1. July 28, 2016 Carmen Connect Webinar
Audio – code:484159#

2. Housekeeping Items All lines will be muted
*6 to unmute your line to ask a question
*6 to mute your line after you are done speaking
The leads will be monitoring the questions via the chat boxes, please feel free to ask questions there.

3. Agenda
PSSC Staff Updates
PO Closures
Travel Updates
AP Updates

4. Website
Staffing
No Staffing Changes since the last call
Next call is schedule for August 18th but will be rescheduled due to Student Life OWL move in.

5. Purchasing updates PO Closures
Expediting now reports to the Central Accounts Payable Office
No Longer processing PO Closures via the web form. All PO Closures must be sent to the Service Center
Reminder to close old PO’s. Excel spreadsheets can be sent to your service center contact for closures.
PSSC will be running reports looking for old PO’s FY15 & older and sending those to the department Fiscal contacts to confirm closing
Currently have 385 PO’s with due dates 6/30/15 or older
1377 PO’s with due dates between 7/1/15 and 12/31/15
Report will be posted on u.osu.edu/pssc

6. Purchasing updates
Open PO’s (by VP/Dean Unit) with due dates of 12/31/2015 or older:
Business & Finance – 302
HR- 66
John Glenn – 6
Legal Affairs – 6
OAA-475
President - 3
Student Life – 823
University Advancement - 72

7. Travel Updates Rental Car
Booking rental car through contracted Agencies
You can book the University rate directly through Concur and the contract will automatically be applied (no booking charges for car rental bookings)
You can book via phone or via the agency’s website
Price updates
The IUC recently negotiated slight price increases for the contracted vendors. Those prices are reflected on the agency pricing pages when the contract code is applied.
Standard size car increased from $31.96 to $33.20 per day.
Personal use
You can get discounted pricing by using the personal use codes available at our contracted agencies. The insurance for the personal use is not included and you should have insurance coverage either by electing to pay for the insurance options or through other personal methods (auto insurance/credit card coverage). The pricing may differ from the Business use rate.

8. Travel Updates Travel Training Opportunities
Registration through BuckeyeLearn
Travel Policy Training - online
Travel –Introductory course (8/1-10:00 AM; will be offered again later) –
This travel training session explains the basics of business travel for Ohio State; covering the Travel Policy and specific travel resources for developing a travel budget and initiating the Travel Request for Authorization.  In addition, the session includes a demonstration of travel booking through the university’s preferred Travel Agency and their online booking tool for air, hotel and rental car. The session is targeted to the new traveler, arranger or those participants interested in a refresher in the basics of traveling on behalf of Ohio State.

9. Travel Updates Travel Training Opportunities
Travel – Advanced Course (8/2 9:00 AM, More sessions will be offered later)
This travel training session provides more advanced navigation demonstrations of the systems used for business travel for Ohio State. In addition, the session includes industry tips and problem solving discussions with the university’s preferred Travel Agency. This session is targeted to the experienced traveler, arranger or those participants with a good understanding of Travel Policy and familiarity with the eTravel System and Concur booking tool.
Registration closed 7/27 but if you would still like to register please contact

10. Accounts Payable updates
Duplicate Invoices
CAP is receiving multiple copies of the same invoices from various sources
Top 15 vendors for PSSC areas for duplicates:
Vendor Name
Count
CITY APPAREL
105
AMERIPRIDE LINEN & APPAREL SERVICES 70
TREASURER STATE OF OHIO 22
PRAXAIR 20
HP PRODUCTS 19
JACOBS TELEPHONE CONTRACTORS 15
PREMIER PRODUCE ONE INC
CRIMSON CUP COFFEE & TEA 14
TEDESCHIS ITALIAN BAKERY 12
JOSHEN PAPER & PACKAGING 11
SAMMY'S NEW YORK BAGELS 10
DNO INC 7
GUDENKAUF CORP 6
HERITAGE FOOD SERVICE EQUIPMENT INC
RESTAURANT TECHNOLOGIES 5

