global financial services provider, engaged in retail and commercial banking, credit cards, investment banking, wealth management and investment management services all over the world.• With over 300 years of history and expertise in banking, Barclays operates in over 50 countries and employs more than 144,000 people.• Barclays moves, lends, invests and protects money for more than 48 million customers and clients worldwide.2 | SSL | June 2012 Barclays Plc. This document in whole or in part not to be re-used or distributed without prior approval
  3. 3. P2P & Procurement in Barclays• c£8bn annual spend, approx 85% on services.• 1m+ invoices per annum.• Shared service A/P supporting major locations, with local operations in remainder. Plans in place to migrate all to common SSC.• Multiple ERP / P2P systems – standardisation in progress.• Process / policy ownership and PO processing / support led by Procurement, invoice processing / support led by Finance. Teams co-located to support knowledge sharing and alignment.• Procurement supported by single, standard e-procurement platform for category management, eSourcing, contract management and supplier management activities.3 | SSL | June 2012 Barclays Plc. This document in whole or in part not to be re-used or distributed without prior approval
  4. 4. Key Challenges• Increased scrutiny and pressure to demonstrate savings delivery through to P&L with a clear line of sight.• Low-hanging savings opportunities have been tackled, need to work harder and smarter to sustain savings pipeline.• Savings targets increasingly dependant on supplier management activities.• Disparate systems and processes resulting in: • Inefficiency through e2e with duplication of activities and data. • Data inconsistencies – eg multiple vendor records in Procurement & A/P making reconciliation/compliance between vendors, contracts and spend extremely difficult – particularly for services spend. • Supplier discussions often dragged into focusing on operational issues / bottlenecks rather than value-add opportunities.4 | SSL | June 2012 Barclays Plc. This document in whole or in part not to be re-used or distributed without prior approval
  5. 5. Roundtable DiscussionIn your table groups, debate: • How can P2P and Sourcing tackle these challenges to drive greater efficiency and transparency through the e2e process? • What can a P2P department do to help support contract compliance and supplier management activity? • What are the key practical actions that we could take to make this happen? • Nominate a spokesperson to report back in detail • You have 20 minutes5 | SSL | June 2012 Barclays Plc. This document in whole or in part not to be re-used or distributed without prior approval
  6. 6. Conclusion and questions6 | SSL | June 2012 Barclays Plc. This document in whole or in part not to be re-used or distributed without prior approval

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