Procure to Pay Process Reviews
February 6th, 2019
Final Report
1
Table of Contents
Executive Summary
4
Assessment Overview
5
Generic Gaps & Recommendations
7
Synopsized Process Maps
10
Procurement
12
Partner Intake
16
Contracting
20
Accounts Payable
25
Voice of Customer
30
Annexures
32
2
Overall Objective of this Exercise
This project will result in:
Comprehensive view of how ABC procures goods and services
Improved efficiencies through reducing duplicative requests, orders, invoices and payments
Better controls to protect from fraud, waste and abuse
Streamlined and documented systems that ensure responsible optimum delivery of goods and services effectively and
efficiently to further our mission
Improved financial management through capturing key procurement milestones for monitoring budget execution
Reduced paperwork
Reduced staff workload related to procurement documentation
Reduced turnaround time for payments
Increased payment visibility for purchasers and budget managers
3
Procure to Pay - Executive Summary
SCOPE
DESIRED OUTPUT
OUR APPROACH
The project would examine all ABC
The project is intended to identify key
1.
Conducting workshops across various divisions to get an
business processes in the procure to
areas in the procurement process
insight on the ‘ s-Is’ processes. The following divisions
pay cycle, the existing policies and
whereby ABC management views all
were interviewed:
procedures that govern the cycle, all
decision points around a procurement,
Healthcare Division
roles and responsibilities of staff who
realizes better value for money while
Development Division
engage in the process, and
mitigating the risk of legal exposure, and
Digital Products Division
automated and manual tools that
retains our ability to make decisions with
CXO Division
facilitate the cycle to:
flexibility and agility while operating in a
Contracts Department
quickly changing environment.
Partner Intake Department
Identify gaps and opportunities
Information Technology Department
for streamlining.
The objective of recommendations from
Information Security Department
the analysis will focus on reducing the
Finance Department
Deliver appropriate
overall administrative burden on staff,
2.
Designing the ‘ s-Is’ process flows and getting validation
recommendations to meet the
shorten the time to pay, and eliminate
from the respective divisions.
project goals.
reliance on paper copies of invoices and
3.
Preparation of the preliminary gaps and high level
pay orders.
recommendations based on the analysis of the current
processes.
4.
Submission of the final report - ‘ s-Is’ process flows, gap
analysis, ‘To-Be’ process flows & recommendations.
4
Procure to Pay - Heat Map of Key Suggestions
Sr. No.
Suggestions
4
S1
S1
Implementation of SAGE procurement tool organisation
wide
S2
People identification (process champions),
management and training
S3
3
S3
Implementation of Document Management Tool
organisation wide
S4
S5
S4
Vendor Database Management for enhanced user
2
S2
S12
S13
experience
S5
Increase know how of Partner Intake
S6
S9
S6
Infosec Team’s involvement during Partner Intake
process
1
S7
S10
S7
Two level validation during Partner Intake process
S8
S11
S8
Suggested Salesforce V2 must-haves
0-2
2-4
4-6
6-8
8-10
> 10
S9
dditional staff for contract’s team
S10
Amendments workflow in K
Number of Gaps addressed
S11
Finance approval to be higher up in the K workflow
Categories:
S12
System incorporation for ACH payment information
Streamlining Process for Efficiency
Reduce risks/increase controls
S13
SLAs/Turnaround times to be agreed
Reducing administrative burden
Enhanced user experience
5
Procure to Pay
Assessment Overview
6
What is procurement?
Do I have budget for it?
What do I need?
How much do I need?
Where do I need it?
When do I need it?
Requirements
Planning
What vendor offers it?
What vendors meet the need in
Requestor
the best way?
What vendor has the best
price/value?
Payer
Buyer
Paying
Ordering
Was it accepted?
Does the invoiced amount
Requestor
match the ordered amount?
Did I receive it?
Is there cash in the account or
Was it acceptable?
on the card to pay for it?
Accepting
Is it complete?
7
Procure to Pay - Assessment Overview (Page 1 of 2)
TOP ISSUES
RECOMMENDATIONS FOR MANAGEMENT ACTIONS
End to end solutions for procurement do not
1.
Detailed understanding and evaluation of SAGE has been undertaken whereby further deployment of built-in SAGE
exist and those which do exist, lack integration
functionalities is capable of handling the purchase process (purchase requisition, purchase order and invoice generation)
G1
within themselves and with peripheral systems
from individual departments within the organization and connect seamlessly with Sales Force and K.
causing more manual work.
2.
Undertake pilot testing of SAGE, and upon validation, implement it organization wide.
A single system which incorporates workflow from a Purchase Requisition --> RFP --> Partner Intake --> Purchase Order -->
Contracts via predefined threshold --> Pay Order with vendor invoice --> Payment, would be the ideal state for ABC and is
our strong recommendation. This would ensure all triggers, transitions and tracking within the system with minimum
No formalized process of controls around budget
manual intervention, document printing and providing maximum insight on variances between budgeted, forecasted
execution. Budgeted vs. committed vs. actual
and actual numbers.
G2
spend on procurements are tracked in
SAGE has been evaluated (not tested) to capture workflow from purchase order generation to vendor payment, thereby
disconnected shadow systems which run parallel
capturing committed spend in the system itself.
to each other across various departments.
Once the SAGE procurement tool has been tested and implemented, the tool should be able to auto-track budgeted vs.
committed vs. actual spends with access control visibility across all divisions thereby eliminating the need for shadow
systems.
The main form of communication across various
1.
Undertake a RFP for a Document Management Tool. The RFP and final vendor need careful vetting as the tool needs to
processes are over emails. There is no document
communicate seamlessly with SAGE, Salesforce and K.
retention and the workflow stays disorganized. It
G3
2.
Undertake a pilot of the solution with a single department to make sure it is feasible and evaluate time and effort
is difficult to discern the significance of each email
efficiencies achieved.
request and there is no centralized digital archive
3.
Upon validation of the pilot to be a good interim solution, roll out organization wide.
of important emails.
Only numbered recommendations need to be read in a chronological order.
8
Procure to Pay - Assessment Overview (Page 2 of 2)
TOP ISSUES
RECOMMENDATIONS FOR MANAGEMENT ACTIONS
In the short term, clearly defined timelines for each process flow to be decided, documented and implemented.
SLA/turnaround time for parts of functions of the
In the current setup, performance measurement around achieved timelines could be taken up but would yet be a manual
P2P as-is process are observed to be inconsistent
onerous exercise.
G4
or non-existent thereby making performance
OR
measurement a fairly onerous exercise.
SAGE has been evaluated (not tested) to be capable to track, monitor and report turnaround times across all workflows in
the P2P process as a basis of performance measurement.
Overall P2P process is observed to be excessively
manual, thereby creating redundancy of data
SAGE has been evaluated (not tested) to be capable of processing a single payment request entry by a requesting
G5
entry and duplication of same actions (Print and
department. Subsequently, this would eliminate redundant data entry and duplication of "Print and Scan" actions.
