By : sharedserviceslink.com
Date : 2010
Location : United Kingdom UK / London
This conference provides all the tips to improve your core Key Performance Indicators (KPI's) around cost, quality and control and to tone up your Purchase to Pay Process.
KPI, Key performance indicator, P2P, purchase to pay, workflow, OCR technology, Optical Character Recognition, E-Invoicing
process ,invoices ,invoice ,supplier ,compliance ,insert ,automation ,suppliers ,document ,prior ,group ,services ,confidential ,invoicing ,slide ,procurement ,sharedserviceslink ,spend ,consent ,performance
Company Description : Includes all presentations and audio files sold separatly: 20 files PDF files and 17 audio files. It also includes a software to access the presentations and audio files directly via a control panel)
Want to be confident you are doing everything you can to improve your core KPIs around cost, quality and control? The content of this event will take away directly transferable ideas to tone up your Purchase to Pay Process.
With a choice of 22 incredible case studies, you will learn:
- How HP are countering the challenges of operating a massive multinational company to raise productivity globally by 63%
- How Virgin Media delivered 50% cost savings in P2P and doubled invoice productivity by using Lean Sigma
- Shell’s secrets to enabling straight-through processing of 500,000 invoices per year
- How Johnson & Johnson optimised their workflow solution to secure touchless processing for 60% of its 2 million invoices per year
- 5 key steps Scottish Water have used to move from 60% to a world class* 95% Payment on Time rate
- Advice from Atkins Global on how to reduce FTEs by 60% with a combination of OCR technology and workflow
- How DHL saved €0.5 million and now process invoices 3 times faster and what strategies they are using to ramp e-invoicing across Europe
- Key methods Caterpillar have used to convert 98% of their invoices to pure electronic, cut FTEs from 20 to 3 and operate almost world class productivity (36,000 invoices per FTE per year)
- How a new operating model from Honeywell transformed their PO compliancy to almost 100% enabling First Time Match rates to soar
Conference Day One
The 3 Cs Which are Driving Change in Purchase to Pay
Susie West - Conference Chair and CEO - sharedserviceslink.com
Every company agreed that making significant improvements in cost savings, tightening process controls and realising cash, the 3Cs of shared services, had a significant impact on the competitive advantage of the wider business. In this session, Susie West highlighted what world class SSOs were doing that average ones were lacking to make 3C improvements. Susie then showed how running a truly end-to-end P2P process significantly contributed to these improvements and highlighted key challenges that companies were having to achieve this. A perfect presentation to set the scene for the next few days.
Keynote: Why is it Essential to Align Finance and Procurement in 2010?
Mélani Flores, Director, European Procurement & Purchase-to-Pay Advisory, The Hacket Group
According to the latest Hackett research, 67% of the top performers in purchase to pay had a strong alignment between purchasing and payables, as companies recognised that an end-to-end process perspective was crucial to eliminate process inefficiencies and enable high levels of performance. Although this best practice had been always important, the recent economic conditions required this collaboration more than ever and without it, companies struggled to hit key KPI targets such as first time match rates, payments on time, or productivity increases. In this opening session, Mélani Flores discussed why end-to-end in purchase-to-pay was vital and what steps companies were taking to reach a high level of coordination. Referring to Hackett’s latest benchmarking study, she shared key insights from world class organisations and show whether there were any tangible benefits from increased alignment.
Enforcing Process Compliancy
How to Increase Invoices Per FTE by 63% Globally
Ralf Goehler, Manager of Accounts Payable Processes, Hewlett Packard
Sarah Lightbody, Manager for Vendor Master Data Processes, Hewlett Packard
HP is a large, complex and truly global company. It operates across 50 countries, processing 6.6 million invoices. While some countries were operating at world class levels of productivity, others were lagging, due to factors such as complex regulations, challenges in implementing e-invoicing, etc. HP wanted to increase their global average from 10,000 invoices per FTE per annum to 16,300, realising that they could never reproduce the productivity levels of a smaller company operating in just a few countries. This session examined where HP were today in terms of productivity, how Finance and Procurement worked together to meet the targets, and how they were countering the challenges that come from operating within a massive multinational company.
