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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:

 

  1. Define the project scope.  Some key factors to consider include:
    1. Are you looking at the whole P2P process, just POs, just invoices?
    2. Understand the gaps with the current process
    3. Define the key goals, setting realistic expectations
    4. Build your business case.
    5. Determine the appropriate phasing (geographical, organizational, etc.)
  2. 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.
  3. 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!
  4. 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.
  5. Identify, Target & Onboard Suppliers.  Certainly a must.  Some recommendations included:
    1. Building an internal task force to focus on this critical step
    2. Effectively prioritizing suppliers based on criteria such as commodity, invoice volume and tech savviness.
    3. 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?

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