How to Use the PowerPoint Template - · PDF fileConversion, GL Interface, OBIEE, Hyperion Planning Laleh Shabani • A/P Manager at County for ... iSupplier Portal Supplier Lifecycle

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 1

PROCUREMENT PANEL Kirsten Keller, ERP Finance Functional Lead, APS Ah-Young Moon, IT Specialist , Montgomery County Laleh Shabani, AP Specialist, Montgomery County Robert Foushee, Procurement Specialist, Oracle

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |

Program Agenda

Arlington County Public Schools

Montgomery County

Procurement Director’s Roundtable and Case Study

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Oracle Confidential – Internal/Restricted/Highly Restricted 2


Arlington Public Schools, Virginia www.apsva.us

• Kirsten Keller, ERP Finance Functional Lead –Department of Information Services,

Enterprise Applications –Support finance, procurement, and

budget functions in EBS –Project Management Professional –Oracle Certified Payables

Implementation Specialist

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Presenter

Presentation Notes

Over 12 years EBS, Consulting experience Prior to joining APS, I worked for a consulting firm implementing and upgrading Oracle EBS

http://www.apsva.us/


Arlington Public Schools, Virginia

• Software we own: –E-Business Suite (v 12.1.3)

• Purchasing, iProcurement, iSupplier Portal • General Ledger, Payables, Receivables,

iExpense • HCM, Payroll, OTL

–User Productivity Kit

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Presenter

Presentation Notes

Upgraded to 12.1.3 December 2013 Purchasing iProcurement iSupplier – rolled out to limited number of suppliers, March 2015 Implemented UPK Spring 2015


Arlington Public Schools, Virginia

• 4200 employees • 2500 temporary/hourly workers • 9 Departments • 35 schools

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Presenter

Presentation Notes

Over 40 locations


We will cover…

• Purchase Order Creation process –Challenges we faced –Changes we made

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Challenges we faced

• Requisition/PO required for most purchases –Contract and Blanket Purchase Agreements (30%) –Non-Catalog Requests (70%)

• Buyers are centralized, small staff • ~60% of manually created POs are under $1,000

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Presenter

Presentation Notes

Small, central staff responsible for issuing and communicating POs to our vendors Contract management Spending and procurement compliance Contract and Blanket Purchase Agreements are used for some key contracts 40, Daycon, Grainger, School Speciality punch-outs (30%) (2100) 70% are non-catalog requests (7k) Over 60% of POs are under $1000 – low value orders Time consuming to AutoCreate each and every PO


Challenges we faced

• Standard Oracle workflow will automatically create and approve POs for contract/blanket agreements

• Non-catalog requests are not picked up for automatic approval

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Presenter

Presentation Notes


Problem & Solution • Modified workflow to autocreate & approve PO for non-catalog requests

– PO Create Documents kicked off during requisition approval – If requisition lines meet criteria, PO created and approved

• Flexible solution – system profiles – Turn on/off – Set requisition total dollar limit – Default Suggested Buyer

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Presenter

Presentation Notes

Modify workflow so non-catalog requisitions may go through PO Create Documents -Not a change order -Total requisition lines under $250 -Flexible -System Profiles to determine dollar threshold to turn off/on


Problem & Solution

• Require Supplier Name and Site fields • Require Suggested Buyer field on

iProcurement forms • Change Account – defaults from

employee and selected category • Descriptive flexfield to flag “change

orders” • OAF personalizations to add helpful

text

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Presenter

Presentation Notes

Minor front-end changes DFF to flag “change orders” – these are “Add To” existing POs, affects mostly capital projects


Problem & Solution

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Problem & Solution

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Problem & Solution

• Email POs to vendors when at all possible • Report to identify auto-approved POs and

attachments • Vendor spend report by buckets

– POs / Direct Pays / Procurement Card – Shared with end users

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Presenter

Presentation Notes

40% of POs are emailed to vendors Mention our internal procurement user group


Problem & Solution

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Problem & Solution

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Problem & Solution

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Program Agenda


Montgomery County


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Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 18

Montgomery County, Maryland Department of Finance Division of Controller www.montgomerycountymd.gov

Ah-Young Moon, IT Specialist • Data analysis and technical

support for Finance • ERP Technical Team: Data

Conversion, GL Interface, OBIEE, Hyperion Planning

Laleh Shabani • A/P Manager at County for

7.5 years • 9 years at Sprint-Nextel prior

to MCG

http://www.montgomerycountymd.gov/


Montgomery County, Maryland

• Software we own: E-Business Suite (v 12.1.3)

o iProcurement, iExpense, iSupplier, OBIEE, Hyperion Planning, Enterprise Asset Mgmt, Central Inventory, Property Mgmt


• 10,000 FTE employees, 37 Departments o In FY14, 150 preparers processed:

8000 RQ $870M 4300 Direct PO $240M 6900 Standard PO $650M 100 Retainage PO $200M

o In FY14, 275 AP clerks processed: 154,000 manual invoice entry lines 50% matched to PO Departments can approve invoices <

