Author : Tahir Rafiq
Project Start Date:
ATR Consulting Limited
February 2011
TTI Workshop (Time To Invoice)
atr
Tahir Rafiq
Applying automotive best practice in the Oil & Gas Industry.....
1 atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Tahir Rafiq
11:15 12:00 Analysis Tahir Rafiq
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
1
2 atr
Agenda
Day 2
Start End Topic Presenter
8:00 8:30 Breakfast
8:30 9:00 Previous Day’s Review Tahir Rafiq
9:00 11:00 Session 3: Process Development & Explanation Group Participation
11:00 11:15 Break
11:15 1:15 Session 4: Process Development & Explanation Group Participation
1:15 1:25 Workshop Feedback (Plus , Minus) Tahir Rafiq
1:25 2:25 Lunch
2
3 atr
Libya Country Summary Client Set Up
Baseline DSO
4. Base 20 5. Base 30 6. Base 40
Client Locations:
1. Tripoli Base – HQ 2. Benghazi Base 3. Base 10
Client Main Site is in Tripoli. GM, Operation managers,coordinators and billers are based in Tripoli.
A small team is based in Banghazi to support the operation in base 10
Base 10 is the main base. 80% of the activities arise from Base 10
Base 20 is the second largest base, it represents 15% of the activities.
Bases 30 and 40 are small bases and represent less than 5% of all activity.
Country Daily revenue Baseline DSO Baseline Accrual
Baseline Accrual % of Rev Baseline Past Due Baseline Past Due %
AR
Libya 500 250 days $20,000 230% $ 50,000 40%
Please note . Above figures have been changed because of confidentiality
Libya
3
4 atr
Time to Invoice Initiative
Project Participants
individuals / Groups
Global Project Team
Client side : Business Processes Director
Global Partner OTC Program Strategy ( Consultancy)
Regional Director – Global Program Management ( Consultancy)
Project Team
Client side - Libya Team Project Mgr
Tahir Rafiq – Country Lead ( Consultant)
Consultant – Country Support
Client side – MENA Region Business Process Manager
Consultant – MENA Regional Lead
Workshop Participants
Muftah Buzehra Imad Awad Sinan Mumtaz Fawzi Khatab Saif Alheureithi Shadi Saraf Amir Basha Wekhaa Abugaseam Nadia Bourouga Osama Amar Mohamed El Boraie Hamza Turki
Ahmed Badr Amjad Qaffaf Heba Shakmak Benoit Pinson Khalid Atti Abdu Salam Kichdan Ali Samin Hatem I.Albarouni Moussa Dahoumani Rifaat Seleem Sara Esheen Mohamed Mahmood
25 Participants
4
5 atr
Workshop Objectives & Guidelines:
Session is designed to stimulate open & honest discussion
All questions & inputs are welcome and encouraged!
Please do not interrupt your colleagues when they are speaking and let others finish their thoughts
No open laptops, phones on silent
Step out to take critical calls or wait until the next break
Please keep to the times stated on the agenda
Breaks are scheduled throughout the day
Breakfast & Lunch
The Client has undertaken a number of Global Projects to save costs and improve performance.
Finance & Accounting
Time to Invoice (TTI)
Credit & Collections
Indirect Procurement
Information Technology
As part of TTI, the project team has worked together with a number of key people across product lines, who helped to identify opportunities to decrease the time from Job Completion to Invoice
To date, improved order to invoice processes have been implemented in the US resulting in significant improvements
Workshop Objectives
Instructions & Guidelines
5
6 atr
Project Overview
Benchmark and Key Achievements
67
96 109
130
156
197
KS
A J
V
IRA
Q
UA
E
EG
YP
T
KS
A N
JV
LIB
YA
MENA Region DSO Stats
24-Jan 31-Jan 7-Feb 14-Feb 21-Feb 28-Feb 7-Mar 14-Mar 21-Mar 28-Mar 4-Apr 11-Apr 18-Apr 25-Apr
Assessment Phase
As - Is OTC Process Assessment Planning H
Identify and Validate In Country Participants, SMEs & Contacts
Send data request
Induction meeting with Country Manager
In Country Kick off meeting
Extract scheduling information from HR H
Send communication to interview participants (from Local leadership) H
Schedule and Validate In Country interview Location(s) H
As - Is Process Information Gathering H H
Interview primary SMEs to understand process, technology & people requirements H H
Identify major system functionality utilized H H
Gather and analyze data H H
Send communication to workshop participants (from Local leadership) H
Schedule and Validate In Country workshop Location(s) H
Schedule In Country Workshop - Formal Communicaton/ Meeting Invite
Document current roles, responsibilities & organizational structure H
Develop workshop presentation, templates and process flow strawman H
Conduct Country Specific Workshop #1
January February March April
Completed “As Is” process mapping.
