CUBuyplus User Group Meeting Welcome! Monthly meetings started 1 year ago Started with our heavy users of CUBuyplus Now including everyone with a CUBuyplus user account Meeting purpose – introduce new/improved processes, get feedback from users, continuous improvement

CUBuyplus User Group Meeting Agenda Blanket Order Invoices – New Process Office Supplies Analysis – Joe Zaborowski Director of Purchasing Service Partnership Agreements Feedback/Questions/Concerns

Blanket Order Invoices – Old Process Or… Blanket sent to Vendor Invoice sent to Department Department Codes Invoice Interoffice MailBSC creates retrofit release Invoice sent to BSC BSC codes based on department direction BSC pays, creates retrofit never reviewed by Department AP Specialist Completes Invoice

Blanket Order Invoices – New Process Blanket sent to Vendor Invoice sent directly to BSC AP Specialist enters into CUB+ Department approves invoice in CUBuy+

Blanket Order Invoices – New Process Advantages- Win-Win-Win Department: always sees invoice and approves, better oversight and visibility Department and BSC: Fewer handoffs and manual intervention Vendor and University: Faster payment process time allowing us to go after more discounts

Management If you are attached to the blanket you will receive an every time an invoice needs to be approved. We have requested ability to manage s from Unimarket In the meantime you can create a rule in Outlook to manage messages

Management

Blanket Order Invoices What you can expect: We are working with all vendors to get blanket order numbers on all invoices and sent directly to the BSC May take some work on BSC at the start because our vendors are setup to invoice to a shipping address on campus Please send blanket invoices to us with coding if you get them and we will work with the vendor Please let your BSC specialist or myself know if we have any issues with the new process

Office Supplies I Can Get It Cheaper Analysis Components  Office Depot, Office Max and Staples  648 line items  9 month timeline  All prices downloaded from CCOR  Compared to Payless using a like to like format Findings  Payless was cheaper on most products  Any negative price difference was in pennies  Total savings using Payless was $3,330  Total percent of savings was 35.3%  Employees time and mileage reimbursement not part of the financial analysis

Service Partnership Agreements(SPA) What is the purpose of the SPA? Communication Model Details standard services provided Defines roles and responsibilities of the BSC and partner departments Outlines how we will report on performance and review How to handle things when issues arise

Service Partnership Agreements Why do we need one? Business Service Center rolled out fairly quickly Provides a kind of roadmap on how to work together Establishes our commitment and responsibility Gives guidance on what to do when problems arise Annual touch-point with leadership to assess how things are going

SPA - Communication BSC Specialist is key point of contact for all services Shared boxes assigned to each school/college/division Main phone number answered M-F 8-4:30 User Group meetings held monthly Newsletter forthcoming

SPA – Standard Services CUBuyplus Orders CUBuyplus tool and vendor maintenance Independent Contractor Tool management All non-payroll payments: Invoices, Travel and Expense Reimbursements (TERs), Travel Advances, grant/research stipends P-Card review of receipts and entry to CCOR P-Card administration (new cards, increases, monitoring for policy adherence etc.) Credit Applications for vendors Sales Tax Exempt certificates Services not provided: Vendor relationship (purchasing), reporting, contract management

SPA – Roles and Responsibilities BSC Service Commitment – how fast can we get it done Partner Responsibility – requirements to facilitate process and follow policies Reporting/Measuring – how will we measure how well we are doing How to obtain the service – not an instruction manual but a brief summary of where to start

SPA – Escalation What do we do when something goes wrong and the expectations are not met? Always work to resolve with the BSC specialist first If unable to resolve contact the BSC manager Don’t let problems pile up – we want to improve and provide great service Often when problems arise it is not a problem with performance but a misunderstanding or a problem with a process – no one will “get in trouble” – we want to improve!