Procure To Pay A Panel Discussion Moderator Julianne Britt Bentley University

Procure to Pay Agenda Overview Introductions Boston College Discussion Yeshiva University University of North Texas Questions

Boston College Paul McGowan

Boston College at a Glance Boston College Procure to Pay Evolution Boston College at a Glance STUDENTS 9,000 undergraduate students UG Tuition & fees (FY10): $50,970 Total applications: 29,290 Percent Receiving Financial Aid: 60% Middle 50% SAT scores: 1920-2130 Percent AHANA: 24% Graduation Rate: 91% 5,000 graduate students RESOURCES Operating budget: $737.5 million Endowment: $1.5 billion Sponsored research: $58.5 million Private gift support: $86.2 million Total Acres: 386.2 708 full-time faculty 2,400 staff Boston College

Boston College Procure to Pay Evolution

Evolution of BC’s Financial System Boston College Procure to Pay Evolution Evolution of BC’s Financial System 42

Travel and Expenses Module Purchase from a vendor PO Module ePRO Module Travel and Expenses Module Reimburse Employees General Ledger Module Feeds legacy data Perform Budget Transfers Reports and Inquiry Commitment Control Project/ Grant Module Billing/AR Feeds Contracting Info AP Module Legacy & Other Systems SIS GRAD Fin Aid Auxiliaries PS HR CashNet Bill a sponsor Pay a vendor 38

Project Overview History At the request of senior management, a consultant performed an analysis of current business practices surrounding the Procure to Pay Process at Boston College. The objective of the analysis was to identify potential process improvements as well as evaluate the pros and cons of implementing a merged Procurement Department within the Controller’s Office. The goals of such a unit will be to actualize the potential for: Cost savings from the pooling of resources; Realizing efficiencies through methodologies achieved at other Universities; Coordination of policies and procedures; Enhanced assurance that sound business practices and compliant behaviors are in place; Increased effectiveness of time utilization within BC's Accounts Payable and Purchasing departments. Boston College

Project Process Obtain a high-level understanding of the current procure to pay process. Interview BC participants involved in the procure to pay process. Collect and analyze data. Summarize data collected from Procurement Survey of other Universities. Identify opportunities to enhance payables business practices, policies and controls. Identify opportunities to enhance purchasing business practices, policies and controls. Provide comments related to BC's procure to pay process and organizational structure. Present results of analysis. Outline potential next steps.

Current Procurement Process Satisfaction Boston College Procure to Pay Evolution Current Procurement Process Satisfaction When asked what process improvements the operational areas of Accounts Payable and Purchasing would like to see, the most common responses were: Accountability for end users Increased use of the Purchasing card Travel authorization functionality Direct deposit for employees Change order functionality Continued training for end users

Merging Accounts Payable and Purchasing Boston College Procure to Pay Evolution Merging Accounts Payable and Purchasing Consultant participated in a task force to assess the feasibility and potential benefit of combining the Purchasing and Accounts Payable departments into one functional department. The task force analyzed the pros and the cons of combining the departments. Pros Cons Streamlines the communication between the two departments. The volume of purchase orders is such a small part of the total AP volume and so unrelated to the other types of work that AP performs. Centralizing the help desk function for the Accounts Payable and Purchasing area will enable the FMS help desk function to concentrate on technical issues rather than fielding basic operational questions. Combining the departments would not necessarily result in any time efficiencies or the elimination of any positions due to duplication of effort. Since both Accounts Payable and Purchasing report to the same Vice President, goals and missions of the two departments are aligned.

Merging Accounts Payable and Purchasing Boston College Procure to Pay Evolution Merging Accounts Payable and Purchasing When merging the two departments, the following concerns raised about the combination will need to be addressed; Accountability Internal controls surrounding separation of duties exist where the same department is responsible for entering orders and paying the bills, An individual entering vouchers could also have access to enter vendors, thereby presenting an opportunity to pay an unapproved vendor, Department entering vouchers also has access to generate checks. No third party verification exists.

Merging Accounts Payable and Purchasing Boston College Procure to Pay Evolution Merging Accounts Payable and Purchasing Recommendations to Address these Concerns; Separate Roles and Functions Continue to maintain separate roles within PeopleSoft for Accounts Payable and Purchasing. Ensure that no one individual has a combination of roles which would grant access to enter vouchers, purchase orders, approve/dispatch purchase orders, vendor entry/approval and print checks. Maintain a separation of the functions within a Department of procurement. Pay-cycle An individual in Accounting should be given the responsibility of periodically reviewing paycycle Using PeopleSoft security, ensure no individual with a Purchasing Role is granted a role with access to pay-cycle and No one with access to paycycle should be granted a role as Buyer.