Conducted process map and findings
validation sessions with key individuals.
Prepared analytics package.
Calculated baseline days to invoice (TTI).
Held project weekly status meetings
with the GM.
Identify and validate findings and recommendations.
Identify risks and obstacles.
Design new process that meets the business for now and future requirements.
Hold Workshop 2 to validate process design.
Implementation Plan
Key Achievements & next Steps
1 2 3 Key Achievements During this Workshop Next Steps
6
7 atr
Working Capital Overview
Economy Finance Markets Regulatory Market Strengths
Working Capital
Requirements
Policy/Culture Process Organization System/Tools Metrics
Operational
Customers Suppliers Product/Service Mix Business Structure International vs. Domestic Management
Strategic External
Ability to impact Low High
North America ,
53, 1
Eastern Hemisphere
, 37, 0
Latin America ,
10, 0 North America , 31
Eastern Hemisphere
, 46
Latin America , 23
North America , 22
Eastern Hemisphere
, 57
Latin America , 22
Revenue – $5 billion Revenue – $10 billion Revenue – $30 billion
7
8 atr
Current Process & Findings
Invoice to Submission 20.2 days
Job Completion to Entry in JDE 66.3 days
Entry in JDE to Invoice 23.1 days
Cau
ses o
f Delays
Limited connectivity in the desert resulting in long DT manual processing
Lack of focal point overseeing the entire OTC cycle
Inspection (for rented tools)
Signature of DT
Send DT from base to Tripoli
Waiting for PO / WO from customer
Reviewing the DT pack
Reviewing draft invoices
Submission pack to finance (month end skewing)
Issue final invoice
Translation of PO / WO / Contract
Advance payment for Tax
Tax letter preparation
Submission to customer
Customer Internal process
Rejection of invoices / review / re-submission
Payment
Total – 228.4 days
Submission to pay 118.7 days
Job Completion Date
Payment Date
Invoice Date
TTI – 109.6 days
138.9 days
Collection – 118.7 days
89.4 days
8
9 atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Lead Consultant (Tahir Rafiq)
11:15 12:00 Analysis Lead Consultant (Tahir Rafiq)
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
9
10 atr
Analysis : Current Process Maps
Sales Management Process
TTI – WFT Libya – Manage Sales Order
TS
G –
Sal
es M
anag
er
(Trip
oli)
Ope
ratio
n –
Sal
es C
oord
inat
or /
PL
Man
ager
(Trip
oli)
Cus
tom
er
Additional Notes: System(s) Referenced: Policy Referenced:
2.
OR
7.
Review final
quotation and sign
approval Sheet
1.
Send RFQ
12.
Receive RFQ
13.
Prepare quotation
4.
Prepare quotation
with Operations
(commercial
terms / proposal)
5.
Prepare quotation
with TSG
(technical proposal
and discounts)
6.
Finalize quotation
in the approved
format
11.
Send to customer
9.
Register in the
quotation log sheet
and uplift
documents on the
server
20.
Send to customer
3.
Receive RFQ
14.
Finalize quotation
in the approved
format
Normally, TSG manager should review
and sign all quotations that go out to
customers, but sometimes ops send
directly the quotation to customer
Start of Process
19.
