excellence through bpm (our experience)...2016/09/09 · excellence through bpm (our experience)...

Essel Business Excellence Services Pvt Ltd

Ebex Essel Excellence Centre

Excellence through BPM (our experience) Presentation at

4th National SS & BPM Conclave 2014 New Delhi

Nov 14th, 2014

http://www.google.co.in/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=ohrq_g7no7jkuM&tbnid=BQE_hIWBcl3MWM:&ved=0CAUQjRw&url=http://www.backboneworld.com/why-backbone/clients/&ei=slg5U_ztHsiIrQe1w4GYBw&bvm=bv.63808443,d.bmk&psig=AFQjCNFDs63OSlHC4zAfmBO1ANmNJHv42g&ust=1396353580420999

I n d e x

SL. NO. SECTION

(a) Shaping of BPM strategy through captive

(b) Execution of BPM strategy

(c) People & change management

(d) Process orientation

(e) Metrics & service orientation



SHAPING OF BPM STRATEGY THROUGH ESSEL EXCELLENCE CENTER (CAPTIVE)

Section 1

Objectives for Ebex

EEC has been set-up to act as the kernel to support multi-fold growth projections of the Essel group companies

To achieve Business Process Excellence through standardised, automated group level Processes

To free up Management Bandwidth for business development & growth

To provide MIS/Dashboard support for quick and informed decisions and business performance reviews

Cost-efficiency through Process-efficiency



EEC is a strategic asset for the Essel group

Essel Group’s Corporate Strategy is driving the Global Business Service Strategy for its media Business. • Strategic partnership to businesses – Business Plan alignment • To derive economies of Scale - synergic benefit of group’s combined strength & negotiating power • Transformation - from individual- driven to process- driven organization • Knowledge Sharing - To facilitate talent & Knowledge sharing within the Group • SAP Optimization & Enhancement – To exploit SAP capabilities as true ERP Solution with better ROI



Service excellence through EEC will lead to multiple benefits for the group and individual group companies

Strategic Benefits

Optimise Cost

Improvements in Efficiency

Service Excellence Centre

Main benefits to ESSEL Group

• Elimination of labour & overhead

duplications

• Reduced per unit labour and

overhead costs

• Process standardization

• Process reengineering

• Well-defined performance

metrics

• Leverage technology

• Consolidation of Org Structure

• Scalability

• Improves decision support

• Enables management to focus on

business issues

Key Benefits will be at three different levels



Service excellence in support functions has been identified to be a crucial enabler for Vision 2020

Non-centralised processes

SAP Implementation in all major entities

Individual entities following their own processes

Minimal technology enablement to achieve

better service levels

Centralisation of processes

Centralisation of services in key support

functions

Processes continue to be customised to

historical standards for each entity

Focus on learning from good practices within

the group and exploiting synergies

Standardisation

Standardisation of processes across

entities

Common resources to support processes

across entities

Technology support and economies of

scale on transaction processing to be

exploited

Process improvement

Focus on automation,

streamlining of processes

Minimise hand-offs

Service Excellence

Improved efficiency and service levels

Take on more business partnering

services


2013

2016


EEC will play an active role in business decision support

Decision Support

Control

Reporting

Data & Transaction Processing

Decision Support

Control

Reporting

Data & Transaction Processing

Centralisation and process

improvement will drive further

economies of scale

Focus on business partnering role

Bandwidth freed up for controller role

Traditional Paradigm of an entity F&A function Targeted Paradigm



Entities and functions covered in scope of EEC


Finance & Accounts HR & Admin IT Commercial



EEC: Business Case development process


• Candidacy of entities, functions, processes and sub-processes were determined during assessment phase

• Volume analysis, FTE analysis, current baselines were determined • Correlation between business volume and transaction volume was

established • Future FTE projections were established based on correlation and

future business growth projections • Efficiency gains from centralisation, standardization, simplification

and automation were factored into the FTE projections • Costs for 728 FTE were calculated and added to infrastructure costs

(technology, physical infrastructure) for two locations • Location - Noida was selected from above analysis as EEC hub

location • NPV analysis was then carried out and a three year pay-back period

was established


Certain benefits were deliberately kept out of the business case for reasons of simplicity


• Savings from manpower rationalisation in year 1 • Common procurement efficiency • Opportunity cost of freed up office space at businesses • Business process standardization & efficiency can lead to

faster saving and Business Growth


Noida was selected for EEC location


Parameter Gurgaon Mumbai Noida Pune Rationale

Proximity to HQ Medium High High Low Proximity to HQ can

improve management control

Current employee concentration

Low High (%) High (%) Low High employee concentration will lead to less relocation cost

Change Management High Low Low High Efforts required for CM

Labour cost (INR lakhs p.a.)