11. New Central Accounts Payable (CAP) Processes Overview
7/18/2016

12. CAP Process Overview
Welcome
WELCOME!!
Thank you for letting us share with you the journey we have taken, so far !
Goal

13. Agenda: CAP Process Overview Agenda
Introductions – 5 min (Name, Working Title, Years at OSU, Operation, and Accounts Payable-related Role)
Issues & Recommendations from Lean Six Sigma Analysis – 5 min
Actioned Items (to date) – 5 min
New Invoice Team & Process with OnBase Demo – 15 min
New Customer Service Team and Process with Service Now – 10 min
Additional Assistance Needed – 10 min
Next Steps and Feedback – 10 min
Please feel free to visit our CAP area at any time to introduce yourselves, and to observe our processes!!

14. Issues & Recommendations from Lean Six Sigma Analysis
CAP Process Overview
LSS Issues & Recommendations
Issues & Recommendations from Lean Six Sigma Analysis

15. Lean Six Sigma Analysis
CAP Process Overview
LSS Issues & Recommendations
Lean Six Sigma Analysis
(March – June 2015)
Accounts Payable Problem Statement
Excessive invoice to payment processing times by CAP result in:
Complaints from vendors and departments; loss of confidence, frustration, and rework
Lost early payment discounts, and potential inability to negotiate better pricing or terms

16. Lean Six Sigma Analysis
CAP Process Overview
LSS Issues & Recommendations
Lean Six Sigma Analysis
More than 50 recommendations for improvements were identified and summarized as follows:
Need to Improve Procure-to-Pay (P2P) Coordination – inconsistent priorities, expectations & coordination between Purchasing and Central Accounts Payable
Outdated Technology – including PeopleSoft, document management, and customer service tools
Inefficient Processes - current non-standardized processes were designed for net 30 day terms
Upstream Defects – Many of the processing delays are the result of problems or issues that are outside of CAP’s operation, such as PO’s out of money, duplicate invoices, vendor invoice errors, invoices not received at CAP
Bottom Line:
We have not kept up with technology & procedures to meet our current customer expectations and to support our operations.

17. CAP Invoice Process (prior to June 1, 2016)
CAP Process Overview
LSS Issues & Recommendations
CAP Invoice Process (prior to June 1, 2016)

18. Actioned Items (Summary of) CAP Process Overview
Summary of Actioned Items
(Summary of)
Actioned Items

19. Changes/Improvements Implemented
CAP Process Overview
Summary of Actioned Items
Need to Improve Procure-to-Pay (P2P) Coordination – inconsistent priorities, expectations & coordination between Purchasing and Central Accounts Payable
Changes/Improvements Implemented
Restructured CAP to be part of Procure-to-Pay instead of the Controller’s Office, resulting in
Consistent strategic direction and resource availability
Greater visibility for impact on costing/savings for goods and services
Ability to work closely with commodity managers to influence vendor actions/corrections
Improved ability to coordinate actions/corrections with service centers and delegated buyers
Focused on using existing tools to provide more timely identification of and reporting of invoice problems
Assumed responsibility for Expediting as part of Customer Service on 7/1/2016

20. Changes/Improvements Implemented
CAP Process Overview
Summary of Actioned Items
Outdated Technology – including PeopleSoft, document management, and customer service tools
Changes/Improvements Implemented
Updated desktop computers to prepare for new systems/processes
Worked with OCIO to:
Continue to add EDI vendors (recently added 10 more vendors)
Provide departments tools to prioritize/identify discount vouchers to review and approve (discount workflow filter)
Implemented “synthetic” EDI invoice views from PeopleSoft
Provide departments AP Aging reports from eReports
Design and implement OnBase workflow; now have accountability and tracking for all documents received into CAP and eliminated paper for voucher processing
Nearly complete with design and implementation of Service Now (existing university help desk software) to improve customer service & communications