Review and sign
the approval sheet
10.
OR
17.
OR
16.
Uplift documents
on the server
RFQ are received in different ways: by email, phone, fax and
even verbally in meeting. It comes to operations, TSG, BD or
even to GM.
This is the proper route in dealing
with RFQs, but because of shortage
in manpower, operations do not wait
for TSG and prepare quotation
Quotation can be sent by operations or TSG, no rules for that.
21.
Receive quotation
22.
Accept
25.
Send official
email / fax of
acceptance / PO /
WO
31.
Give go ahead for
operations
Quotation approved format (Word template) should be used
for all quotations that go out to the customer. But sometimes
Ops do not use the approved format.
Quotation is sent by email unless
customer asks for hard copy
23.
Negotiation
NO
End of Process
End of Process
24.
Review quotation
YES
YES
NO
15.
Sign quotation
8.
Sign quotation
18.
Send to TSG for
review signature
of approval sheet
(internal use)
Approval sheet is for internal use only. It should be attached
with the quotation and sent to different stakeholders for review
and approval (signature of the approval sheet). Ops
supervisor, Ops manager, TSG manager and GM are the
invited to sign the approval sheet. The approval sheet is then
filed with the quotation documents with TSG.
TSG coordinator checks on regular basis the server and
updates the quotation log sheet.
Some Ops do not uplift their documents on the server (no full
visibility for TSG on their quotations)
26.
OR
28.
Forward to Ops
Cc finance
29.
Update server
30.
Receive official
email / fax of
acceptance / PO /
WO
27.
Receive official
email / fax of
acceptance / PO /
WO
Generally Ops start the job with the letter of acceptance
only without waiting for PO.
For some product lines / customers, they do insist on the
PO and do not start the job before getting it.
For some product lines, it is not possible to get the PO /
WO before the end of the job because customer cannot
estimate the required job before hand.
TSG coordinator updates
the server and the log sheet
10
11 atr
Analysis : Current Process Maps
Dispatch of Delivery Ticket to Tripoli
TTI – WFT Libya – Send DT From 103 to Tripoli
Bas
e M
anag
er
(Bas
e 10
3)
Adm
in O
ffice
(Trip
oli)
Cus
tom
er O
ffice
(Ben
ghaz
i
Reg
ion)
Ben
ghaz
i Offi
ce
(Ban
ghaz
i)
War
ehou
se S
uper
viso
r
(103
Bas
e)
Pro
duct
Lin
e S
uper
viso
r
(103
Bas
e) 1.
Prepare DT and
supporting
documents
6.
Receive DT packs
Excel spreadsheet
2.
Submit to admin in
103 base
3.
Receive DT pack
4.
Update the
Delivery Ticket
Register
5.
Consolidate packs
and send to
Benghazi
Twice a week by regular
taxi / pick up
10.
Send by Aramex
to Tripoli office
11.
Receive courier at
reception
12.
Distribute mail to
different product
lines
7.
Secondary Sign Off
Required from
Customer (Benghazi
region)
Additional Notes: System(s) Referenced: Policy Referenced:
NO
8.
Second signature
on the DT from
customer at HQ
YES
9.
Receive DT from
customer
End of Process
3.
Make a copy of DT
pack and file it
3.
Prepare packing
list
Excel spreadsheet
3.
Send a copy of DT
pack and packing
list to Base
Manager
Sirte follows this route
11
12 atr
Analysis : Current Process Maps
Billing Process Part 1
12
13 atr
TTI – WFT Libya – Invoice Customer – Part 2
Submission to customer
Cus
tom
er’s
Offi
ce
(Trip
oli)
Acc
ount
Man
ager
(WFT
Trio
pli)
Acc
ount
s S
uper
viso
r
(Ben
ghaz
i Offi
ce)
Col
lect
ion
Sup
ervi
sor
(Trip
oli,
Mai
n O
ffice
)
Bill
ers
(Trip
oli,
Mai
n O
ffice
)
System(s) Referenced: Policy Referenced: Additional Notes:
28.
