1. Procure To Pay A Panel Discussion
Moderator
Julianne Britt
Bentley University

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

3. Boston College
Paul McGowan

4. 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:
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

5. Boston College Procure to Pay Evolution

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

7. 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

8. 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

9. 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.

10. 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

11. 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.

12. 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.

13. 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.

14. 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.

15. YESHIVA UNIVERSITY
Jack D. Zencheck

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

17. 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

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

19. 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

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

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

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

23. 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

24. 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.

26. 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

27. 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

28. 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

29. Questions & Answers
Thank You!