21. Changes/Improvements Implemented
CAP Process Overview
Summary of Actioned Items
Inefficient Processes - current non-standardized processes were designed for net 30 day terms
Changes/Improvements Implemented
Began tracking time and effort by staff member to understand and assess workloads and activities; established processing goals/requirements
Began tracking invoice backlogs to better prioritize and manage activities
Reorganized into 2 processing teams to provide focus and leverage individuals’ skills: (1) Invoice Processing/Payment/Banking and (2) Customer Service
Developed and implemented OnBase workflow to standardize invoice processing and to provide departments the ability to easily obtain invoices (with status) received and processed by CAP; now have full accountability of documents received by CAP
Used Service Now to standardize, track and report invoice problems through to resolution, including match exceptions
Demonstrated ability to average less than 2 days for invoice processing and significantly improved discounts taken
Implemented tools and standard processes help prepare for Workday implementation

22. Changes/Improvements Implemented
CAP Process Overview
Summary of Actioned Items
Upstream Defects – Many of the processing delays are the result of problems or issues that are outside of CAP’s operation, such as PO’s out of money, duplicate invoices, vendor invoice errors, invoices not received at CAP
Changes/Improvements Implemented
Built invoice error identification into OnBase; continuing to work with vendor (Hyland) to develop productivity and error-related dashboards and summary and detail status and error reports
Service Now tracks issues and resolutions by vendor, department, error type, action items and time.
Eliminated duplication of work to resolve problem invoices by CAP assuming responsibility for Expediting
Improve communication; Service Now provides operations the ability to quickly know about invoice issues, the status of the issues, and the resolution

23. New Invoice Team & Process with OnBase Demo
CAP Process Overview
Invoice Team/Process/OnBase
New Invoice Team & Process with OnBase Demo
As of 7/1/2016

24. Invoice Processing Team Standard Process Overview
CAP Process Overview
Invoice Team/Process/OnBase
Invoice Processing Team
Standard Process Overview
Paper &
OnBase
Sized for 850 invoices per day (when fully implemented)
Receive Documents
Move into Document Management System
Quarterback
Process Invoice into Voucher
Review, Route, Index & Prioritize Documents
OnBase Workflow
& PeopleSoft
OnBase Workflow
& PeopleSoft
Contact CAP’s Customer Service for special requests/ needs at or
If errors – route to customer service
Pay Cycles (by 10:00 AM):
Checks - Tue & Thur;
EFT/ACH – Mon thru Thru &
Weekend discounts on Fri;
Active Pay - Fri
PeopleSoft

25. OnBase Workflow Demo CAP Process Overview Invoice Team/Process/OnBase
A. Discuss/show basic process & use of OnBase W/F used by CAP (Unity client):
Quarterback views and activities
Invoice processor views and activities
Route to Customer Service, Banking, or Vendor Maintenance
B. Demonstrate document Retrieval capabilities and processes for AP Invoices
Read Only Access
Keywords available for searches/retrievals
Obtaining invoices/vouchers by:
Vendor
ORG PO
Voucher # (only applies to invoices processed by Central AP (“CC”))
Others as requested
OnBase Web Address:

26. OnBase Access Requirements & Procedures
CAP Process Overview
Invoice Team/Process/OnBase
OnBase Access Requirements & Procedures
Requirements:
Completed university required fiscal and security training
Multifactor security – DUO
Procedures for Setting up OnBase Users and Support:
Each college/service center is authorized 3-5 users, managed by service center manager, requested through
Set-up as OnBase user with access to: AP documents
Use “8-help” to identify and resolve OnBase access issues
Contact CAP’s Customer Service for specific document issues

27. New Customer Service Team & Process with Service Now
CAP Process Overview
Customer Service Team/Process/Service Now
New Customer Service Team & Process with Service Now
As of 7/1/2016

28. Standard Process Overview
CAP Process Overview
Customer Service Team/Process/Service Now
Customer Service Team
Standard Process Overview
Problem Invoices (OnBase)
Match Exceptions
Calls
Enter into Service Now
Other
Review Issue & Assign
Contact CAP’s Customer Service for assistance at or
Research, Communicate, Log, and Resolve
Follow-up (as needed)
Review & Close
= Communication with Customer (depending on the situation)