Scan) by multiple stakeholders in the process.
Specialist buyers per department (minimum 1 with additional backup) suggested who would be champions/power users
Inconsistent roles, responsibilities and ownership
G6
regularly trained and updated on the systems of Salesforce, SAGE and K and take ownership of any P2P related workflow
observed across P2P process.
within their departments/divisions.
Only numbered recommendations need to be read in a chronological order.
9
Procure to Pay - Gaps & Prioritization
Impact level of gap
Risk due to gap
High
Organization wide
Reputational/Legal risk
G5
G1
High
G2
Medium
Dept./division wide
Financial risk
G4
G6
Low
Team/individual wide
Operational risk
Suggested prioritization of recommendations
High Priority
Medium Priority
G3
Medium
Low Priority
Effort to Remediate
High
Time: >= 12 months ;
Cost: > $1,000,000
Low
Medium
Time: 6-12 months ;
Cost: $500,000 - $1,000,000
Low
Low
Medium
High
3-6 months ;
Cost: $250,000 - $500,000
Individual gaps can be viewed by moving the mouse
Risk
pointer at the gap numbers.
10
Procure to Pay - As-Is Synopsized Process Map
Synopsized Process Map
Processes
Procuring/Purchasing
Partner Intake
Contracting
Accounts Payable
No
Purchase need
RFP/written bids (if
Sta rt
Existing partner?
Yes
Is the purchase
identified
required)
authorized?
Departments
Yes
Payment request
Data entry for Pay
Procure & receive
through email
Order in Excel
goods/services
No
Follow the partner
intake process
Follow new
OGC
contracts process
(MSA/ SoW)
Approved pa rtner
data entry
Yes
Is it within
No
budget?
Data entry for Pay
order in SAGE
Finance
Review accuracy &
completeness of
Make a payment
End
payment request
Data entry for Bank
payment
11
Procure to Pay - To-Be Synopsized Process Map
Synopsized Process Map
Processes
Procuring/Purchasing
Partner Intake
Contracting
Accounts Payable
Start
Create a Purchase
Order & send to
No
partner
Purchase requisition
raised & authorized
Departments
RFP/written bids (if
Does it meet the
A
Existing partner?
Yes
Yes
required)
required criteria? *
Procure & receive
Payment request
goods/services
No
Follow the partner
intake process
Follow new
OGC
contracts process
(MSA/SoW)
Approved partner
data entry
Review accuracy &
completeness of
Make a payment
End
Is it within
Yes
A
payment request
Finance
budget?
No
12
Procure to Pay
Procurement related gaps and recommendations
13
Procurement - Team Interviews
DEVELOPMENT
DIGITAL PRODUCTS
HEALTHCARE DIVISION
CXO DIVISION
IT/IS DEPARTMENT
DIVISION
DIVISION
A
G
N
U
Z
(Process Champion)
(Process Champion)
(Process Champion)
(Process Champion)
(Process Champion)
H
V
AA
B
O
(Process Champion)
(Process Champion)
(Process Champion)
PEOPLE
C
I
P
W
D
J
Q
X
E
K
R
Y
F
L
S
M
T
AS-IS PROCESS
MAP
(click on the icon)
14
Procurement - Gap Analysis & Suggestions
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
All steps from requisition, review, approval, purchase order needs to be moved out of K
K is currently being used as a de facto
into SAGE.
procurement system without purchase
P1
High
Medium
High
SAGE has been evaluated (not tested) to be capable of incorporating workflow of
requisition workflow and a purchase order
procurement requisition to purchase order with all its approvals (which loops to K for
process.
contract preparation only when contract does not exist and is required).
1.
Based on vendor categories, clearly identify and communicate contract renewal timeline
standards organization wide.
2.
Make a list of top 100 vendors with contract deadlines and calendarize reminders to
Vendor Contract renewal timelines are
P2
High
Medium
Low
ensure contract renewal prior to completion.
observed to be non-standardized.
3.
Update the top vendors list regularly to incorporate additions.
4.
Evaluate if K could send reminders to contracting stakeholders. This would automate the
process.
1.
SAGE already has a vendor master with requisite vendor details. As a first step, filter top
A ready list of preferred vendors with internal
10 vendors for each service procured and solicit source department ratings for individual
P3
service/product rating does not exist and the
High
Medium
Low
vendors as a one time exercise.
vendors' status with regard to ABC's DEI lens.
2.
Import this data into Sales Force in order to compile a wholistic vendor report.
3.
Incorporate live updating of vendor ratings by departments in Sales Force V2.
There is a risk of unfair sourcing of vendors by
the departments. ABC has a reputation of not
having diversified vendors. New vendors
Draft and implement processes and procedures to provide mechanisms to enforce
P4
High
High
Medium
observed to refrain undergoing the RFP process
already existing policy.
because they are aware that only the existing
vendors would be selected.
Only numbered recommendations need to be read in a chronological order.
15
Procurement - Gaps & Prioritization
Impact level of gap
Risk due to gap
High
Organization wide
Reputational/Legal risk
P4
P1
High
Medium
Dept./division wide
Financial risk
P3
Low
Team/individual wide
Operational risk
P2
Suggested prioritization of recommendations
High Priority
Medium Priority
Medium
Low Priority
Effort to Remediate
High
Time: >= 12 months ;
Cost: > $1,000,000
Low
Medium
Time: 6-12 months ;
Cost: $500,000 - $1,000,000
Low
Low
Medium
High
3-6 months ;
Cost: $250,000 - $500,000
Individual gaps can be viewed by moving the mouse
Risk
pointer at the gap numbers
16
Procure to Pay
Partner Intake related gaps and recommendations
17
Partner Intake - Team Interviews
PARTNER INTAKE DEPARTMENT
A
(Process Champion)
PEOPLE
B
C
AS-IS PROCESS
MAP
(click on the icon)
18
Partner Intake - Gap Analysis & Suggestions
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
Partner intake is observed to be onerous for
1. Educate staff about the importance of partner intake process as it’s know-how is observed
internal users and interrogative for external
PI1
High
High
Low
to be inconsistent.
users. New vendors are resistant to go through
2. Provide advance information on partner intake process to potential vendors.
partner intake process.
Information security testing during partner
intake is not a systemized process. Observed to
Partner Intake workflow should incorporate Infosec team’s evaluation at the beginning of
PI2
be Adhoc and leads to inefficient time
High
Medium
Low
the process when applicable.
utilization of the internal stakeholders and
vendors involved.
SAGE has been evaluated (not tested) to be able to seamlessly integrate with Sales force to
Sales Force (partner intake) and K (contracts)
get data inputs and with K to provide data outputs.
PI3
are not integrated with SAGE resulting in
Low
Low
Medium
1. Approved partner should then appear as dropdowns in SAGE for further finance process.
redundant manual data entry.
2. SAGE to be the system of record for all approved partner information. This information
can be passed on to K for MSA/SOW Process.