How to Double Productivity Whist Venturing
From AP ‘Swamp to Summit'
Peter Evans, Director of Quality, Virgin Media
Chris Banting, Account Payable Manager, Virgin Media
How can you deliver exceptional productivity results whilst undergoing massive organisational change? Over time 40 companies have merged to become one. The result? Virgin Media. The merging of companies often meant the creation, and then elimination, of activity duplication. Peter Evans had been responsible for ensuring the elegant and efficient running of purchase to pay at Virgin Media whilst this massive organisational change had been occurring. In this excellent presentation Peter was talking about: how they moved P2P from ‘swamp to summit’; how they motivated staff through Lean Sigma training and turned around the mood so staff felt needed and driven, instead of unsure of their purpose; and how, through process improvement initiatives, change management exercises and organisational consolidation, they had doubled their invoice productivity and delivered 50% cost savings in P2P.
3 Proven Strategies to Drive Up 3 way Match
Jo Hart, Director of Shared Services Finance, Daily Mail and General Trust
Jo Hart and his team had begun to stabilise the Daily Mail and General Trust group’s shared services operation and they were rolling out strategies to focus on efficiency optimisation. But before they could do this, it was essential to lay the foundations to maximise the benefits from using automation and self-service and therefore significantly reduce AP costs. In this session, Jo revealed the 3 key strategies to dramatically increase PO compliance, consolidate suppliers and better align finance and procurement so your P2P process becomes truly end-to-end. Before these strategies were implemented (in both his current and previous roles), processes and policies were undefined with heavy manual intervention. It was almost like having a personal butler in terms of how business units expected to be served.
How to Significantly Increase Indirect PO Rates Across 34 Countries to an Impressive 75%
Pether Jonsson, Accounting Centers, ABB
Thomas Schmid, Group Supply Chain Management, ABB
Many of us understand that, in order to attain straight through processing we had to nail the PO process for both direct and indirect spend. In January 2008, Pether Jonsson and his colleague homas Schmid at ABB’s corporate HQ initiated a program for increasing the Group’s PO compliance across 34 countries. In this session, Pether and Thomas discussed the key strategies and governance structures that had lead to raising its consolidated PO rates from 64% to 75% across 34 countries, mainly due to huge indirect spend PO compliance improvements. They then revealed how this increased cooperation amongst P2P process stakeholders was enabling several other major improvements, including increased spend visibility and higher quality invoices from suppliers. Finally, they shared critical success factors behind the Group’s most PO compliant countries.
How to Increase PO and GRN Compliancy to Attain 95% Payment on Time and Improve Relations With Suppliers
Scott Turkington, Financial Services Manager, Scottish Water
71% of companies that go into administration are profitable… but their cash reserves have dried up. Most multi-nationals had therefore taken it upon themselves to improve their payment on time rates to help a) keep their suppliers in business and b) therei n keep stock-aplenty on the shelves. Two years ago, Scottish Water realised that 40% of transactions were not being paid to terms. The main reason for this was an inadequate PO and GRN process which meant too many invoices became exceptions and the company’s DPO was too long. With a combined effort from all users of the P2P process, Scott Turkington and the team succeeded in turning these numbers around. They paid a world class 95% of transactions to terms, productivity had doubled in the last 4 years and total operating costs had fallen by over 40%. In this presentation, Scott Turkington revealed the 5 key steps Scottish Water took to get them from under to top performer.
Maximising Automation & Systems
How to Optimise Your Workflow to Secure 60% Touchless Processing at Johnson & Johnson
Luk Van Baelen, Director Business Improvement, Johnson & Johnson
Petr Jelinek, AP Director Prague, Johnson & Johnson
At Johnson & Johnson, the Global Finance Services centre in Prague processed around 2 million invoices each year for Europe and USA. Invoices were received either electronically (via OB10 for European invoices) or were scanned externally and indexed. Crucially, 90% (50% Europe, 97% USA) of their electronic invoices and 25% of their paper invoices were automatically processed from invoice data entry through to invoice payment. Since moving from localised manual processing over 3 years ago, AP productivity for European invoice processing haded increased by more than 100%. How? In this session, Sam and Petr discussed how the J&J team effectively built appropriate rules into their system to automate workflow, the approaches they used to tackle typical challenges such as VAT compliance and the importance of collaboration with internal audit and local finance teams in agreeing effective system tolerances and thresholds.
How to Enable Straight-Through Touchless Processing of 500,000 Invoices
Steven Breaden, Senior Manager, Technical Strategy Requisition to Pay, Shell
Steven Breaden’s role essentially was to drive efficiency in the P2P process with technology. With an already impressive suite of tools, Steven was under pressure to deliver tough targets for next year – driving up FTE processing efficiency and STP from current position of less than 10% STP, to top quartile straight-through touchless processing for Shells 1,000,000 invoices per year by the end of 2010. Shell implemented a new OCR-based intelligent data capture technology but had to make sure the company’s complex business supported the new solution. To enable an aspirational target of 500,000 touchless invoices, Shell had had to develop key strategies from both a technical and process perspective to increase overall touchless processing and end to end straight throughput. In this presentation, Steven shared exactly how he implemented new technologies, what key obstacles they had to overcome and how exactly AP staff were ramping up efficiency now there were far less exceptions to handle.
