The Perplexity of No PO, No Pay

Here is a common conversation I have had with companies.
"We have a No PO, No Pay policy," Jane from Acme said with confidence.
Me, "Really, do you? What is your compliance to No PO, No Pay?"
Jane, "Well, about 20%."
Me, "Does that exclude your documented exceptions?"
Jane, "Yes."
Me, doing the math in my head, "What is on is your exception list?"
Jane, "Well, legal, marketing, utilities, ...."
Me, I have now stop listening and ponder to myself that the "policy" is more like a guideline.  And Jane is still listing her exceptions.

I feel for Jane.  I have been Jane.  I think if we reflect back and really challenge ourselves, that we have all been Jane or still are.

So, why is this so hard?  Why do we talk about having No Po, No Pay policies when we really don't?  It is such a simple concept, but so complicated to truly achieve.

Executive Sponsorship
This is one of the main reasons that these policies fail.  Often the executive sponsors are a name on a back of a tee ball shirt vs being an active sponsor.  A sponsor who will hold other executives feet to the fire when they ask for an exception because they are unique.  This sponsor also needs to clearly understand the value of such policy and promote it across the company.  A sponsor who does not ask for exceptions him or herself.  Unless you have a sponsor like this, your policy is at risk.

Measurement
Do you have a goal that you are striving for with your policy?  Do you have a clear definition around how you will measure that goal?  Please, I beg you, please do not exclude your exceptions from this calculation.  If you exclude your exceptions, you are giving yourself a false warm blanket, cozy feeling versus a health dose of reality.  The definition of your metric should be as simple as invoices paid on PO/total invoices paid.

Enforcement
When I think of enforcement, I think of two areas - what is your control point in the process to actually enforce the policy and what are you doing with the data to provide visibility to your sponsor and other "enforcers" across the company.

Let's start with the control point.  This is simple, but complicated.  The control point must be that if AP receives an invoice that is not referring to a PO, it must be rejected to the supplier.  Then, the supplier must get a PO and resubmit the invoice.  That part is simple.  The complicated part is making that happen.  You have to have a good process and technology that allows you to communicate effectively to suppliers.  There will be a problem if your rejected invoices go into a blackhole.  Also, the suppliers need to be fully aware of this change, as they need to take action vs just resubmitting the non PO invoice over and over again.  (Been there, done that - it is not good.)

If you have the control point activated, then you also have all this lush data that you can use to change behavior within your company.  Using that data is key.  You could have a three strikes and then you are reported to executives in your organization for prompt action.  You could provide dashboards weekly.  The possibilities are endless, so please walk through that door.

Exceptions
This is my nails and chalk board moment.  Exceptions....eekkk.... Exceptions are like the little thread that you pull on and unravel a beautiful shirt.  Once you open the door, it is so hard to control.  Here is a concept for you - do not allow them.  If you receive an invoice, a PO should be referenced or at least in the system.  If there is no invoice, like taxes, dues, etc...then no PO is needed.  You might be thinking that is impossible, but maybe that is a large reason for the lackluster implementations of this policy.  Until we start thinking differently about this, we will continue to struggle.

And, that is why this is a simple, but complicated policy to implement.  At the end of the day, actually tackling No PO, No Pay gives your Procurement teams such an advantage and totally worth the effort.  Good luck all!

The Black Hole of Contract Management

Anyone else singing, "black hole sun, won't you come and take away the rain"?  Ok, maybe it is just me!

By now, most of us likely have invested in a contract management system.  And, if we take a critical eye to how it is working, we probably have a really expensive repository of contracts with unreliable data, therefore, reporting that isn't good.  This results in at least knowing you have the contract, but really nothing else about it.  Does that ring true?  If not, congratulations to you!  You are a rare unicorn for sure.

Then, there are a handful of us, that truly have no idea what contracts we have.  We are told by our stakeholders or suppliers that the contracts are expired.  And, heaven forbid, that there is a merger or divestiture.  That is when the consultants start marching in.

It is truly amazing that most of us are still at this state.  Beyond saving money for our companies, we are accountable for adding value.  We are accountable for driving performance of our suppliers, to manage cash, to drive innovation, to mitigate risk - and we have no idea what we have actually signed up for with our suppliers.  It is like our contracts have been sucked up into a vast black hole.

So, what have we learned for this situation?  We have to think differently about how we manage contracts.

We need to manage the data better.  If fact, I would question why are we managing the data from the contract.  We are in 2016 - there is technology for that!  There are several solutions that are up and coming that take unstructured data and present it in a structured way.  You will still have to review the results and train the technology to learn more about your contracts, but it has the ability to keep your data up to date and reliable.  It will also allow you to find clauses in your contracts, like the infamous assignment clause.  If you are looking to improve your contract management process, you must look at these technologies.