Manual validation of vendors is completed by a
In order to ensure sufficient controls around risk mitigation, two levels of validation
PI4
single individual, which risks bias, human error
High
High
Low
should occur during the partner intake process.
and bottleneck.
A FTE add (not as a back-up) is suggested to incorporate regular review in the process.
Lack of transparency in tracking NDA and
Once a NDA/partner is approved in Sales Force, an automatic system alert should be sent
Partner Intake creation requests requires an
to the person who requested the NDA/new partner intake.
PI5
Medium
Low
Low
excel sheet to be manually created and
Salesforce to provide the requestor visibility on the process workflow via a link.
updated regularly.
Salesforce V2 to undertake incorporating these features.
19
Only numbered recommendations need to be read in a chronological order.
Partner Intake - Gaps & Prioritization
Impact level of gap
Risk due to gap
PI1
High
Organization wide
Reputational/Legal risk
High
Medium
Dept./division wide
Financial risk
PI2
PI4
Low
Team/individual wide
Operational risk
Suggested prioritization of recommendations
High Priority
Medium Priority
PI5
Medium
Low Priority
Effort to Remediate
High
Time: >= 12 months ;
Cost: > $1,000,000
Low
PI3
Medium
Time: 6-12 months ;
Cost: $500,000 - $1,000,000
Low
Low
Medium
High
3-6 months ;
Cost: $250,000 - $500,000
Individual gaps can be viewed by moving the mouse
Risk
pointer at the gap numbers.
20
Procure to Pay
Contracting related gaps and recommendations
21
Contracting - Team Interviews
CONTRACTING DEPARTMENT
PEOPLE
S
(Process Champion)
AS-IS PROCESS
MAP
(click on the icon)
22
Contracting - Gap Analysis & Suggestions (Page 1 of 2)
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
K system is currently programmed to
service workflows and features that do not
All steps from requisition, review, approval, purchase order needs to be moved out of K into
C1
necessarily belong in a contract
High
Medium
High
SAGE, thereby drastically reducing the workflow load on K.
management system. This hinders
efficiency and serviceability.
1.
ABC to decide user mechanism of K to be organization wide or restricted access.
Limited access (few licenses) and
In case of organization wide usage, ensure every buyer is adequately trained & tested in K and
transparency of K cause time delays and
increase the number of licenses in K.
C2
demotivation. Proper permissions and user
High
Medium
Low
OR
access of K was not implemented
In case of restricted access, create a setup of 1-2 specialist originators (buyers) for every
appropriately.
department with adequate approval mechanisms. In addition, ensure K gives visibility (or
triggers reports) that provide timely update on status of a contract request.
Information fields requiring mandatory input should not have a provision of default data
End to end process of initiating a contract
entry.
to a mutually signed contract is observed
Create workflow possibility in K for attorney to assign action steps to the originator and
to take from 2-5 weeks, which exceeds the
communicate directly instead of involving contract admin.
C3
ideal time of a 2 week turnaround. There
High
High
Low
Identify specialist originator/s within each department who are requesting contracts (ideally it
is also a lack of awareness in turnaround
should be limited to 1 person in each department with a backup).
times that each department owns within
Administer regular training to specialist requestors across departments to ensure smooth
the contracting steps.
information flow for faster contract outputs.
Onlynumbered recommendations need to be read in a chronological order.
23
Contracting - Gap Analysis & Suggestions (Page 2 of 2)
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
Define and implement thresholds in which contracts are not mandatory for procurement.
A team of 2 does not adequately resource
Purchase requests and orders should replace specific workflows and thereby reduce volume
C4
the volume of contracts processed annually
High
High
Low
of contract requests in the K.
(avg. 3500 contracts/year).
OR
The contracts team should be provided with additional staff to assist with volume.
Minor adjustments or amendments
undergo the same process as a new
1. Categorize and prioritize nature of amendments in K.
C5
High
Low
Low
contract, which causes stakeholders to
2. Amendments should have their individual authority matrix in K to follow a shorter workflow.
duplicate their efforts.
There is inconsistent and inadequate
training on the contracts process and in K,
Identify specialist originator/s within each department who are requesting contracts (ideally it
C6
which requires frequent follow up from the
High
Low
Low
should be limited to 1 person in each department with a backup).
departments, in spite of system capabilities
Training should be provided and calendarized on a monthly basis to specialist K users.
and available information.
Permissions and user access in K are not
sufficiently defined. Company sensitive
C7
High
High
Low
Define and implement appropriate permissions and access for each user in K.
contract information can be accessed by
any user within the system.
K requires Finance budget approval
1. In the short term, current workflow needs to be changed to incorporate finance approval
towards the end of the approval workflow,
right from the beginning.
C8
High
High
Low
which causes multiple rounds of back and
2. In the long term, all steps from requisition, review, approval, purchase order needs to be
forth.
moved out of K into SAGE.
Onlynumbered recommendations need to be read in a chronological order.
24
Contracting - Gaps & Prioritization
Impact level of gap
Risk due to gap
C4
High
Organization wide
Reputational/Legal risk
C5
C1
High
Medium
Dept./division wide
Financial risk
C6
C7
C8
Low
Team/individual wide
Operational risk
C2
C3
Suggested prioritization of recommendations
High Priority
Medium Priority
Medium
Low Priority
Effort to Remediate
High
Time: >= 12 months ;
Cost: > $1,000,000
Low
Medium
Time: 6-12 months ;
Cost: $500,000 - $1,000,000
Low
Low
Medium
High
3-6 months ;
Cost: $250,000 - $500,000
Individual gaps can be viewed by moving the mouse
Risk
pointer at the gap numbers
25
Procure to Pay
Accounts Payable related gaps and recommendations
26
Accounts Payable - Team Interviews
FINANCE DEPARTMENT
JK
(Process Champion)
Susan Chow
PEOPLE
Elizabeth Bodziony
Colin Leidy
Stacy Cummings
AS-IS PROCESS
MAP
(click on the icon)
27
Accounts Payable - Gap Analysis & Suggestions (Page 1 of 2)
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
Manual nature of AP process increases
SAGE has been evaluated (not tested) to be capable of incorporating a system workflow
likelihood of errors and increases need for
based on single payment request entry by the requesting department up to payment by
AP1
High
Medium
High
additional reviews and checks which leads
Finance department. Built-in system checks and balances ensures reduction of human
to high human dependency and discretion.
dependency.
SAGE has been evaluated (not tested) to be capable of incorporating a system workflow
based on single payment request entry by the requesting department up to payment by
A large number of staff submit vouchers
Finance department. This automation would reduce multiple rounds of feedback due to
and invoices for payment, but often with
incorrect/incomplete information.
incorrect/incomplete information. This
AP2
Medium
Low
High
OR
creates multiple rounds of feedback
1. Identification of specialist buyers in departments who are familiar with the system and
from/to Finance to get a complete/correct
requirements.
pay order that AP can process.
2. Specialist buyers to be provided with in-depth initial training and quarterly follow-up training
by Finance to facilitate teamwork throughout the procure to pay process.