Make 2 or 3
copies of the
invoice pack
40.
Submit to
customer
41.
PROCESS:
Collection
Process
End of Process
Part 2
30.
Customer in
Benghazi area
NO
32.
Double check the
invoice pack
34.
Invoice pack ok
37.
Submit to
customer
35.
Ask billers for the
PDF version of the
invoices that need
changes
JDE not able to raise
invoices as per customer
requirements
YES
31.
Send invoice pack
to Benghazi office
YES
NO
38.
PROCESS:
Collection
Process
End of Process This process is designed for
Shell as Shell requires a single
focal point for all activities
(from order to cash)
39.
Customer deals only
with account
manager
NO
NO
YES
NO
YES
YES
42.
Submit invoice
packs to contract
holder
43.
Review with
Contractor holder
invoice packs
46.
Fix errors with ops.
and billers
44.
Invoices approved
by Contract holder
49.
Submit invoices to
client’s finance
department
48.
Sign invoices by
Contract holder
45.
Correction on site
possible
47.
Fix errors on site
with contract
holder
50.
PROCESS:
Collection
Process
End of Process
33.
Attach original fax
order / PO / WO if
any
Invoice packs are sent
with DHL or Aramex
36.
Manual adjustment
of the invoice pack
(font size, code of
prices, Ts & Cs)
Around 10% of invoices
are modified in Benghazi
office
29.
Keep a copy in
filing room
Analysis : Current Process Maps
Billing Process Part 2
13
14
150
165
196
218
203 206
231
243 235
218
190 197
atr
Libya Aged Analysis
Root Cause Analysis Reveals a Bottleneck within Operations (33%)
WFT Libya Monthly DSO Performance ( Days)
33%
22%
14%
13%
7%
5% 3%
2%
Inventory Issues
100% Problems with Operations (DT, supporting docs…)
External Problem
Not identified
Not identified
Waiting for PO / WO Contract Amendment
Root Cause Analysis (Accruals)
14
15 atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Lead Consultant (Tahir Rafiq)
11:15 12:00 Analysis Lead Consultant (Tahir Rafiq)
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
15
16 atr
Lunch
Uninvited Guests
16
17 atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Tahir Rafiq
11:15 12:00 Analysis Tahir Rafiq
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
17
18 atr
Best case calculated TTI
Baseline TTI
Low
Eff
ort
M
ediu
m E
ffort
H
igh E
ffort
13 days
Findings
3 days
10 days
8 days
Current structure of the Billers role
No Performance Measurement or Targets in place to monitor the OTC Cycle
Impact in Days
There is a Gap of approx 20 days between JDE invoice date and the final submission date to the customer
Lack of focal points / Account Managers for Customers
5 days
Communication barriers between Finance and Operations, leading to inaccuracies in invoices 4 days
80 Percent of invoices are generated in the last 10 days 4 days
Invoice delay due to Inspection of tools , takes up to 10 days (FRE & Rental) 4 days
Different signoff requirements exist across product lines, with different supporting documents 2 days
Accumulation of DT's at Warehouse
Complicated pricing structure which is very difficult for staff to understand 2 days
DT's are handled in an ad hoc way in Tripoli 2 days
PO is issued after job completion, causing delays in the invoicing process downstream 1 days
DT's are sent to Tripoli via Benghazi 3 days
There are differences across product lines for recognising Revenue
There is a lack of follow up after Invoice Submission
110 days
45 days
Late return of signed DT’s by 3PL for sale items (LHS + CEM) 1 days
TTI Best Case Calculations
Initiatives with time savings in Days
18
19 atr
Group 1
Group 2
Group 3
Group 4
Findings
Manage Contracts
Manage Sales Orders
Manage Delivery
Invoice Customer
Finding 1
Finding 2
Finding 3
Finding 4
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
System 1 System 2 System 3
System 1 System 2 System 3
System 1 System 2 System 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
System 1 System 2 System 3
System 1 System 2 System 3