29. Service Now CAP Process Overview
Customer Service Team/Process/Service Now
Service Now
Purpose: Service Now provides the ability to:
Proactively communicate invoice and match exception issues, to request assistance, and to communicate resolution
Ensure issues are accounted for and resolved in a timely manner
Log and share previous communications and activities; improving our ability to provide consistent messages and learn how to resolve similar issues
Obtain detail error-related information/reports for management to help make long-term error fixes/resolutions
Track and report CAP customer service productivity

30. Service Now CAP Process Overview
Customer Service Team/Process/Service Now
Service Now
About Service Now:
OCIO’s system to record and track “8-Help” support requests
OCIO added additional functionality to provide the ability to record various AP error types and vendors (from PeopleSoft)
Many pre-configured reports available for managing customer service productivity and issues/resolutions (see background info for examples)
By “replying” to an request from Service Now, the is linked to the appropriate “incident”

31. Additional (Your) Assistance Needed to Reach Goal
CAP Process Overview
Additional Assistance Needed
Additional (Your) Assistance Needed to Reach Goal

32. Assistance Please . . . to help expedite payments
CAP Process Overview
Additional Assistance Needed
Assistance Please to help expedite payments
Recognize this is still a work-in-progress and your feedback is very important
Identify 3-5 staff members to have access to OnBase for research issues/status
Work with units and vendors to stop sending duplicate invoices
Work with units and vendors to have vendor send original invoices to CAP
Be aware of payment terms, especially if vendor is asking for payment status
Unless the vendor offers payment discounts, the university’s default/expected payment term is currently Net 30 days ** (see general exceptions); ensure purchase orders reflect the proper payment terms; approval for other than the default terms need to come from Nathan Andridge
When ing invoices to CAP, only send one invoice per
** - General Exceptions: utilities, convenience orders, alcohol purchases for resale, payments to the university’s travel agency, and purchases negotiated by Purchasing

33. Assistance Please . . . to help expedite payments
CAP Process Overview
Additional Assistance Needed
Assistance Please to help expedite payments
CAP is now using standardized processes; ing invoices directly to processors for assistance will only delay the processing for that invoice; use to
To report processing issues, the issues to or call
When receive request for assistance from customer service team (via Service Now), “reply” to the to keep the communications together
Periodically obtain your AP Aging reports from eReports and work on the problem invoices; these must be cleaned-up prior to our Workday implementation
Keep us informed of any changes to the service center contact information
Recognize that if the vendor has a university-wide credit balance, all payments to that vendor are held until the credit balance has been eliminated

34. Assistance Please . . . to help expedite payments
CAP Process Overview
Additional Assistance Needed
Assistance Please to help expedite payments
Help ensure timely approvals for payments and please factor-in the payment cycles; needs to be approved at least the day prior to the payment cycle dates
If vendors are requesting address, location, or payment method changes, they need to complete the appropriate forms from the vendor maintenance web site; changes communicated on an invoice are insufficient for vendor maintenance changes
Limit the number of blanket purchase orders to minimize the number of invoices required to go through unit approval processes
Assist your operations with closing purchase orders
Communicate changes to your operations

35. CAP Process Overview
Next Steps & Feedback
Next Steps & Feedback

36. Next Steps (DRAFT) CAP Process Overview Next Steps & Feedback
Continue to move more vendors to EDI
Continue to move vendors to accept ACH payments instead of checks
Continue to work with Hyland to get needed OnBase reports to monitor processes and for issues reporting
Work with Purchasing, vendors, and service centers to fix/reduce number of errors impacting vendor payments
Consolidate vendor maintenance with UNIV’s Purchasing’s vendor maintenance
Relocate CAP to PRSM (Purchasing building) to improve coordination
Implement DocuSign for AP-related standardized/electronic documents
Recommend AP policy revisions for UNIV

37. Next Steps (DRAFT) CAP Process Overview Next Steps & Feedback
Prepare for Workday implementation
Clean-up vendor master files and AP unpaid vouchers (AP Aging report) [Need your assistance]
Understand future-state system and processes with Workday & perform GAP analysis
Realign staff and processes as needed
Communicate/train/implement changes
Update/prepare Service Now to support customer service activities for Workday