How to Reduce Headcount by 60% by Successfully Combining OCR Technology with Workflow
Kevin Ingham, Head of Accounts Payable, Atkins Global
Three and a half years ago, Aitkins Global had 25 people processing their invoices and expenses. In an effort to reduce costs and manual work, they decided to implement both OCR technology and a workflow solution simultaneously. The result? Processing around 250,000 invoices, headcount was just 10, invoice processing times had reduced from 10-12 days to 3-4 days, and within half a day invoices were visible on the system. 70% of their documents passed through straight away. Although they carefully planned pre-implementation, there were several things they just didn’t anticipate. In this session, Kevin Aitkins discussed what challenges they planned for, what unexpected obstacles they encountered, how they overcame all of these and steps they are now taking to continually improve the process.
Making the best use of your applications to gain clearer visibility and tighten up your invoice processing controls
Mark Fura, Financial Systems Controller, Business Intelligence, Lloydspharmacy
Jane White, Accounts Payable Manager, Lloydspharmacy
Lloyds Pharmacy is a multi-site operation with over 1600 sites across the UK. Like many companies in this situation, invoices inevitably go astray and the accrual process can be based upon low quality data. During 2005 Lloyds Pharmacy established a project to gain a greater visibility and control of their AP Process whilst hoping to gain efficiency improvements within the process. In June 2006 they implemented the Basware solution to combat these challenges. In this session, Mark Fura and Jane White discussed how they tackled process change and standardisation of approvals for people in their business and how approval levels and accountability were pushed upwards. They also revealed how to leverage the systems you have to increase automation, enhance data quality, tighten your controls on spend and enable sizable year-on-year savings.
How Pearson Halved AP Costs by Successfully Using An Invoice Scanning Bureau
Alison Nuttall, Accounting Services Director, Pearson
Pearsonwas a company that has a continued effort to reduce AP costs and added more value with their current resources. After having various issues in implementing e-invoicing in-house, and after assessing various other in-house solutions, they decided to take the outsourced invoice scanning bureau route. After overcoming various change management and technological challenges along the way, since implementation their AP staff numbers have been cut in half (from 27 to 15) and staff were adding much more value with query resolutions and not simply data entry. With such little keying, this had enabled a continuous staff reduction – if someone left, they weren’t replaced, even though Pearson were processing even more invoices.
How to Save €500,000 Quickly Though E-Invoicing
Gabrielle Philippens, Process Consultant, DHL
With paper invoices costing around 6 times more to process than electronic ones, not to mention the quality and control benefits, DHL decided to implement OB10’s e-invoicing solution in September 2007. Its French operation processed 800,000 invoices a year, and as DHL’s pilot country for e-invoicing, it encountered various challenges in terms of supplier enrolment and communications amongst its P2P stakeholders. After resolving these issues, they expanded e-invoicing across Europe, which had around 2 million invoices in scope. By the end of 2009, DHL had already realised around €0.5 million in cost savings from e-invoicing, increased processing times by 300%, improved supplier relationships and improved invoice quality. In this exciting session, Gabrielle Philippens discussed how exactly DHL handled obstacles to implementation and what effective strategies DHL were using to ramp up e-invoicing across Europe.
Conference Day Two
How can you build an outsourcing partnership to effectively manage your P2P process?
Matthew Miles, Implementation Manager, TUI Travel
TUI Travel, a huge player in the travel industry, owned several brands, including Thomson and First Choice Holidays. It had a large overseas operation, with a workforce distributed over 800 retail units and even its own airline. The travel industry had huge seasonality spikes, so TUI Travel found it particularly challenging to handle invoice processing around winter and summer holiday periods. To combat this, they decided to outsource part of their shared service operation to India, taking advantage of labour arbitrage and benefitting greatly from their outsourcer’s expertise. They now used a Centre of Excellence model. The fear that many shared service operations had when considering outsourcing was the loss of control in their processes. In this session, Matthew Miles discussed how TUI Travel built up a true partnership with their outsourcer, outline the organisational structures required from both parties to ensure effective governance and revealed key ideas to maintain your process controls.