1 2.81 2.65 2.36 2.24 Lowest labour rates

Attrition

High (20%) High (30%) Medium High (20%) Continuity and experience that leads to better quality

Office rental costs (INR/sq. ft.)

59 60 - 290 54 35 – 50

Resource availability

High High High Medium Existing pool & high availability of resources


The governance for EEC is defined at three levels strategic, tactical and operational

Group level / leadership oversight structure (Leadership Board – Chairman, vice chairman, MD, CEO and group CFO) ensuring EEC operates with appropriate mandate and direction • Providing strategic direction / priorities (mid-to-long term) • Set business targets and review performance like any other group entity • Decisions around investments from the group

Function, entity oversight structure providing EEC with guidance for the mid-

term in their respective areas (Functional Board – CEO, CFO of 5 listed entities) • Provide function and entity specific changes in requirement • Review performance against service levels • Review performance of EEC against committed service levels • Priorities identified process improvement, cost management opportunities

On-going oversight structure for effective day-to-day interactions involving all

areas of service (Operational Board – CFOs, HoDs of group’s 5 listed entities) •Maintain ongoing relationship (entity / function – EEC) •Respond to specific customer requests / inquiries •Manage issue resolution

Tactical

Operational

Strategic



EXECUTION OF BPC STRATEGY Section 2

82% of F&A tasks were found to be common


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

ZLL

ZNL

Dis

h T

v

Siti

Cab

le

Oth

ers

AP AR BC CO Payroll Fixed Assets

Process Deviation

No Deviation Slight Deviation Huge Deviation

•- ZEEL processes have been used as a baseline for this assessment


87% of HR&A processes were found to be common


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti

TA L&D TM HRO Admin

Process Deviation

Low Medium High

•- ZEEL processes have been used as a baseline for this assessment


Rationale for process split

• Decision making steps in a Process are retained with organisation

• Process compliance requiring business interactions was moved to EEC spoke (business interface office)

• Process compliance not requiring business interaction was enabled on workflow are moved to central / hub location at EEC



Process Transition Approach adopted


• All processes are moved to Ebex at the same time

• Good approach for simple, small volume process (groups of processes) migration

• Processes are moved to the Ebex one by one, over a period of time

• Limited risk of business & process destabilization

• All processes for a particular entity to be moved at a time, followed by the next entity

“Big-Bang”

Process by Process

By Entity


Process Rollout – Phasewise

Ebex Essel Business Excellence Services

6

Phase I Phase II Phase III

• DMS

• Procure to Pay

• Payroll

• Order to Cash

• Travel & Expense

• IT

• Fixed Assets

• HRIS

• Sourcing &

Screening

• Hire to Retire

• Learning & Develmt

• Record to report

• MIS

• Admin

• BI/BO/Analytics

• CoE – Taxation

Services

• CoE – IT Services

• CoE – Legal Services

• CoE – Financial

Services

• CoE – Marketing

Services

Business Process Management Center of Excellence


Process - Workflows Modules Procure to Pay (P 2 P ) Costs

Order to Cash (O 2 C )

Revenue

Doc Mgmt System (DMS)

Travel & Expense Portal HRIS

Record to Report

Vendor Data Base Maintenance

Customer Database Maintenance

Doc Collection Centres at Locations

Travel Requisition & Approval

Man Power Planning & Budgeting

Maintaining Chart of Accounts,Journal Entries

User Request & Approval

Sales contract/RO Processing

Sorting and Batch making Fare Check, Travel

Booking, Modification & Cancellation

Sourcing & Screening, Data bank management

Fixed Assets, Depreciation,Disposal, Write Off Accounting

PR Generaion in SAP Invoice generation &

Distribution Barcoding & Scanning Travel Confirmation Shortlisting & Selection

Sub Ledger Closing & Reconcilation

Vendor Portal Mail room Functions,

DMS Quality Check Travel expense Claim Hire to Retire Month End GL Closure

PO Generation on Vendor

Collection Process, Banking

Indexing and Meta data capture

Travel Report Performance Appraisals MIS Reporting, B/sheet, P&L Variance Analysis