Summary of Current Procure to Pay Process Issues Boston College Procure to Pay Evolution Summary of Current Procure to Pay Process Issues Current business practices are still transitioning. Many process improvements have occurred with the transition to PeopleSoft, yet the benefit of these improvements is clouded by the large learning curve for the users. Purchasing adds little value to the processing of small dollar transactions; yet the majority of purchase orders are under the $5,000 PCard threshold. Departmental end users do not take responsibility for transactions they enter into the system. Current expectations assume that Accounts Payable and Purchasing will correct their mistakes. Several day to day operational tasks require a significant increase in turn around time due to the execution of several processes. The lack of change order and travel authorization functionality causes rework for the Purchasing and Payables functions.

YESHIVA UNIVERSITY Jack D. Zencheck

Procure-to-Pay at Yeshiva University JACK D. ZENCHECK, M.S., C.P.M., A.P.P.

ABOUT YESHIVA UNIVERSITY HIGH SCHOOLS YU HIGH SCHOOL FOR BOYS YU HIGH SCHOOL FOR GIRLS UNDERGRADUATE YESHIVA COLLEGE STERN COLLEGE SY SYMS SCHOOL OF BUSINNESS BELZ SCHOOL OF MUSIC GRADUATE EINSTEIN COLLEGE OF MEDICINE CARDOZO SCHOOL OF LAW FERKAUF SCHOOL OF PSYCHOLOGY WURZ-WEILER SCHOOL OF SOCIAL WORK AFFILIATES RABBI ISAAC ELCHA-NAN THEO-LOGICAL SEMINARY ISRAEL PROGRAM S. DANIEL ABRAHAM ISRAEL PROGRAM

UNIVERSITY BUDGET $600 MILLION BUDGET $450 MILLION EINSTEIN $175 MILLION IS GRANT FUNDS FEDERAL, STATE, & CITY SMALL UNIVERSITY WITH A MAJOR RESEARCH OPERATION

PROCUREMENT SERVICES Chief Procurement Officer Jack D. Zencheck Assistant to the CPO/ Departmental Administrator L. Newman Receptionist A. Basilone Director E-Business (P-Cards) (B-2-B) A. Kerson Director of Purchasing N. Alexander Director of Energy Management & Sustainability M. Winkler Director of Accounts Payable D. Wasserman AP Supervisor T. C. Singh Assistant Manager S. Bucci E- Business Project Coordinator A. Butta Purchasing Agent MRO B. Kirschner Contract Administrator Print J. Van Dyck Contract AdministratorScientific G. Tyson Contract Administrator Events E. Fontana Contract Administrator IT R. Gandolfo Contract Administrator Food T. Ackerman Sustainability Coordinator Andrea Moore Travel & Expense J. Iurato Purchasing Assistant Joan Williams Freezer Program Clerk Rita Labrew Acquisition Clerk Natividad Franco Book-keeer L. James A/P Clerk E. Teehan A/P Clerk K. Neufvill Book-keeper D. Lewis Book-keeper H. Martinez

EXACTRACT (SINGLE USE) P-CARDS SYSTEMS & TECHNOLOGY SCIQUEST SETTLEMENT MANAGER EXACTRACT (SINGLE USE) P-CARDS

Requirements of Research University Travel Allowable Expenses Object Codes Close out of Payables timely Electronic Invoices Consultants etc

University of North Texas Debbie A. Reynolds 4/20/2017

Procure to Pay…or as we like to call it…Req to Check Debbie Reynolds, Director of Purchasing and Property Services University of North Texas University of North Texas University of North Texas University of North Texas Health Science Center at Fort Worth Dallas Campus Proposed College of Law

University of North Texas System Background Serves the North Texas Area More than 37,000 students enrolled in undergraduate, graduate, and professional programs Projected to increase to approx. 50,000 students by 2015 Awards more than 5,300 degrees each year Economic impact in region approx $1.3 billion annually UNT at Denton founded in 1890, the flagship of the System, student centered research university. UNT Health Science Center at Fort Worth established in 1970 and focuses on training of future osteopathic physicians. UNT at Dallas was established in 1999 to enhance access to higher education in Dallas and Ellis counties.

Purchasing and Payment Services Buyers (10) Bids & Contracts (4) Contract Specialists (3) Purchasing Card (2) Property (10) Assistants (2) Administrative (1) Total of 26 Vendor Relations (3) Special Payments (3) Travel (7) Disbursements (2) Assistants (2) Voucher Entry (5) Voucher Submit (5) Voucher approval (3) Total of 30

Purchasing Decentralized Approach PeopleSoft Modules – ePro, Purchasing, Accounts Payable, Assets Buyers liaison with Departments rather than commodity Wide use of PCards, both at Department and Buyer levels Higher Education/ State Purchasing Rules/Guidelines Use of Group Purchasing Programs $11,593,827 PCards 13,409 PO’s $75,000,000 2008 $10,324,039 PCards 14,402 PO’s $84,547,407 2009

Purchasing and Payment Services Location, location, location – we can reach out and touch one another, face to face Policy – we share in the same policy and procedures Customer Service Expectations – we all hear the same message Team Approach – customers know that PPS is one Vendor Relations – improves as team works towards same goal of satisfaction

Questions & Answers Thank You!