Departments frequently contact finance
because they can't see where their
SAGE has been evaluated (not tested) to provide process step-wise visibility into payment
AP3
submitted pay orders are in the process or
High
Medium
High
workflow with adequate access control.
when are they likely to be (or have been)
paid.
Contracted spending vs budgeted
spending is not tracked in the financial
system. Some departments track
SAGE has been evaluated (not tested) to capture workflow from purchase order generation to
AP4
High
Low
High
commitments vs payments but it is siloed
vendor payment. Purchase order would capture the committed spend.
by department, and requires manual data
entry and reconciliation.
28
Only numbered recommendations need to be read in a chronological order.
Accounts Payable - Gap Analysis & Suggestions (Page 2 of 2)
Effort to
#
Gaps
Impact
Risk
Recommendations for Management Actions
Remediate
For all current partners in the system :-
1. Make a list of recurring vendors to solicit banking information for ACH. (or have vendors
provide banking information as part of partner intake).
2. Ensure banking information for vendors is entered in SAGE as a one time exercise and
Currently ABC pays vendors by check (60%),
AP5
Medium
Medium
Low
updated when a vendor changes banking details.
wires (35%), and ACH (5%).
3. Build and test interface with Bank to pass payment files electronically.
4. Ensure that emails can be sent to vendors concurrently providing payment details.
For all future partners, banking information needs to be sought during partner intake process
in Salesforce.
Knowledge of process for quick turnaround
payments is inconsistent across various
1.
Process should incorporate approval hierarchy.
departments. Excessive CFO dependency is
2.
Make process nimble by stating clear caveats which incorporates specific business
observed in the process. Payment
AP6
High
Low
Low
requirements.
approvals observed to be inadequately
3.
Final process to be documented and circulated to all specialist buyers and
resourced sometimes (excessive
department/division heads as a ready reference.
dependency on 2-3 people, insufficient
backups with access or knowledge).
Number of payments being made without
An overall linked system, when in place, will auto track this information and provide a report
AP7
a contract in terms of value and volume is
High
Low
High
at the end of every month. This will gradually eliminate the occurrences of such payments.
not tracked.
1.
Clearly thought and internally agreed turnaround time needs to be identified. For instance: 1)
extreme rush payment could be designated same or next business day, 2) rush payment could
be designated within (max) 3 business days and 3) normal payment could be designated
Average vendor payment cycle is perceived
within (max) 15 business days (all from date of submission of complete payment request
to be much higher than the claimed 7
AP8
High
High
High
documentation).
days. Unavailability of data tracking around
2.
Suggested timelines above are possible only when the process of pay order, vendor invoice and
this metric compounds the problem.
all other mandatory documents have a system workflow that captures submission date,
approval dates, and payment dates. SAGE has been evaluated (not tested) to be capable of
29
tracking, monitoring and reporting in real time.
Accounts Payable - Gaps & Prioritization
Impact level of gap
Risk due to gap
AP6
High
Organization wide
Reputational/Legal risk
AP4
AP1
AP8
High
Medium
Dept./division wide
Financial risk
AP7
AP3
Low
Team/individual wide
Operational risk
Suggested prioritization of recommendations
High Priority
AP5
Medium Priority
Medium
Low Priority
AP2
Effort to Remediate
High
Time: >= 12 months ;
Cost: > $1,000,000
Low
Medium
Time: 6-12 months ;
Cost: $500,000 - $1,000,000
Low
Low
Medium
High
3-6 months ;
Cost: $250,000 - $500,000
Individual gaps can be viewed by moving the mouse
Risk
pointer at the gap numbers.
30
Procure to Pay - Voice of Customer
“ BC has a reputation for not having
“We have to maintain a parallel
diversified vendors͖ people don’t take the
“Systems don’t talk to each other”
system which works as a tracker”
time to go through RFP because they
know that ABC goes with the same
“Partner Intake is so arduous
vendors”
“Tone with vendors is
that it makes them not work
sometimes demanding &
with us again”
“Too much of
inflexible”
paperwork is
“There has to
involved”
be a contracts
person in DC”
“We are unable to find the
“There is lack
“Print, scan and data entry͖
contract in K - had it been so, the
of education on
Print, scan and data entry;
process would have been more
the process”
“There is absolutely no
Print, scan and data entry”
proactive”
transparency in the
process”
31
CONTACT US
USA
805 Birchfield Drive,
Mount Laurel,
New Jersey
UK
2, Wollaton Vale,
Nottingham,
NG8 2NR
Thank You
UAE
# 112, Level 1, C1 Building,
Dubai World Trade Centre District,
Sheikh Zayed Road,
Dubai
India
18th Floor, The Ruby,
Senapati Bapat Marg, Dadar (West),
Mumbai
Contact
Ateet Mathur
[email protected]
32
Annexures
33
Procure to Pay - Key Suggestions (Page 1 of 4)
Sr.
Partner
Accounts
Categorization
Suggestions
Generic
Procuring
Contracting
No.
Intake
Payable
S1
1.
Streamlining process
1.
Detailed understanding and evaluation of SAGE has been undertaken whereby
G1
P1
PI3
C1
AP1
for efficiency
further deployment of built-in SAGE functionalities is capable of handling the
G2
P4
C8
AP2
2.
Reduce risk/increase
purchase process (purchase requisition, purchase order and invoice generation)
G4
AP3
controls
from individual departments within the organization and connect seamlessly with
G5
AP4
3.
Reducing
Sales Force and K.
AP7
administrative burden
2.
Undertake pilot testing of SAGE, and upon validation, implement it organization
AP8
4.
Enhanced user
wide.
experience
3.
SAGE will also provide mechanisms to enforce already existing policy to ensure
unbiased vendor selection process.
4.
An overall linked system, when in place, will auto track the number of payments
being made without a contract and provide a report at the end of every month.
This will gradually eliminate the occurrences of such payments.
5.
Agreed SLA's/TATs(Turn Around Times) can be tracked in real time when the
process of pay order, vendor invoice and all other mandatory documents have a
system workflow that captures submission date, approval dates, and payment
dates.
S2
1.
Streamlining process
1.
ABC to decide user mechanism of systems for P2P Process to be organization
G6
C2
AP2
for efficiency
wide or restricted access.
C3
2.
Reduce risk/increase
In case of organization wide usage, ensure every buyer is adequately trained &
C6
controls
tested in all tools namely SAGE, K and Salesforce, with increase the number of
C7
licenses in where applicable.
Define and implement appropriate permissions and access for each user in the
individual tools.
OR
Specialist buyers per department (minimum 1 with additional backup) suggested who
would be champions/power users regularly trained and updated on the systems of
Salesforce, SAGE and K and take ownership of any P2P related workflow within their
departments/divisions.
34
Procure to Pay - Key Suggestions (Page 2 of 4)
Sr.
Partner
Accounts
Categorization
Suggestions
Generic
Procuring
Contracting
No.
Intake
Payable
S3
1.