Mailroom Functions, DMS

Query & Dispute Management, Cr.Note

process

Workflow Integration with other Processes

Travel Expense Checking &

Reimbursement Module

Payroll, Perqs, Entitlements , Exp

Reimb. & F&FS

Book Closure, Finalisation & Audits,

Board Pack

Processing Invoice (PO, Non PO, T&E claims)

A R function, Bill Matching, Bank Reco, Chq retd trigger, AR to

GL Reco, MIS

Cartoning and Temporary In Hs. Storage

Travel Bill Processing, Crdit Note Adj.

Attendence & Leave Integration

IFRS/INDAS Reporting

Account Payable, Payment Runs

Analytics , Audit Trail on Rev Assurance

Physical Storage - External

Payment to Vendors for Travel, Hotels, Car Hire

etc

Statutory Compliances and audits

Tax Return Support

Post Payment Reviews, reconcilations

Exception Handling Archieval, Retrieval Learning &

Development Compliance &

Governance Tracker

Query Resolution Destroyal HR Analytics & MIS BI/BO/Analytics and Dashboard Support

Query Resolution

20

Jan 14 Feb 14 Mar 14

Apr 14 May 14

June 14

July 14

Aug 14

Sep 14 Oct 14

Nov 14

Dec 14

Jan 15

Feb 15

•Common Procurement •P2P •Travel & Expense •Payroll •O2C •MDM •Fixed Assets

• Record to report • GL & Book Close, Audit • Statutory Compliance and Reporting • Talent Sourcing and Screening • HRMS Administration • Admin related activities

Overall implementation plan for EEC


Sep 13

Oct 13

Nov 13

Dec 13

Jan 14

Feb 14

Mar 14

Apr 14

May 14

June 14

July 14

Aug 14

Sep 14

Oct 14

Nov 14

Sep 14

Oct 14

Assess phase Infrastructure

readiness

To-be process design, tool development, implementation

Steady state


PEOPLE & CHANGE MANAGEMENT Section 3

Functional HoDs

• Resistance came at two points in our journey – first during process transition; second at the time of personnel transition

• Rationale was explained for Ebex and process split

• Benefits were debated and explained

• Operational concerns around SLA, staff under-availability during transition were addressed

Individual employees

• Communication and change management workshop were conducted for all employees by level and location.

• Concerns around job security, marketability, career enhancement, working environment, L&D opportunities, brand association, thrust on excellence were addressed


Resistance to change came at two levels – HoDs , employees


Communication strategy adopted for change management


Channel Target Audience Message Objectives Owner

Communication Workshop

Top Management; Function Heads

Vision; Mission; Benefits; Way Forward Gain Buy-in Ebex Sponsor

Process workshop

Process Owners Control over key processes still retained by the individual

Heads; only transaction based work moved to SEC

Open House Forums

Functional Staff

SEC is the way forward How are things going to change ("What does the SEC mean

for me?") Top Management commitment to the programme

Build confidence Drive awareness

and motivation

Functional Heads

HR Ebex sponsor

Email Communication , Monthly news Letter

Middle Management and functional staff

First communication to all entities, employees Continued commitment from Top Management on making

the SEC programme a way forward Everything going as per plan; what to expect next Great opportunity for SEC staff to provide a real push to

their respective careers

SEC is the way forward

Motivate and engage staff

Functional Heads

Program Lead

Entity wise SEC Workshop

Ebex Identified staff

Reinforce the key messages provided in the workshops with functional Heads

Events/Competitions to raise awareness?