38. CAP Process Overview
Feedback
Questions?
Thoughts?
Concerns?

39. Backup Information Backup Information P2P Strategic Objectives
Full CAP Organizational Chart
Example Service Now Reports
Other Handouts
OnBase – AP Invoices (Keywords)
OnBase – AP Invoices (Error Codes)
OnBase – AP Invoices Errors Identified (June 1 through July 6)
Total Vouchers Created by Source (FY2015 and FY2016)
EDI Vouchers Paid by Vendor and FY

40. Strategic P2P Objectives (draft)
Backup Information
Strategic P2P Objectives and Results
Strategic P2P Objectives (draft)
Departments are able to easily order what is needed
University pays within approved “terms”
University cash management
Supplier expectations and relations
Able to take payment discounts offered
Provides opportunity to negotiating better contracts and pricing
University is able to monitor and enforce contract compliance
Proactively identify and resolve issues
Suppliers ship goods to central warehouse (safety)
Leverage technology and tools
Streamline/efficient processes
Meet customers’ expectations
Better information for decision making
Strong supplier partnerships
Significant Savings for the University
Expected Results (draft)

41. CAP Organization Chart
Backup Information
CAP Organization Chart
New Organization Structure
7/18/2016
Diane Goubeaux
Fisc. Assoc.
Joel Hatem
Fisc. Assoc.
Guiding Concept: As we increase EDI, we will reduce Temporary Employees

42. Service Now Example Reports
Backup Information
Service Now Example Reports
Records Resolved by Time
Open Tickets by Vendor
Provides Drill-down capabilities

43. Provides Export capabilities in Excel or PDF
Backup Information
Service Now Example Reports
Incidents of Invoice/PO Line Details Errors by Vendor
Provides Export capabilities in Excel or PDF

44. PSSC Email addresses Area Email Dnodes Ocio
Dnodes
Ocio
OAA
All CIO and ODEE Dnodes
ESUE
All Enrollment Services and Undergraduate Education Dnodes
Grad School
All Grad School Dnodes (D3000, D3001, D3002)
John Glenn
John Glenn Dnode (D4240)
Libraries
Libraries Dnode (D3200)
OAA Admin
All OAA Admin Dnodes (D4009, D4200, D4201)
ODI
Diversity & Inclusion Dnode (D4207)
OHR
All Human Resource Dnodes (D4700, D4710, D4720, D4730, D4750, D4780)
OIA
All International Affairs Dnodes (D4232, D4235)
Outreach & Engagement
All Outreach & Engagement Dnodes (D5900, D5910)
Research
All Research Dnodes
Wexner
All Wexner Center Dnodes
ADMIN PSSC-Govt Affairs BF
All Govt. Affars
ADMIN PSSC-Board of Trustees
All Board of Trustees
ADMIN PSSC-Ofc of the President
All office of the President
ADMIN PSSC-Legal Affairs
All Legal Affairs
ADMIN PSSC-Univ Advancement UA
All University Advancement
ADMIN PSSC-Business and Finance
All Business & Finance
ADMIN PSSC-SL Advancement SL
All SL Advancement Operations
ADMIN PSSC-SL Tech Services
All Tech Services
ADMIN PSSC -SL FML
All Facilities, Management, And Logistics
ADMIN PSSC-SL Dining Services
All Dining Services and Regional Dining
ADMIN PSSC-SL Res Life & Housing
All Housing, Regional Housing, and Residence Life
ADMIN PSSC-SL Ohio Union
All Ohio Union, Student Activities
ADMIN PSSC-SL Rec Sports
All Rec Sports
ADMIN PSSC-SL Health & Wellness
Student Health Services, Student Wellness, Counseling & Consultation Services
ADMIN PSSC-SL Admin Support
Budget & Planning, Fiscal Support Svcs, CFO, SL Admin, CFTSOSL, Strategic Communications, and BuckID
ADMIN PSSC-SL Student Services
Student Health Insurance, Student Advocacy, Student Conduct, MCC, Off Campus, carreer Counseling, Buckeye Careers, Disability Services

45. Questions?

46. Thank You!