Streamlining process
1.
Undertake a RFP for a Document Management Tool. The RFP and final vendor
G3
for efficiency
need careful vetting as the tool needs to communicate seamlessly with SAGE,
2.
Reducing
Salesforce and K.
administrative burden
2.
Undertake a pilot of the solution with a single department to make sure it is
3.
Enhanced user
feasible and evaluate time and effort efficiencies achieved.
experience
3.
Upon validation of the pilot to be a good interim solution, roll out organization
wide.
S4
1.
Streamlining process
1.
Filter top 10 vendors for each service procured and solicit source department
P2
for efficiency
ratings for individual vendors as a one time exercise.
P3
2.
Enhance user
2.
Import this data into Sales Force in order to compile a wholistic vendor report.
experience
3.
Incorporate live updating of vendor ratings by departments in Sales Force V2.
4.
Additionally, on based of vendor categories, clearly identify and communicate
contract renewal timeline standards organization wide.
5.
Calendarize reminders to ensure contract renewal prior to completion and update
the list regularly.
6.
Evaluate if K could send reminders to contracting stakeholders. This would
automate the process.
S5
1.
Enhance user
1.
Educate staff about the importance of partner intake process as it’s know-how is
PI1
experience
observed to be inconsistent.
2.
Streamlining process
2.
Provide advance information on partner intake process to potential vendors.
for efficiency
S6
1.
Streamlining process
1.
Partner Intake workflow should incorporate Infosec team’s evaluation at the
PI2
for efficiency
beginning of the process when applicable.
S7
1.
Reduce risk/increase
1.
Two levels of validation should occur during the partner intake process.
PI4
controls
35
Procure to Pay - Key Suggestions (Page 3 of 4)
Sr.
Partner
Accounts
Categorization
Suggestions
Generic
Procuring
Contracting
No.
Intake
Payable
S8
1.
Reducing
Once a NDA/partner is approved in Sales Force, an automatic system alert should
PI5
administrative burden
be sent to the person who requested the NDA/new partner intake.
Salesforce to provide the requestor visibility on the process workflow via a link.
Salesforce V2 to undertake incorporating these features.
S9
1.
Reducing
The contracts team should be provided with additional staff to assist with volume
C4
administrative burden
of contract processed.
S10
1.
Streamlining process
1.
Categorize and prioritize nature of amendments in K.
C5
for efficiency
2.
Amendments should have their individual separate workflow.
S11
1.
Streamlining process
1.
In the short term, current workflow needs to be changed to incorporate finance
C8
for efficiency
approval right from the beginning.
S12
1.
Streamlining process
For all current partners in the system :-
AP5
for efficiency
1.
Make a list of recurring vendors to solicit banking information for ACH. (or have
2.
Reducing
vendors provide banking information as part of partner intake).
administrative burden
2.
Ensure banking information for vendors is entered in SAGE as a one time exercise
and updated when a vendor changes banking details.
3.
Build and test interface with Bank to pass payment files electronically.
4.
Ensure that emails can be sent to vendors concurrently providing payment details.
For all future partners, banking information needs to be sought during partner
intake process in Salesforce.
36
Procure to Pay - Key Suggestions (Page 4 of 4)
Sr.
Partner
Accounts
Categorization
Suggestions
Generic
Procuring
Contracting
No.
Intake
Payable
S13
1. Streamlining process
1. Quick payment turnaround process should incorporate approval hierarchy.
AP6
for efficiency
2. Clearly thought and internally agreed turnaround time needs to be identified. For
AP8
2. Reducing
instance: 1) extreme rush payment could be designated same or next business
administrative burden
day, 2) rush payment could be designated within (max) 3 business days and 3)
normal payment could be designated within (max) 15 business days (all from date
of submission of complete payment request documentation).
3. Make process nimble by stating clear caveats which incorporates specific business
requirements.
4. Final process to be documented and circulated to all specialist buyers and
department/division heads as a ready reference.
37
Purchasing and Accounts Payable - Current State - Part I
Service Desk Team
Request approved
Vendor SoW
Follow vendor
review or approval
by IT?
Yes
exists?
No
intake process
No
A
Procurement
Request for
Start
pertains to IT
procurement via
supplies?
Service Desk *
No
Event or
Book venue and get
Rush event or
Yes
expense
conference is to be
Yes
conference?
reimbursed
booked?
through finance
No
No
As-Is Process
Email event &
Expense
Procurement for
conference team to
Reimbursem
Yes
No
Standard Office
Yes
C
book the event
ent process
supplies?
B
Flow
Event &
Conference
Purchase over
Purchase over
Team
No
$50K?
$25K?
Yes
Yes
RFP
Obtain three
written bids
No
Healthcare
Accepted
Select a vendor
existing vendor
No
Vendor intake
Vendor intake
No
A
with complete
process to happen
process positive?
NDA?
Division
Yes
Yes
1
MSA/SoW
Receive goods/
Authorised approver
Sends mail to NATL
Enter MSA/SoW
Purchase goods/
Complete Pay order
[email protected] by attaching
(Page 1 of 2)
request
No
exists with selected
Yes
service
service & vendor
form
signs pay order form or
Invoice, Pay order form, other
D
vendor?
invoice
approves via email
1
documentation
Vendor invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
documentation
Draft MSA/SoW
A
MSA/SoW
2
Purchase order,
Perform 3 way
Receiving slip,
matching PO/Receiving
Receive vendor
Deliver item to
No
Any
Reconcile PO and
Email PO to vendor
Create PO
Invoice
Slip/Invoice
Invoice
requestor
clarifications?
receiving slip
Yes
Vendor Invoice
Purchase order &
Check with
Purchase order
Purchase order
Receiving slip
vendor
Sends mail to NATL
1
Any
Complete Pay order
Authorised approver
[email protected] by attaching
clarifications?
No
form
signs pay order form or
Invoice, Pay order form, other
D
approves via email
1
documentation
Yes
Check with
Pay Order form
Pay Order form
Invoice, Pay order form, other
vendor
documentation
38
Purchasing and Accounts Payable - Current State - Part II - Office Supplies
Existing Vendor with
C
No
B
blanket SOW?
Receive the
As-Is Process
Yes
standard office
supplies
Flow
Place the
An office
Yes
standard office
universe?
supplies order
Healthcare
No
Division
1
Receive the
Deliver the
Sends mail to NATL
Place the standard
Authorised approver
standard office
standard office
Complete Pay order
[email protected] by attaching
office supplies
signs pay order form or
D
(Page 2 of 2)
supplies & Vendor
supplies to the
form
Invoice, Pay order form, other
order
approves via email
invoice
department
1
documentation
Vendor Invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
documentation
39
Purchasing and Accounts Payable - Current State - Part I
Google Form
Service Desk Team
Request approved
Yes
Vendor SoW
review or approval
by IT?
exists?
Yes
Form to be sent out
Request approved
No
A
No
No
to the partner
by IT?