Confirmation from everyone ready to move and address any concerns

Ebex sponsor HR

Email communication

Ebex staff Individual to role mapping Communication of people mapping to function heads JDs for identified role

Role description

Ebex sponsor Ebex

functional heads

Training workshops

Ebex staff

Re-skilling for the SEC and Entity employees on modified processes

Explaining the procedure for coordination and process Technology training Identify future training requirements based on need

SEC processes and workflow

Ebex sponsor Ebex

functional heads


Functional organisation structure on go-live

Ebex CEO

Function head

Process head 1

Team Lead 1.1

Team Lead 1.2

Executive 1.2.1

Executive 1.2.2

Function head

Process head 2

Team Lead 2.1

Team Lead 2.2

Executive 2.2.1

F&A Head / HR Head / Commercial - 4

Accounts Payable Head / HR Ops Head / Category Head - 21

Invoice Verification Team Lead - 85

Programming invoices / East zone invoices - 190



Span of control was changed from 1:7:9 to 1:6:12 during

implementation


CFO/Financial Controller

Manager

Executive Executive

CFO/Financial Controller

Manager

(Level 1)

Manager

(Level 2)

Executive

(Level 1)

Executive

(Level 2)

ZEEL ZLL ZNL Siti Dish

L3 (M7 AND ABOVE)

1 1 1

L2 (M4 – M6)

5 1 3 1 8

L1 (E TO M3)

3 9 7 11 6

Indicative As Is F&A Span of control


Job rotations and certifications

• Option of role change / job rotation every 6 months • Mandatory 3 different roles

• At least 1 stint in a different sub-process

Executive (Years 1, 2)

• Mandatory 8 months in area of focus • 4 month stint in a different sub-process

• Process- related certification

Sr Executive (Year 3, 4)

• Mandatory 6 month stint in a different process • Work with different teams

Team Lead (Year 5, 6)

• Mandatory 3 month stint with “Process Improvement team”

• Support for 6 sigma certifications

Process Lead (Year 7)



PROCESS ORIENTATION Section 3

Ebex has documentation for all in-scope processes

1. Standard operating procedures 2. Process maps 3. Metrics and dashboards 4. System requirements specification document 5. Test cases and results 6. User training documentation 7. System training documentation 8. Job descriptions



Ebex structuring and Charge Back mechanism


EEC

ZEEL

ZLL

ZNL Siti

Dish

Fixed Fee proportionate basis

existing support cost outlay of each entity

Fixed Fee basis volume of transactions/number of FTE

per function

KPI linked fee basis SLA/OLA sign-off


Thank you!



Detailed Functional Scope


*: excluding study of core business applications such as SMS, BMS, RMS, etc. **: Insurance Management will study process feasibility of transaction processing

related to claims processing


Business Case Comparison between As-Is and To-Be costs (1 of 2)

HR costs •As-Is - Current Salary Cost of HR personnel •To-Be - Additional hiring at 10% of SEC strength for service desk staff, process improvement specialists, replacement for non-transferable staff

•Relocation costs and severance costs assumed to be zero

Manpower costs

•As-Is - Salary costs are based on •individual salaries wherever available •average salaries for the grade (entity and function specific) in all other cases

•To-Be - Salary costs are based on •Rationalisation across functions and levels based on existing group entity salaries

•Wage inflation = 10%

Implementation costs

•To-Be - Consulting and project management costs

•To-Be - Training and development costs: 510 users * 5 days of training each @ INR X/day



Business Case Comparison between As-Is and To-Be costs (2 of 2)

Facility costs

•As-Is - Facility costs are based on a weighted average of office rental rates for the existing office locations

•To-Be - costs are based on rentals: •Noida = INR XX/sq. ft. •Per user office space requirement = YY sq. Ft.

•To-Be - 6 months rent as security deposit (refundable, but included as part of one time cost)

Technology costs

•To-Be - Document Management System + Workflow (Software + Hardware)

•To-Be - Technology Implementation cost

•To-Be - The IT operating expenditure are based on •Per user cost (Workstation + Desktop s/w + AMC ) X No. Of users •SAP license cost per user X No. Of acquired Licenses

With optimization on the To-Be Salary Costs, the break even period came out to be somewhere under3 operational years with an NPV of about a couple of hundred millions for profits from next 5 operational years



EEC will publish standard reports before each of the governance meetings

Ebex Leadership Board (Quarterly)

Ebex Process Leads

Stra

tegi

c Ta

ctic

al

Op

era

tio

nal

Functional Board (Monthly)

HR

IT

Audit

Ebex Head

As

Nee

ded

Co

mm

un

icat

ion

Others

Ebex Function Leads

Operational Board (Weekly)