System 1 System 2 System 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
System 1 System 2 System 3
System 1 System 2 System 3
System 1 System 2 System 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
System 1 System 2 System 3
System 1 System 2 System 3
System 1 System 2 System 3
People 1 People 2 People 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People 1 People 2 People 3
Process 1 Process 2 Process 3
System 1 System 2 System 3
Process 1 Process 2 Process 3
People
Process
System
Post it Notes
Workshop Out Put Logic
Each recommendation or solution can be further broken down Into themes
Process Development Workshop
Output : Group Findings Matrix
19
20 atr
Session 1 : Process Development & Presentations
Findings Manage Contracts
G1 Manage Sales Orders
G2 Manage Delivery
G3 Invoice Customer
G4
Finding 1
Different signoff requirements exist across product lines, with different supporting documents
There are differences in methodology across product lines for recognizing Revenue
Invoice delay due to Inspection of tools , takes up to 10 days
Current structure of the Billers role
Prompts Prompts Prompts Prompts
1. How can we speed up the process of acquiring a signoff (DT + Timesheet)? 2. What criteria should determine if a secondary signature is required? 3. How many days are acceptable, when waiting for a customers signature? 4. Can we get the DT signed at rig site, rather than the Drilling Office ? 5. Is it necessary for a customer to sign a DT for sales items in addition to a loading note ?
1. When should we book revenue? 2. Which method or process should we follow to book revenue? 3. Is there consistency across the business for booking revenue? 4. Should we book revenue before receiving the purchase order from the customer? 5. What is the impact of accruals on customer credit limits, when booking revenue? 6. How should we book revenue for new customers?
1. How can we speed up the inspection process? 2. Is this a resource issue? 3. Should we wait until inspection is complete to invoice the customer? 4. What other options do we have to ensure compliance ?
1. How can we make their role more challenging & interesting? 2. What can we do to integrate them more into the business ? 3. Are the contracts too complex and too large for staff to search for key information to verify DT queries? 4. Do invoicing staff understand requirements with regards to supporting documentation for all customers? 5. How should we track and communicate invoicing requirements to all concerned staff ?
20
21 atr
Findings Manage Contracts G1
Manage Sales Orders G2
Manage Delivery G3
Invoice Customer G4
Finding 2
Lack of Focal Points / Customer Account Managers
Communication barriers between Finance and operations, leading to invoice Inaccuracies
DT's are sent to Tripoli via Benghazi
80 Percent of invoices are generated in the last 10 days
Prompts Prompts Prompts Prompts
1. How can we improve the management of the OTC Cycle by achieving better; - Visibility? - Trackability? - Ownership? - Improved Customer Account Management? 2. Top two customers represent 50% of trade AR against 40% revenue?
How can we increase communication between Finance & Operations? 1. What, When, Where & How often should they communicate.? 2. Should the communication be formal or informal? 3. What should be tracked & measured? 4. How will you deal with outstanding issues (measure & track)?
1. Why is it necessary to send DT's to Benghazi? 2. Why does a DT need to be processed in Tripoli ? 3. Can we start processing the customer invoice before the DT arrives in Tripoli? 4. Where are the biggest opportunities for improvement?
1. How can we prevent this skew of invoices towards month end.? 2. Can we start the billing cycle before receipt of original DT? 3. What is a reasonable cycle time for invoice conversion from receipt of DT?