A
Follow Partner
Intake process
Yes
No
Form to be sent out
Any further
Request approved
Inform the
to the partner
information
by the Infosec?
No
department via
required?
email
Consult the IT team
via email
Yes
Yes
Inform the
A
Google Form
Reach out to the
department via
Yes
partner on a call
email
No
No
No
Request sent
Yes
directly to the
RFP sought
Is it within the
Infosec team?
Procurement
budget?
No
pertains to IT
supplies?
Yes
Request for
Yes
procurement
via Service Desk
As-Is Process
Procurement
Book venue and get
pertains to software/
Event or
Rush event or
expense
technology?
conference is to be
Yes
conference?
Yes
reimbursed
booked?
through finance
No
No
Flow
Start
Email event &
Expense
No
Procurement for
Yes
C
conference team to
Reimbursem
Standard Office
book the event
ent process
supplies?
B
Event &
Conference
Purchase over
Purchase over
Team
$50K?
No
$25K?
Yes
Yes
Development
RFP
Obtain three
No
Partner
written bids
Intake
Process
Accepted
Select a vendor
existing vendor
No
Partner Intake
Partner Intake
No
A
Division
with complete
process to happen
process positive?
NDA?
Yes
Yes
I
(Page 1 of 2)
Enter MSA/SoW
MSA/SoW
Receive goods/
Conduct an actual
Authorised approver
Sends mail to NATL
request
No
exists with selected
Purchase goods/
service & vendor
Quality Control on
Complete Pay order
signs pay order form or
[email protected] by attaching
D
vendor?
service
invoice
output
form
approves via email
Invoice, Pay order form, other
documentation
Yes
Vendor invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
Quality review
No
documentation
done prior to
procurement
Is advance
Is the quality as per
Yes
payment to vendor
Yes
I
the standard?
required?
No
A
Draft MSA/SoW
A
MSA/SoW
Purchase order,
Perform 3 way
Receiving slip,
matching PO/Receiving
Receive vendor
Deliver item to
No
Any
Reconcile PO and
Email PO to vendor
Create PO
Invoice
Slip/Invoice
Invoice
requestor
clarifications?
receiving slip
Yes
Vendor Invoice
Purchase order &
Check with
Receiving slip
Purchase order
Purchase order
vendor
Authorised approver
Sends mail to NATL
Any
No
Complete Pay order
signs pay order form or
[email protected] by attaching
D
clarifications?
form
approves via email
Invoice, Pay order form, other
documentation
Yes
Check with
Pay Order form
Pay Order form
Invoice, Pay order form, other
vendor
documentation
40
Purchasing and Accounts Payable - Current State - Part II - Office Supplies
Existing Vendor with
C
No
B
blanket SOW?
As-Is Process
Receive the
Yes
standard office
Flow
supplies
Place the
An office
Yes
standard office
universe?
supplies order
Development
Division
No
(Page 2 of 2)
Receive the
Deliver the
Sends mail to NATL
Place the standard
Authorised approver
standard office
standard office
Complete Pay order
[email protected] by attaching
office supplies
signs pay order form or
D
supplies & Vendor
supplies to the
form
Invoice, Pay order form, other
order
approves via email
invoice
department
1
documentation
Vendor Invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
documentation
41
Purchasing and Accounts Payable - Current State - Part I
Google Form
Service Desk Team
Request approved
Update Google
Vendor SoW
review or approval
by IT?
Sheets
exists?
Form to be sent out
Request approved
No
A
No
No
Yes
to the partner
by IT?
A
Status Tracker
Follow Partner
Intake process
Yes
No
Form to be sent out
Any further
Request approved
Inform the
to the partner
information
by the Infosec?
No
department via
required?
email
Consult the IT team
via email
Yes
Yes
Google Form
Inform the
A
Reach out to the
department via
partner on a call
email
Yes
No
No
Yes
No
Request sent
directly to the
Procurement
RFP sought
Is it within the
Infosec team?
No
pertains to IT
budget?
supplies?
Yes
Request for
Yes
procurement
via Service Desk
As-Is Process
Procurement
Book venue and get
pertains to software/
Event or
Rush event or
expense
technology?
conference is to be
Yes
conference?
Yes
reimbursed
booked?
through finance
No
No
Flow
Start
Email event &
Expense
No
Procurement for
Yes
C
conference team to
Reimbursem
Standard Office
book the event
ent process
supplies?
B
Event &
Conference
Purchase over
Purchase over
Team
$50K?
No
$25K?
Yes
Yes
Digital
RFP
Obtain threewritten bids
No
Partner
Intake
Process
Accepted
Select a vendor
existing vendor
No
Partner Intake
Partner Intake
No
A
Products
with complete
process to happen
process positive?
NDA?
Yes
Update Google
Status Tracker
Sheets
I
Division
Enter MSA/SoW
MSA/SoW
Receive goods/
Conduct an actual
Authorised approver
Sends mail to NATL
request
No
exists with selected
Purchase goods/
service & vendor
Quality Control on
Complete Pay order
signs pay order form or
[email protected] by attaching
D
vendor?
service
invoice
output
form
approves via email
Invoice, Pay order form, otherdocumentation
Yes
(Page 1 of 2)
Vendor invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
Quality review
No
documentation
done prior to
procurement
Is advance
Yes
I
Is the quality as per
Yes
payment to vendor
the standard?
required?
No
A
Draft MSA/SoW
A
MSA/SoW
Purchase order,
Perform 3 way
Receiving slip,
matching PO/Receiving
Receive vendor
Deliver item to
No
Any
Reconcile PO and
Email PO to vendor
Create PO
Invoice
Slip/Invoice
Invoice
requestor
clarifications?
receiving slip
Yes
Vendor Invoice
Purchase order &
Check with
Receiving slip
Purchase order
Purchase order
vendor
Authorised approver
Sends mail to NATL
Any
No
Complete Pay order
signs pay order form or
[email protected] by attaching
D
clarifications?
form
Invoice, Pay order form, other
documentation
approves via email
Yes
Check with
Pay Order form
Pay Order form
Invoice, Pay order form, other
vendor
documentation
42
Purchasing and Accounts Payable - Current State - Part II - Office Supplies
Existing Vendor with
C
No
B
As-Is Process
blanket SOW?
Receive the
Flow
Yes
standard office
supplies
Place the
An office
Yes
standard office
universe?
Digital
supplies order
Products
No
Division
Receive the
Deliver the
Sends mail to NATL
Place the standard
Authorised approver
standard office
standard office
Complete Pay order
[email protected] by attaching
(Page 2 of 2)
office supplies
signs pay order form or
D
supplies & Vendor
supplies to the
form
Invoice, Pay order form, other
order
approves via email
invoice
department
documentation
Vendor Invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
documentation
43
Purchasing and Accounts Payable - Current State - Part I
Google Form
Service Desk Team
Request approved
Yes
Vendor SoW
review or approval
by IT?
exists?
Yes
Form to be sent out
Request approved
No
A
No
No
to the partner
by IT?