How to Convert 98% of Invoices to Pure Electronic and Regain Control of Indirect Spend
Sek-Teong Lim, Global e-Invoicing Project Manager, Caterpillar
As a heavily decentralised organisation, Caterpillar had grown both generically and through various acquisitions over the years. They historically had 37 different procurement systems and therefore lots of problems in capturing their spend and developing strategic relationships with their suppliers. In particular, their indirect spend was very difficult to control. However, after implementing the Ariba solution, which integrated into their purchase catalogues and contracts, they regained control. Now in the US, 98% of invoices were electronic and their productivity had well surpassed world class, processing over 36,000 invoices per FTE per annum. In addition to this 20 FTEs became 3, including a supervisor. In this best practice presentation, Sek-Teong Lim discussed how he and his team gained both senior management and operational level buy-in for a global e-invoicing solution and how theywere currently dealing with supplier onboarding.
How British Airways Raised Their Payment on Time Rates from 50% to 90%
Alexander Grant, Head of Finance Shared Services, British Airways
As part of its world class procurement strategy, BA wanted to make procurement process lead and drive efficiencies from the top down. Back in 2000-02, data management was poor, with limited quantitative evidence of how they were doing. Consequently only around 50% of their UK suppliers were being paid on time. There was lots of retrospective ordering as 3-way matching was extremely limited. There was a real need to fundamentally improve controls of the business. So in 2003 they implemented a sourcing solution from Ariba. There was significant push back in doing this as the transition to a process-based organisation took away autonomy to make purchasing decisions. headcounts had fallen by 20%, uncleared invoices have dropped by around 75% and the level of mismatches due to poor data integrity had dramatically improved. In this session, Alexander Grant shared key lessons learnt that had enabled BA’s transformation into a process-lead organisation.
How to Attain 100% PO Compliancy and See Your First Time Match Rate Soar
Michele Hudson, EMEA COTA Lead, Automation and Control Solutions,
Erik Pomp, Director of Finance CP/S, Automation and Control
In 2006, Honeywell Automation and Control Solutions changed their shared services model, adopting a new Centre of Technical Accounting model (COTA) which is driven by improving compliance and a key enabler for delivering one Global Common SAP platform. After identifying clear roles and responsibilities and a reengineered P2P process, they ensured an unbroken process so it could be transferred to its outsourcing partner, Genpact. The model also greatly helped to manage their outsourcing relationship, providing a one-stop shop to coordinate problems and drive process enhancements. Using it, Honeywell had achieved almost 100% PO compliance in Europe. In 2007, just 25 staff from Genpact were dealing with P2P. Now, with several SAP deployments, they had a team of 100 in Genpact, now processing around 1 Million + invoices per year in the EMEA region. All work remotely with no engagement fees (and so huge savings in training fees). In this session, Michele Hudson and Erik Pomp discussed how they used the model to measure roles and responsibilities and ensure their end-to-end P2P process was being delivered, avoiding fingerpointing, and how to overcome the resistance to using the model which they encountered. The principles were directly transferrable to captive shared services.
How to educate your business of the importance of P2P and strike the right balance between analysing and overanalysing metrics
Muhammad Ayub, Head of Purchase to Pay, Barclays
Although Muhammad Ayub had been at Barclays for just one year, they had already taken major strides in improving their P2P process. Payments on time had risen from 70% to 80% and were now on track to reach 90%. Process compliance had also improved, with retrospective ordering reduced from 40% to 32%. Using experience from his previous roles both working at major multinationals and also as a consultant for them with KPMG and PwC, Muhammad had gradually managed to successfully convey the importance of P2P for Barclays as a whole. Now KPIs around P2P have become part of the fabric for senior management. But there was a danger of overanalysing MI data, leading to an inefficient allocation of resources and slowed progress in alleviating process problems. In this session, Muhammad shared his vast experience in the P2P world with key ideas for gaining both operational and senior level buy-in and how to use this effectively to respond to the most pressing P2P process problems.
How Effective Performance Management and Management Information Can Quickly Transform Your Invoice Control and Visibility To Significantly Reduce Costs
Christopher Penn, Head of Central Payments, Leeds City Council
Only a couple of years ago, Leeds City Council had poor visibility of what exactly was happening in the invoice handling process. They took action in response to this and by analysing performance information, ensuring systems were fit for purpose and implemented solutions that significantly increased productivity, giving them visibility over every invoice in the payments process. This enabled a leap from 25 to 36 invoices processed per hour per FTE. Leeds City Council learnt that to drive forward change, performance information needs to be at the heart of everything it does. In this session, Chris Penn explained and demonstrated how the PI Benchmark solution quickly manages, cleanses and reports the vast information Leeds City Council had in their data warehouse and how this clearly quantified and identified where problems lied. He also shared critical success factors for how Leeds were converting large invoice volumes to P-card transactions, which will potentially save millions via FTE reduction.