$10K

Montgomery County, Maryland


• GL to Purchasing encumbrance reconciliation process o Challenges we faced o Problems identified during the

reconciliation o Business process changes we’ve

made to work around the issues or reduce number of errors going forward

We will cover…


• Lack of PO distribution balance report that is as of a GL date (e.g. 6/30/2014) o To reconstruct PO balances, needed data sets

from multiple subject areas: a) BI PO summary data for current balances b) BI AP invoice distribution for invoices

processed between as of date and now c) BI GL carryforward adjustments d) BI GL encumbrance accrual entries

Challenges we faced


Challenges we faced


1. GL encumbrance balance at the PO number level: • Transactions created from subledgers have PO

reference numbers (ie. SLA from Purchasing, AP, Auto-Accruals)

• JE’s done directly in GL do not have PO number association o JE’s are done for manual accrual, system

auto-accrual reversals/fixes, cross-fiscal year cancellation entries (commitment, invoice, obligation), other misc data fixes

Problem & Solution


Business process improvement: • Enabled a DFF field in encumbrance JE lines • Modification to WebADI template • BI to pull PO reference number for all journals

Wish list: • All transactions and data fixes to be done at

the source module and not directly in GL • System auto-accrual for CIP and Grant funds

need to interface through PnG

Problem & Solution


2. Uninvoiced over-received amounts • System auto-accrual is based on GL date • Purchasing and AP modules stay open until 3rd

week in July • Receipt creations can be GL back-dated but

corrections cannot be back-dated • Liquidations can be GL back-dated

Problem & Solution


Business process improvement: • Enhanced uninvoiced receipt report • Send list to each department for review • Automatically correct over-receipts unbilled for

more than 3 months Wish list:

• Be able to GL date the receipt corrections • Reduce number of Open periods

Problem & Solution


3. Split distribution PO lines with offsetting +/- balances that net to $0 • Invoice control is at the line level. System

allows user-overrides at the distribution level.

Problem & Solution


Business process improvement: • Disabled (hidden) split distribution

functionality from RQ and iProcurement screens

• Departments can still meet their needs by creating multiple lines

Wish list: • Be able to enforce controls at the line

distribution level and not at the line level

Problem & Solution


4. Other data issues identified during the reconciliation: • PO Amount Billed showing incorrect sum of

invoices • Encumbrance variances on cancelled invoices

(and application of it on subsequent invoices) • QTY unit price overrides at the invoice lines • PO revision made but no SLA generated • Credit memo cancellation after PO is closed

Problem & Solution


Business process improvement: • Many of the issues are caused by user errors or

lack of system controls o Shifting from decentralized environment to

centralized/shared service model Pilot is underway with 3 departments

o Provide more year-end training classes and targeted refresher courses throughout year

o Mass liquidation process (+ ad hoc) to reduce number of carryforward encumbrances

Problem & Solution


Program Agenda


Montgomery County


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City of Nashville: Case Study

– Jeff Gossage, Purchasing Agent, City of Nashville


Presenter

Presentation Notes

This is a Quote with Picture slide ideal for including a picture with a brief quotation and attribution. To Replace the Picture on this sample slide (this applies to all slides in this template that contain replaceable pictures) Select the sample picture and press Delete. Click the icon inside the shape to open the Insert Picture dialog box. Navigate to the location where the picture is stored, select desired picture and click on the Insert button to fit the image proportionally within the shape. Note: Do not right-click the image to change the picture inside the picture placeholder. This will change the frame size of the picture placeholder. Instead, follow the steps outlined above.


City of Nashville: Solution • EBS Adv Procurement Suite:

12.1.3 Purchasing iProcurement iSupplier Portal Supplier Lifecycle

Management Sourcing Services Procurement


Presenter

Presentation Notes

This is a sample Picture with Caption Layout slide ideal for including a picture with a brief descriptive statement. To Replace the Picture on this Sample Slide (this applies to all slides in this template that contain replaceable pictures) Select the sample picture and press Delete. Click the icon inside the shape to open the Insert Picture dialog box. Navigate to the location where the picture is stored, select desired picture and click on the Insert button to fit the image proportionally within the shape. Note: Do not right-click the image to change the picture inside the picture placeholder. This will change the frame size of the picture placeholder. Instead, follow the steps outlined above.


City of Nashville: Results • Solicitation-to-contract cycle

reduced from ~70 days to just 32 days

• Standardized contract documentation

• Improved city and county-wide transparency

• Standardized processes, from solicitations to contracts, for city construction, commodities and services


Presenter

Presentation Notes



City of Nashville: Benefits • Procurement Division drives

the process rather than being a bureaucratic hurdle

• We provide a higher level of service to our clients & suppliers

• We can concentrate on cost savings & avoidance, risk mitigation, and improved quality

• Manage by KPI not crises Oracle Confidential – Internal/Restricted/Highly Restricted 36

Presenter

Presentation Notes



City of Nashville: Q&A


Presenter

Presentation Notes