Process Candidates


F&A HR & Admin Common Procurement

IT

SEC Processes

•Accounts payable •Accounts Receivable •Payroll •Bank and Cash •Master Data Maintenance •Book Closure •Audits & Statutory Compliances •MIS & Reporting •Taxation services

•Sourcing & Screening •Training logistics •Full and Final Settlement •HR Compliance •Admin •Time and Leave Management •HR MIS

•Vendor Management •Vendor Quotation Creation •Vendor Negotiation and Selection •PO Creation •Commercial MIS Reporting

•End-user support • IT Infra Management • IT Asset management • IT Security •SAP and Common Applications •Hardware (Server) monitoring

Business Retained

Processes

•Corporate Finance •Finance Planning & Strategy •Fund Management •Budgeting •Controls & Approvals •Performance Review •Tax Advisory •Treasury Management

•Manpower planning •Role definition (JD) •Selection and Offer • Induction •Probation and Confirmation •Talent Management •Office Administration •Training Execution

•PR Generation & Approval •GRN Creation •Business specific procurement

•Business specific IT project development


Technology tools have been identified to sit on top of SAP

Technology Features

Document Management System (DMS)

•Accessibility over intranet •Template based user access control •Usability across functions with ERP integration •Document retention and ageing •Platform Independent •Document viewer and annotations

Workflow

•Ease of process and role definition •Automation of information flow •E-mail support interface •ERP and DMS integration

BO/BI Tools •Automatic Report generation through ERP integration

Travel and Expense Portal •Travel and Expense Portal for seamless request processing across entities

Internal Portal (HR/Job)

•Tools to electronically track acknowledgement of policies and other critical information •A single portal to manage employee information •Pre-Structured HR Site for forms, policies and checklists; Streamline day-to-day activities;

Vendor Mangement Portal

•Common database for vendors to be maintained between the commercial teams; Category-wise divisioon of vendors; Periodic vendor assessment; Vendor retention and ageing; Vendor Comparison



Process transition had been tightly monitored

Process transition had considered the following aspects: 1. Creation of future state process documentation 2. Training of staff on future state processes 3. System training for staff on new platform 4. System and process training for internal clients, approvers

on process and new system 5. Agreement on transition state metrics based on As Is

baseline with the HoDs 6. Communication to all stakeholders about the change in

process and tool 7. Regular reporting of metrics to the stakeholders on

performance during transition



Risks Identified

Work stream Affected

Risk Description and Cause

Impact Mitigation plan

Process Design Overlap of process workshops with period-end process cut-offs

Medium Initiated process design while planning for the process workshops. Conduct first round of workshop for payables and common procurement by April 4

th

Change management

Potential disruption of F&A and HR activities immediately after the relocation of the teams to the new office

Medium Measures including: Daily transfer of documents, frequent shuttles between the locations, HoD cabins at the new locations

Change management

Employee/HoD concerns about transition of people may lead to reduced cooperation from the Mumbai entities

Medium Higher level of engagement with Mumbai HoDs. More active role for HR.

Process Design Lack of consensus among the entity CFOs on the split of processes between SEC and Retained function

High Review the reasons for such differences and address these as required. Seek Leadership Board (Steering Committee) support to resolve pending issues.

Change management

Delays in arriving at a final list of employees to be transitioned to the SEC / new office in Noida

Medium Initiate discussions with CFOs on specific resources required for the SEC. Introduction to SEC concept for all relevant staff.

Change management

There has been no formal communication to all affected employees (SEC & Retained)

High Communication and change management workshops for all employees by level and location covering employee concerns about job security, marketability, career enhancement, working environment, L&D opportunities, brand association, thrust on excellence

Technology Timelines for Technology implementation may get delayed due to delay in SRS signoff

Medium Work with vendor to ensure the SRS sign-off is completed before XX



Sample DMS Process Maps

Document Collection and Scanning

Cen

tral

Bill

Des

k (S

EC)

Mai

lro

om

(Lo

cati

on

s)M

ailr

oo

m (

SEC

)

1.7.3Is the scan of sufficient

quality and are all details available

1.7.5Is fresh document

requiredYes

No

Yes

Workflow

1.7.6Request fresh document from vendor/employee

with reason for rejection

Workflow1.7.4

Reject scan with appropriate reason code:

R1: Poor scan qualityR2: Document details

missing

Workflow

1.7.7Confirm for archival and

enter document identifier details

Workflow

1.7.2Scan (A4 Size)

and upload document

No

Workflow

1.7.2Scan (A4 Size)

and upload document

Document accepted (basic

check)?