How Electronic ERS has Contributed to IKEA’s World Class Productivity of 44,000 Per FTE by Eliminating Invoice Matching
Ulrica Baier, Application Owner for Freight Invoices and Direct Materials, IKEA
IKEA’s main focus is to offer the lowest possible prices for its customers. Back in 1997, there was a lot of negative press about how IKEA handled its suppliers, and its largely manual invoice processing was simply unsustainable. Things needed to change, so IKEA developed 2 in-house solutions, one for replenishment goods and one for freight related to the purchase of commercial goods. For freight invoices, 75% of IKEA’s 1.3 million shipments were treated via its e-ERS solution.IKEA processesd 980,000 invoices per year with just 22 FTEs, operating well above world class productivity. They had great relationships with their 1250 suppliers operating in 55 countries. In this session, Ulrica Baier discussed how IKEA were handling ongoing challenges such as national legislations and resistance to change so you too can successfully implement self-billing, become touchless and transform your productivity.
How to convert 60% of your invoices to pure electronic and reduce headcount by 40%
Jasper Lee, Account Payable Manager, Aviva
3 years ago, Aviva realised that they were missing out on huge savings from negotiating their supplier contracts and were also struggling to reduce headcounts in AP. So they implemented e-invoicing with OB10 jointly with an iProcurement solution at the end of 2007. Processing around 120,000 invoices a year, worth £1.5 billion per year, they wanted to remove as much paper processing as possible. Now they had better control and visibility of their spend and their P2P process. Over 60% their invoices were processed electronically and there had been a 40% reduction in AP head count with an increase in value add activities. In this session, Jasper Lee shared how Aviva changed the culture of its entire business to fully embrace e-invoicing and iProcurement, sharing valuable lessons learnt pre and post implementation so you can get all stakeholders of your P2P process involved and realise benefits as quickly as possible.
What is the Right Mix of EDI and E-Invoicing and What are the Secrets to Effective Implementation?
Karen McInerney, Financial Controller, Computacenter (UK)
Computacenter was one of the early adopters of electronic invoicing, first implementing it almost a decade ago. Their business case clearly indicated that their paper invoicing cost them 3 times the cost of an electronic transaction. 80% of their 320,000 invoices per year were processed using a combination of EDI and e-invoicing. The benefits speaked for themselves: FTEs were down, productivity was now 27,000 invoices per FTE annually, payments on time were now 92% and they could handle all exceptions failing their 3-way match with just 3 day turnaround! All of this had contributed to a 40% reduction in AP processing costs. How did Computacenter achieve a breathtaking 90% PO rate to enable e-invoicing to flourish? And how did they convince their biggest and smallest suppliers to enrol onto their e-invoicing program?
Karen McInerney shared the many lessons learnt over the last decade in this fascinating session.
Interactive Session: Crystallise actionable P2P ideas to immediately implement in your company
Over the past few days you had been exposed to ideas you had never thought of and stories you hadn’t thought possible. Dozens of tips had been shared with you and your peers, and as a result, you certainly changed some of the practices, decisions, processes and objectives for your P2P operations. This excellent session was invaluable for you to crystallise some of the key discoveries that had emerged as a result of this conference, enabling you to return to the office with a clear and energetic focus on how to deliver improvements. Lead by Susie West, this penultimate session served as an excellent way to condense your learnings into practical plans for change.
How Touchless P2P Operations Are Managing DPO and Saving Millions Through Dynamic Discounting in 2010
Michael Hyltoft, Finance Program Manager, Kingfisher
Once a purchase to pay operation had high first time match rates and had implemented technology so that the majority of their transactions were touchless, then the role of finance could become much more value adding, and focused on driving business intelligence, reducing spend through consolidating purchases, and introducing dynamic discounting as a standard practice. High performing AP operations had successfully cut average processing times from 8-120 days down to 1-20 days in the last 2 years. With such a lean operation, you were now in an excellent position to leverage massive savings through dynamic discounting. There was currently € billions spend in the European finance supply chain. If we could tap into the 1-2% of discounts that could be made available through dynamic discounting arrangements, the savings made by Finance and Procurement could eclipse other savings made by Finance. So what’s the best way to go about it? How do you decide to do this rather than sit on invoices and pay to longer terms and retain the interest? In this session, Michael Hyltoft gave an overview of the various dynamic discounting delivery models being used in 2010, including Kingfisher’s current model.
