At the recent SSL eInvoicing MasterClass event in Berlin, one of the topics discussed was key actions to ensure the success of P2P (the full process, including eInvoicing) projects. 5 actions were highlighted:
- Define the project scope. Some key factors to consider include:
- Are you looking at the whole P2P process, just POs, just invoices?
- Understand the gaps with the current process
- Define the key goals, setting realistic expectations
- Build your business case.
- Determine the appropriate phasing (geographical, organizational, etc.)
- Align with Key Stakeholders. Procurement and AP cannot design the P2P system in a vacuum. Collaboration is required among their functional partners, such as IT, HR, travel, treasury, legal, internal audit and risk management. These organizations may function as “channels” to end-users (e.g., a contingent labor Center of Excellence run by HR), requirement generators (e.g., treasury requirements for DPO targets), or process-support partners (e.g., IT to support P2P automation). Consider all stakeholders and reach out to gain their input and buy-in early. Arcelor Mittal suggested that having a cross functional project team for the project duration, which is closely synced with a corresponding team from your supplier.
- Develop a Communication Plan. Users panic if they don’t understand a new system and don’t know where to go for help. Over communicate to ensure that doesn’t happen. Consider ideas like establishing a help desk, department sponsors, setting up an intranet site with info. The right approach will depend on your organizational culture. And don’t forget external parties!
- Define KPIs. Select the key KPIs for your organization, considering the business case and what can be measured. Then set the measurement / assessment timeline and get tracking. Modify your program as/if necessary. Categories of KPIs to consider include Process, Discount, Compliance and Working Capital.
- Identify, Target & Onboard Suppliers. Certainly a must. Some recommendations included:
- Building an internal task force to focus on this critical step
- Effectively prioritizing suppliers based on criteria such as commodity, invoice volume and tech savviness.
- Working with a vendor with a large network and significant onboarding support
Have others found these to be the key factors as well? Any others that must be considered?