Session 2 : Process Development & Presentations
21
22 atr
Agenda
Day 2
Start End Topic Presenter
8:00 8:30 Breakfast
8:30 9:00 Previous Day’s Review Lead Consultant (Tahir Rafiq)
9:00 11:00 Session 3: Process Development & Explanation Group Participation
11:00 11:15 Break
11:15 1:15 Session 4: Process Development & Explanation Group Participation
1:15 1:25 Workshop Feedback (Plus , Minus) Lead Consultant ( Tahir Rafiq)
1:25 2:25 Lunch
22
23 atr
4
17
9
System Process People
Group Session 1 Output
System 13%
Process 57%
People 30%
Group Session 1
57% of Recommendations were Process based
23
24 atr
1
16
9
System Process People
Group Session 2 Output
System 4%
Process 61%
People 35%
Group Session 2
61% of Recommendations were Process based
24
25 atr
Findings Manage Contracts G1
Manage Sales Orders G2
Manage Delivery G3
Invoice Customer G4
Finding 3
No Performance Measurement or Targets in place to monitor the OTC cycle
PO is issued after job completion, causing delays in the invoicing process downstream
Accumulation of DT's at Warehouse There is a Gap of approx 20 days between JDE invoice date and the final submission date to the customer
Prompts Prompts Prompts Prompts
1. Which Key Performance Indicators should we measure to assist and monitor the OTC cycle? 2. What reports are available or need to be available in JDE to monitor performance?
1. How can we reduce delays in receiving Purchase orders (PO) or Works Orders (WO) from the customer 2. Should customer PO/WO be recorded and tracked ? 3. Who should take ownership of recording & tracking PO/WO ? 4. Who else should be part of this process? 5. When should we follow up with the customer ( for PO/WO) & who should be responsible ?
1. Should this be part of Warehousing’s responsibility ? 2. Should this responsibility be part of their main job ? 3. Is this responsibility interfering with Warehousing’s main job? 4. Who should be responsible for making sure that the DT is dispatched from the base?
1. How can we reduce the time it currently takes for the taxation process ? 2. What are the constraints / flexibility regarding taxation legislation 3. Do we have to wait till invoice generation before we start this process ? 4. How can we reduce the time it currently takes for the translation process ? 5. Is the company translating the PO's taking a long time? if so what can we do ? 6. What can we do to speed up the process ?. 7. What other documents do we need for the process?
Session 3 : Process Development & Presentations
25
26 atr
7
15
7
System Process People
Group Session 3 Output
Out Put
Recommendations
System 24%
Process 52%
People 24%
Group Session 3
52 % of Recommendations were Process based
26
27 atr
Lunch
Happy Guest
27
28 atr
Findings Manage Contracts G1
Manage Sales Orders G2
Manage Delivery G3
Invoice Customer G4
Finding 4
Complicated pricing structure which is very difficult for staff to understand (leading to invoice inaccuracies)
Lack of Training on JDE, resulting in limited usage of the system
DT's are handled in an ad hoc way in Tripoli
There is a lack of follow up after Invoice Submission
Prompts Prompts Prompts Prompts
1.How can we improve accuracy of pricing? 2. How can we reduce the amount of pricing verifications required on jobsites between the field staff, the base and HQ.? 3. Is the discount mechanism too difficult for operational staff to understand? 4. Is the price book shared with front line staff and is it up to date? 5. Going forward should field staff have access to pricing information?
1. How can we increase the usage of JDE ? 2. Is everyone using the system effectively ? 3. What is the current level of usage ? 4. Do you think JDE should replace shadow systems (excel) ?
1. How are the DT's received and managed when they are delivered from Benghazi ? 2. What are the major issues with the existing process ? 3. How can we improve the distribution process at Tripoli ? 4. Who should be responsible for making sure that the DT is despatched from the base. ?
1. Are rejected invoices recorded and tracked? 2. Are we receiving written explanations from customer regarding rejections? 3. Are the reasons for rejections recorded and challenged? 4. How can we reduce the resubmission lead time ?
Session 4 : Process Development & Presentations
28
29 atr
Group Session 4
42 % of Recommendations were Process based
4
8
7
System Process People
Group Session 4 Output
System 21%
Process 42%
People 37%
29
30 atr
16
56
32
System Process People
Consolidated output from S1,S2,S3,S4
System 15%
Process 54%
People 31%
Group Session Consolidation & wrap Up
54 % of Recommendations were Process based
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31 atr
End of presentation
Tahir Rafiq Feedback would be greatly received and appreciated
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