Company Description : Includes all presentations and audio files sold separatly: 20 files PDF files and 17 audio files. It also includes a software to access the presentations and audio files directly via a control panel)
Company Description : Susie West - Conference Chair and CEO - sharedserviceslink.com Includes a presentation (PDF).
Company Description : Mélani Flores, Director, European Procurement & Purchase-to-Pay Advisory, The Hacket Group Includes a presentation (PDF) and the corresponding audio file (MP3 file: 28mn35).
Company Description : Ralf Goehler, Manager of Accounts Payable Processes, Hewlett Packard Sarah Lightbody, Manager for Vendor Master Data Processes, Hewlett Packard Includes a presentation (PDF) and the corresponding audio file (MP3 file: 45mn05).
Company Description : Peter Evans, Director of Quality, Virgin Media Chris Banting, Account Payable Manager, Virgin Media Includes a presentation (PDF) and the corresponding audio file (MP3 file: 42mn39).
Company Description : Luk Van Baelen, Director Business Improvement, Johnson & Johnson Petr Jelinek, AP Director Prague, Johnson & Johnson Includes a presentation (PDF).
Company Description : Steven Breaden, Senior Manager, Technical Strategy Requisition to Pay, Shell Includes a presentation (PDF).
Company Description : Jo Hart, Director of Shared Services Finance, Daily Mail and General Trust Includes a presentation (PDF) and the corresponding audio file (MP3 file: 40mn36).
Company Description : Pether Jonsson, Accounting Centers, ABB Thomas Schmid, Group Supply Chain Management, ABB Includes a presentation (PDF) and the corresponding audio file (MP3 file: 28mn55).
Company Description : Kevin Ingham, Head of Accounts Payable, Atkins Global Includes a presentation (PDF) and the corresponding audio file (MP3 file: 45mn57).
Company Description : Mark Fura, Financial Systems Controller, Business Intelligence, Lloydspharmacy Jane White, Accounts Payable Manager, Lloydspharmacy Includes a presentation (PDF) and the corresponding audio file (MP3 file: 34mn36).
Company Description : Scott Turkington, Financial Services Manager, Scottish Water Includes a presentation (PDF) and the corresponding audio file (MP3 file: 26mn33).
Company Description : Gabrielle Philippens, Process Consultant, DHL Includes a presentation (PDF) and the corresponding audio file (MP3 file: 34mn37).
Company Description : Sek-Teong Lim, Global e-Invoicing Project Manager, Caterpillar Includes a presentation (PDF) and the corresponding audio file (MP3 file: 44mn06).
Company Description : Christopher Penn, Head of Central Payments, Leeds City Council Includes a presentation (PDF) and the corresponding audio file (MP3 file: 32mn30).
Company Description : Ulrica Baier, Application Owner for Freight Invoices and Direct Materials, IKEA Includes a presentation (PDF) and the corresponding audio file (MP3 file: 28mn52).
Company Description : Michele Hudson, EMEA COTA Lead, Automation and Control Solutions, Honeywell Erik Pomp, Director of Finance CP/S, Automation and Control Solutions, Honeywell Includes a presentation (PDF) and the corresponding audio file (MP3 file: 39mn23).
Company Description : Muhammad Ayub, Head of Purchase to Pay, Barclays Includes a presentation (PDF) and the corresponding audio file (MP3 file: 40mn27).
Company Description : Jasper Lee, Account Payable Manager, Aviva Includes a presentation (PDF) and the corresponding audio file (MP3 file: 34mn41).
Company Description : Karen McInerney, Financial Controller, Computacenter (UK) Includes a presentation (PDF) and the corresponding audio file (MP3 file: 44mn26).
Company Description : Michael Hyltoft, Finance Program Manager, Kingfisher Includes a presentation (PDF) and the corresponding audio file (MP3 file: 18mn30).
Company Description : Includes all presentations and audio files sold separatly: 20 files PDF files and 17 audio files. All files can be downloaded one by one once purchase is made (compared to zip option that download all files)
Organizer : sharedserviceslink.comWith almost 10 years experience in shared services, and having worked with hundreds of SSOs, patterns have been identied which mark out successfull SSOs. We share these patterns at events which focus precisely on the things that make a difference in a stimulating, inspiring format.