A
Follow Partner
Intake process
G
Yes
No
Form to be sent out
Any further
Request approved
Inform the
to the partner
information
by the Infosec?
No
department via
required?
email
Yes
Yes
Google Form
Inform the
A
Reach out to the
department via
partner on a call
email
No
Yes
Procurement
RFP sought
Is it within thebudget?
Start
pertains to IT
supplies?
Request for
No
Yes
procurement
via Service Desk
As-Is Process
Event or
Book venue and get
conference is to be
Yes
Rush event or
Yes
expense
conference?
reimbursed
booked?
through finance
No
No
Flow
Email event &
Expense
No
Procurement for
Yes
C
conference team to
Reimbursem
Standard Office
book the event
ent process
supplies?
B
Event &
Conference
Purchase over
Purchase over
Team
$50K?
No
$25K?
Yes
Yes
CXO Division
Obtain three
RFP
No
Partner
written bids
Intake
Process
Accepted
(Page 1 of 3)
Select a vendor
existing vendor
No
Partner Intake
G
Partner Intake
No
A
with complete
process to happen
process positive?
NDA?
Yes
Pay Order form
Yes
I
Enter MSA/SoW
MSA/SoW
Receive goods/
Conduct an actual
Authorised approver
Merge Contract,
request
No
exists with selected
Purchase goods/
service & vendor
Quality Control on
Complete Pay order
signs pay order form or
Invoice, Pay Order,
vendor?
service
invoice
output
form
approves via email
Approval into one
PDF
Yes
Vendor invoice
Pay Order form
Quality review
No
done prior to
procurement
Sends mail to NATL
Store all
D
[email protected] by attaching
documents in
Invoice, Pay order form, other
Google Drive
documentation
Is advance
Is the quality as per
Yes
payment to vendor
Yes
I
the standard?
required?
Invoice, Pay order form, other
No
documentation
A
Draft MSA/SoW
A
MSA/SoW
Purchase order,
Perform 3 way
Receiving slip,
matching PO/Receiving
Receive vendor
Deliver item to
No
Any
Reconcile PO and
Email PO to vendor
Create PO
Invoice
Slip/Invoice
Invoice
requestor
clarifications?
receiving slip
Yes
Vendor Invoice
Purchase order &
Check with
Receiving slip
Purchase order
Purchase order
vendor
Authorised approver
Sends mail to NATL
Anyclarifications?
No
Complete Pay orderform
signs pay order form or
[email protected] by attachingInvoice, Pay order form, other
D
approves via email
documentation
Yes
Check with
Pay Order form
Pay Order form
Invoice, Pay order form, other
vendor
documentation
44
Purchasing and Accounts Payable - Current State - Part II - Office Supplies
Existing Vendor with
C
No
B
As-Is Process
blanket SOW?
Receive the
Flow
Yes
standard office
supplies
Place the
An office
Yes
standard office
universe?
CXO Division
supplies order
(Page 2 of 3)
No
Receive the
Deliver the
Sends mail to NATL
Place the standard
Authorised approver
standard office
standard office
Complete Pay order
[email protected] by attaching
office supplies
signs pay order form or
D
supplies & Vendor
supplies to the
form
Invoice, Pay order form, other
order
approves via email
invoice
department
1
documentation
Vendor Invoice
Pay Order form
Pay Order form
Invoice, Pay order form, other
documentation
45
Purchasing and Accounts Payable - Current State - Part III
Send Pay Order form to
End
Print & review Pay
Action
D
order form and
Fund/C4/Electoral/
Yes
Accounting Manager /
E
other documents
Lobbying?
Assistant Controller for
A
review & approval
No
Documents filed
Documents
in filing rooms
Pay order form &
other documents
Send Pay Order form to
**
Rush payment?
Yes
CFO for review &
G
****
approval
Send Pay Order
Contract
No
Yes
form to CFO for
G
process
No
Mail checks to
review & approval
vendor
Contract exists?
Yes
Contract
Work done?
No
process
Yes
No
H
Check
Enter/Update daily
payment?
F
Any clarifications?
No
batch of payable in
As-Is Process
Sub ledger
Checks/Wires/
ACH
Initiate Payment
Yes
Flow
Invoice amount >
Check with
$10K ?
Department / Facilities
Coordinator
#
No
No
CXO Division
Yes
Copy of all supporting documents
Review the payable
and proof of payment, scan it and
Any clarifications?
No
Post the entry in GL
H
information
send it to CXO division in DC office
(Page 3 of 3)
Yes
No
Yes
Check with Staff
Check with
Any edits
Action Fund?
Accountants
Program staff
required?
Yes
I
***
Checks/Wires/
Review the payable
Any
ACH
Review Payment
information
clarificatio ns?
No
Post the entry in GL
H
E
No
Pay Order form
Review & approve
Check with Staff
Pay order form
Accountants
Yes
Any
No
Approve and send
clarifications?
to next level
Check with Staff
Check with
Any edits
***
Yes
I
Accountants
Program staff
required?
***
F
Check with
Any edits
Program staff
required?
Yes
I
No
G
Review Checks/
Review Checks/
Wires/ACH as
Any
No
Wires/ACH as
supporting
clarifications?
supporting
documentation
documentation
Pay Order form
Review & approve
Pay order form
Checks/Wires/ACH
Check with Staff
Check with
Any edits
Yes
I
Checks/Wires/ACH
F
Accountants
Program staff
required?
***
46
IT/IS Department Procurement Process Map
Registered Partner
Database
Is there an entry
New Vendor
Is the Partner
Partner to send the
Start
for the partner in
Yes
No
approved?
completed form
the database?
No
Yes
As-Is Process
Finance to add the
Follow the Partner
Is the Partner
Yes
partner as a BP͛ in
Intake process
approved?
Flow
SAGE & K
Partner Intake
No
A
IT/IS
No
T&Cs should be
Are there any
Department
Enter the MSA/
extracted from the
Follow the RFP
Yes
linked T&Cs in the
Draft the MSA/Sow
SoW in K
site and included in
process
contract?
the contract
New Contract
Contract is
Executed contract to
Follow the
Docusign email
approved with a
be sent out to PPFA
contracts approval
goes out to the
status of Ready for
signatory, project
process
Partner
signature͛
owner and vendor POC
Invoice and POs to
Is the invoice
be approved by the
amount >$125k?
CTO (for IT) or the
Yes
CISO (for Infosec)
No
Yes
Make a PDF bind of
Invoice and POs to
Invoice and POs to
invoice and PO, and
Invoice is received at
Is the invoice
be approved by the
be approved by the
No
send emails for
[email protected]
amount >$75k?
COO
directors
approvals along with
from the partner
the contract
Invoicing
PDF to be sent to
Follow the AP
the Finance
End
A
process
department
47
Partner Intake Process Map
Divisional Departments
Partner Intake Team
Partner
Request for Internal
No
Partner Intake
Partner to contact
Questionnaire
the divisional
department
Is the NDA signed
Has the Partner
by the Partner?