Document accepted (basic

check)?

No

Manual

Attach Barcode. Hand over counterfoil

Manual

Attach Barcode. Hand over

counterpart to employee.

Workflow

Indicate supplementary

documents received on the checklist

Workflow

Indicate supplementary

documents received on the checklist

Mail/Courier/Vendor Portal

1.7.1 Receive document from

vendor

Courier/Handed Over

1.7.1 Receive Document

Manual

Sort by entity and PO/non-PO

Manual

Sort by entity and PO/non-PO

Yes

Yes

Packeting

Courier/Handed Over

1.7.1 Receive Document

Workflow

Enter document identifier details and initiate work

item

No



Workflow tool has been configured for reporting

1. Workflow tool is capable of reporting TAT, accuracy at a step level

2. Metrics and dashboards have been devised to capture performance on both SLAs and OLAs

3. MIS packs are shared with the relevant audience as per the governance structure

4. Three level governance structure is used to discuss issues related to performance at different levels

5. Helpdesk feature of workflow, bolt on HR tool and IT helpdesk are used for tracking day-to-day operational issues



Main areas of process improvements

1. Standardization and simplification of processes across media group entities

2. Reduction in manual entries, duplication, hand-off points with automation through tight integration of SAP and workflow tool

3. System checks and controls (like SAP budget checks) 4. Visibility and transparency (status of any ticket highlighting

where it is stuck) 5. Elimination of paper flow in the system through scanning,

mailroom 6. Seamless integration of SAP, custom applications and

workflow tool 7. Clear roles and responsibilities for every task and step 8. Automated reporting and escalation

Ebex

Essel Excellence Centre


METRICS AND SERVICE ORIENTATION

Section 5

Workflow is configured to auto generate metrics

1. Metrics have been identified at a sub-process level and workflow has been configured accordingly. Tool has capability of measuring performance at every step.

2. As Is metrics were captured at the time business case and transition state metrics were agreed with businesses with a relaxation of about 20% for the duration of transition.

3. Metrics are published at agreed frequency as per the governance framework and discussions are focused on improving the metrics

4. Steady state service levels have been agreed within 90 days of go-live. SLA, OLA are tracked and published at agreed frequency.



Metrics Mapping

Subprocess Metric Type Metric Units

Creation of project code Cycle Time Workflow trigger - submission to CFO Hours

Creation of project code Cycle Time Approval - Code creation Hours

Budget upload on SAP Accuracy Number of cases where budgets are not received on time %

Budget upload on SAP Accuracy Percentage error rate in budget modifications %

User request to Purchase Order Cycle Time Approval of user request - Upload PR data to SAP Hours

User request to Purchase Order Cycle Time Upload PR data to SAP - Generate PO Hours

User request to Purchase Order Cycle Time Generate PO - Release PO (PO Approval) Hours

User request to Purchase Order Rejection Percentage of requests rejected due to insufficient budget %

Vendor search Cycle Time Identification of new vendors - Going live on vendor portal Hours

Advance to vendors Rejection Percentage of advance requests rejected by HoD %

Subprocess Metric Type Metric Units

Deal Finalization Cycle Time Receival of agreement' to 'Submission for approval' Hours

Deal Finalization Cycle Time Creation of new client code' to 'Client background check clearance' Hours

Release Order Cycle Time Release Order Generation' to 'Release Order Approval' Hours

Release Order Cycle Time Release Order Approval' to 'Release of Release Order' Hours

Release Order Rejection Percentage of ROs rejected at approver level %

Billing Accuracy Percentage of invoices submitted with incomplete/improper details %

Billing Cycle Time Receival of Invoice' to 'Acceptance of Invoice' Hours

Collection Accuracy Percentage of payments (amounts/ transactions) received on the due date %

Collection Accuracy Percentage of payments (amounts/ transactions) received after due date %

Sample P2P Metrics

Sample O2C Metrics



excellence through bpm (our experience)...2016/09/09 · excellence through bpm (our experience)...

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