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Connecting Procure-to-Pay Processes to Achieve End-to-End Integration

For most companies, the procure-to-pay (P2P) process has evolved to where upstream processes—the world of sourcing and purchasing—and
downstream processes—the world of accounts payable—are managed by different organizations and are likely disconnected at key integration
points. These disconnects drive rework, inefficiency, frustration, and overall higher costs to serve.
Inherently, business drivers are different for these two groups: “upstreamers” aim to create processes that reduce purchasing costs and deliver
goods and services in a timely manner, while “downstreamers” strive to automate high-transactional volumes, quickly solve problems, and ensure
financial controls by eliminating payment errors.
Integrating these processes in an end-to-end (E2E) fashion can deliver the
best of both worlds and provide further synergies in automation and error
reduction. This is truly a case where 1+1 can equal 3. However, different
reporting lines, strategic objectives, and operational mindsets create quite a
few challenges in organizing and operating these processes in an “E2E”
fashion.
So how do we help these two streams speak the same language? How do we
fix the disconnect and “operationalize” the P2P process to better serve the
end customer?
The first area of focus is creating alignment within a company for a defined
P2P strategy.
We encourage our clients to jointly create a P2P mission statement and define the key guiding principles that can be revisited from time to time to
ensure decisions are on track. Additionally, quantifiable metrics and targets tied to employee compensation keep organizations focused on the
right objectives.
The second area is developing an effective governance model to evaluate transformation effectiveness and address issues and obstacles as they
arise. But, what would that look like?
At a minimum, an executive governance tier is needed to help prioritize improvement opportunities, manage service level agreements, oversee
implementation progress, and deal with escalated disputes.
We believe most companies also need a second tier to address more routine tactical decisions. This could be an advisory panel, primarily made up
of leaders from the core functional areas, or internal customers within the P2P process who monitor process performance, approve process
changes, weigh in on technology investment opportunities, and arbitrate more routine departmental disputes.
As a more aggressive (and often more effective) approach, purchasing and accounts payable activities would report to one P2P manager in the
organization. This person would directly oversee the process, identify issues, and fix upstream and downstream problems without having to go
through layers of approval or asking permission for simple fixes.
The third area is a defined service delivery model that identifies your customers, your internal menu of P2P services, and leading practice delivery
channels to make the overall experience better for your customers. These are typically managers, buyers, vendors, and even government agencies.
Delivery models are typically divided into “tiers” to enable us to think more clearly about the characteristics of the work that are involved vs. the
work itself.

Work the end customer can do for themselves, like entering new vendor data into a database or checking the status of a vendor payment
through a portal, is thought of as Tier 0, requiring no finance or purchasing involvement
Transactional work, such as purchase order creation and invoice matching, is Tier 1 of the delivery model. The focus here is on automating
large volumes of work
Problem solving is Tier 2. For P2P, this usually involves addressing vendor payment questions and internal buyer process issues
Tier 3 focuses on policy exceptions or work that involves in-depth analysis. Good examples are establishing vendor discount terms and
payment process exceptions
Defining work tiers helps us more clearly align the right skills and compensation levels to the appropriate types of work. This also gives us a clear
view of where technology can play a role, such as Tier 0 portals, Tier 1 purchase order matching automation, and Tier 2 issue tracking and
management tools.
Getting P2P integration “right” offers tremendous long-term value; however, without a clear strategy, an effective governance model, and a service
delivery model that balance efficiency with the ability to differentiate and address strategic purchases, the “upstreamers” and “downstreamers” will
struggle to become more integrated.
More Information
Jerred Crosby ([email protected] (mailto:[email protected])) and Andy Flores ([email protected]
(mailto:[email protected])), partners at ScottMadden, lead the firm’s Supply Chain and Finance practices. They meet regularly to think of
ways to better coordinate these areas for their clients and often work side-by-side on engagements. Feel free to contact either of them to help you
create a P2P (or other E2E) process that will deliver more value to your end customer.

Contributing Authors
 Andy Flores
Partner and Enterprise
& Specialized Services
Leader
(https://www.scottmadden.com/person/andy-
flores/)

Jerred Crosby
Partner and Corporate &
Shared Services Practice
Leader
(https://www.scottmadden.com/person/jerred-
crosby/)

May we suggest:
Procure-to-Pay Optimization: Taking It to the Next Level

This e-book explores how to take the P2P process, one of the end-to-end solutions often implemented first, to the next level.
White Paper

(https://www.scottmadden.com/insight/procure-pay-optimization-taking-next-level/)

How Purchase-to-Pay Fits within an Enterprise Supply Chain

How Purchase-to-Pay Fits within an Enterprise Supply Chain Supply Chain Learning Series Part 2
Report

(https://www.scottmadden.com/insight/how-purchasetopay-fits-within-an-enterprise-supply-chain/)

Aligning Business Drivers Between Finance and Procurement

Aligning Business Drivers Between Finance and Procurement Making an End-to-End Procure-to-Pay a Reality
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(https://www.scottmadden.com/insight/aligning-business-drivers-between-finance-and-procurement/)
 Procure-to-Pay Process Framework

Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and
accounts payable processes.
Report

(https://www.scottmadden.com/insight/procuretopay-process-framework/)

Corporate &
Shared Services
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clients to the best decision for their unique situations. We do what we say we are going to do, with integrity, tenacity, and a genuine passion for the
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Learn more about our Corporate & Shared Services (https://www.scottmadden.com/practice-areas/corporate-shared-services/) practice area.

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