No
contacted the Partner
Partner intake
Intake Team?
request to be sent
Is the request
Details of the NDA
Start
by the internal
NDA only͛
Yes
entered by the
Yes
staff member
Divisional Dept
Yes
No
Ratified NDA to be
sent to the Partner
Is the request
Partner intake
No
Are there any clause
Yes
only͛
changes?
NDA to be signed by
Yes
the PPFA signatory
Form
No
Assembly
Internal staff member tofill out the Request fo
Yes
Has the Partner
Partner Intake
intake team ratified
questionnaire͛
the change?
Has the Legal
Yes
Counsel ratified the
change?
As-Is Process
No
Inform the internal
A
staff member
Flow
2
B
C
NDA execution
status to be
1
updated in the
Google Sheet
Initial reach out to
Details to be
verified manually
the Partner on the
verification
NDA Tracker
Partner Intake
Any questions on
Partner to send avalidation email to
the submitted
Yes
the partner intake
information?
team
Document
Partner Intake team
verification checklist
to make changes in
the system and
Department
No
attach the email as
a proof
Are there any
D
No
roadblocks like
Manual
conflict of interest/
violations etc?
Process
Yes
Yes
Is the roadblock
Partner to beupdated flagged͛ in
acceptable?
the Google Sheets
No
Inform the internal
Business
staff member
Partner Tracker
A
Internal staff
member to inform
End
the Partner
2
Partner Sheet to be
Business
updated with the BP
Partner Tracker
no.
Questionnaire autosent to the Partner
Is the Partner a
Yes
Is the Partner a
No
Is the Partner a
via Form Assembly
Company?
Special Partner?
public co.?
No
No
Yes
Internal staff
Yes
Is the Partner a
member to submit
special partner?
Yes
the related
Sales
documents
No
Force
Partner to fill out
Partner to fill out
B
the shortened
the detailed
questionnaire
questionnaire
C
Create a Partner
D
SAGE
with all details
48
PPFA Contract, Grant and Amendment Workflow
Process Flow
System Controls
Process Flow
Start
End
No
B
D
Originator/
Yes
Can request be
Contracts Admin
reinstated?
Draft request
Commercial value of
C
contract > $0 ?
3
1
Yes
Request
approved by
Is Division approval
Department
No
Department
required?*
approver
Approver?
As-Is Process
1
Yes
Flow
Request
Is Attorney review
approved by Division
Yes
No
No
required?***
Division Approver
Approver?
1
Yes
Contracting
Department
Request
Is Finance
approved by
Yes
Use review
No
Attorney
No
Attorney Reviewer?
required?
Reviewer
#
(Page 1 of 2)
1
Yes
Request
Is Resource
approved by Finance
Yes
No
Finance Use
No
Use Reviewer?
ID review required?
Reviewer
##
1
Yes
Request
approved by Finance
No
Resource ID
Is Budget Review
No
Finance Resource
Reviewer?
required?
ID Reviewer
###
Yes
1
FBR-
A
Yes
Request
Is COO
approved by Finance
No
No
approval required?
Budget Reviewer?
####
Finance Budget
Reviewer
Yes
Yes
A
FBR-
2
A
A
49
PPFA Contract, Grant and Amendment Workflow
A
Yes
COO Approver
RequestApproved by COO
No
C
Approver?
2
Yes
1
System Controls
3
Receive new
request
Is request Executed?
Yes
4
No
Assign request
Is request
Yes
D
Contracts Admin
withdrawn?
CA-1
As-Is Process
No
Does request
Is
Does request
Is
require originator
No
request ready for
No
require Business
No
request approved
review?
signature?
Partner review?
with edits?
Yes
Yes
Yes
Flow
S-1
BP-1
AE-1
Yes
2
Receives the
OR-1
request for
feedback
Originator
Does it require a
Does it require a
contracts admin
No
Business Partner
No
B
review?
review?
Contracting
Yes
Yes
CA-1
BP-1
AR-1
No
Department
Is request approved
No
S-1
Attorney
with edits?
Reviewer
(Page 2 of 2)
Yes
AE-1
AE-1
Is
Does it require
request ready for
No
Business Partner
No
CA-1
signature?
review?
S-1
Yes
Yes
BP-1
Contracts Admin
clicks Ready forSignature1
Click e-sign
4
No
Final signed image
2
Pending signature?
No
received by the
Executed
D
system
Contracts Admin
Yes
or Originator
Can cel
No
e-signature?
BP-1
Yes
Does it require
No
Does it require
No
Is it ready for
Attorney Review?
Originator Review?
signature?
Yes
Yes
Yes
Contracts Adminsends the request
OR-1
S-1
to attorney for
review
AR-1
Notes:
1. In the status of Ready for Signature, and beyond, the data fields become Read Only for all users except the Contracts Admi nistrator and the e-Sign button is displayed.
50
2. Executed Agreements Expire after End Date if Renewal Option is Non or Options. Executed Agreements can be Terminated when Contracts Admin clicks Terminate.
Expired or Terminated agreements can be Reinstated by Contracts Admin only if the End Date is in the future.
PPFA - Grant Contract and Amendment Workflow - Feb 25 2018
Purchasing and Accounts Payable - Current State - Part III
Send Pay Order form to
End
Print & review Pay
Action
Accounting Manager /
D
order form and
Fund/C4/Electoral/
Yes
E
other documents
Lobbying?
Assistant Controller for
A
review & approval
No
Documents filed
Documents
in filing rooms
Pay order form &
oth er documents
Send Pay Order form to
**
Rush payment?
Yes
CFO for review &
G
****
approval
Send Pay Order
Contract
No
Yes
form to CFO for
G
process
No
Mail checks to
review & approval
vendor
Contract exists?
Yes
Contract
Work done?
No
process
Yes
No
H
Check
As-Is Process
Enter/Update daily
payment?
F
Any clarifications?
No
batch of payable in
Sub ledger
Checks/Wires/
ACH
Initiate Payment
Flow
Yes
Invoice amount >
Check with
$10K ?
Department / Facilities
Coordinator
#
Accounts
No
No
Payable
Yes
Copy of all supporting documents
Review the payable
and proof of payment, scan it and
Any clarifications?
No
Post the entry in GL
H
information
send it to CXO division in DC office
Department
Yes
Yes
Check with Staff
Action Fund?
Accountants
***
Checks/Wires/
Review the payable
Any
ACH
Review Payment
No
Post the entry in GL
H
E
information
clarifications?
Pay Order form
Review & approve
Check with Staff
Any
Approve and send
Pay order form
No
Accountants
clarifications?
to next level
Check with Staff
***
Accountants
***
F
G
Review Checks/
Review Checks/
Wires/ACH as
Any
Wires/ACH as
No
supporting
clarifications?
supporting
documentation
documentation
Pay Order form
Review & approve
Pay order form
Checks/Wires/ACH
Check with Staff
Checks/Wires/ACH
F
Accountants
***
51