We need to organize around the process.  There are very few sourcing professionals that like spending their time in contract management technologies.  No matter how easy the redlining and clause libraries are, that is not where we spend our time.  Therefore, there might be an opportunity to create a small, but mighty team who are experts in the contract management process.  They can do the processes in the system to gain the full functionality of the system - and much, much faster.

If you do not have the opportunity to organize around the process, then there are several solutions that allow for those processes to actually be managed in word (just like we are comfortable with doing).  Once you perform the redlines, it is magically also managed in the solution.   Your solution should have this functionality.

We should also think end to end.  If your legal team, risk team, insurance team, finance team, your stakeholders are not interested in using the solution, it is almost guaranteed that your contact management solution will mostly be a repository.  If fact, the ROI vastly decreases to the point that you should just buy a repository.  If you want something more than that, those other users need to be part of the business case, part of the process design, part of the change.  They need to be fully bought in.

During this Thanksgiving week, I am truly grateful for all the learnings we have had in the contract management space.  Now, we need to take those learnings and do something better.   Have a great Thanksgiving with friends and family!  Blessings to all of you.  

Mysterious Robotic Process Automation

Happy Halloween everyone!  What a better topic to talk about to get yourself in the mood than robotics?  Those scary, eerie, mysterious bots...

Unlike the picture above, we are not talking about physical robots.  We are talking about robotic process automation or RPA for short.  Have you heard about this?  My advice for you - get educated and get ready for RPA, if you have not already.  It is wicked - in a good way!

What is RPA?  
The easiest way to explain RPA is like a slightly more sophisticated macro.  It is a software program that you "tell" to do repeatable, high volume, logic or rule based steps that are performed in a system.  And when I say "tell", you are really recording the steps within the software so it can repeat those same steps over and over again without much human intervention.

Why is it Wicked?
Most of us have found macros to be a huge help to our organizations.  In fact, when we hire talent, we sometimes ask if they can write macros because we find so much value in those skills.  RPA removes the limits because you can use these robots on any system.  Think highly transactional, repeatable processes within Procurement or AP that are performed in a system.  Those could be recorded so the bots can perform repeatable tasks, so teams can focus on more value added tasks.

Bots do not take vacations.  They do not get sick.  They work all hours of the day.  They are super productive.  I have heard that 1 bot is equal to 3-5 traditional FTEs.  They also do not commit fraud, forget steps in the process, or try to avoid the correct, standard process.

And, they are somewhat cheap compared to a fully loaded headcount.

Feeling a little freaked out?
The first time I was introduced to RPA, I was freaked out.  This is a game changer.  It changes how we think about talent, for we need to start thinking about managers who are capable of managing bots.  They need to know the process, how to train them, and how to manage the quality of the results.  We also have to think about how to train and build capability for talent performing the repeatable tasks today because they will be shift to more value added tasks.

It changes how we make decisions about transforming our organizations.  Does it change if we should outsource?  Does it change the need for large scale ERP implementations?  Does it change how we integrate systems together?  The great thing about RPA is that you can apply it even if you are not on a ERP, even if you are not considered world class in your processes.  If applied correctly, your organization could leap frog quickly with much less investment.

They are still eerie to most.
There will be several people that are scared about this change.  There are real concerns about this functionality.  IT security is going to need to get onboard related to the risks and controls in place.  For instance, what protections are there from hacks?  A hacked bot could do a good amount of damage.  Internal Controls / Internal Audit will also need to get onboard with the amount of controls in place and that what you tell the bot to do is correct.

Lastly, Procurement and AP leadership, above all else, will need to get onboard.  Given this has such game changing potential, we might get in our own way (remember we naturally like our comfortable existence.)  I truly hope that more and more unicorns consider the new potential to transform their processes and organizations through using RPA.

Ready to be scarily awesome?
If you are geeked out about this, there are things to start working on to prepare for this change:

• Document what is actually occurring today in these repeatable processes.  It is important to be as accurate and detailed as possible when documenting these processes.   This will help determine where to apply the bots and how to tell them what to do.  
• Build your business case.  The business case could be about reducing headcount - but that is a small part of the opportunity.  Think about what you could get after as a result of the RPA implementation.  For instance, could you gain more discounts because your processes are more efficient?  Could you drive more spend under management because of the implementation?  What are the results of what your team can do for the company because of this new technology?
• Think about the process and organization to support this change.  As you might know already about me, technology is only the enabler.  If you do not have the process and organization to support the tech, you are not going to get very far.  It is time to start thinking about how you would perform QA, do you need bot managers, how do you audit the processes that the bots are supporting?

Anyone now dressing up as a robot on Monday??  Again, Happy Halloween and enjoy the possibilities! 

The Great Divide Between AP and Procurement

"Hello over there!!"  At times, I feel like we are yelling across the great divide to Accounts Payable.  "Where are my supplier's invoices?  Why can't you pay them on time?  Why are my payment terms wrong?"

Think about it.  If you are a Procurement professional, we have all been there one time in our careers. Feeling like there is there is something eating the suppliers' invoices, similar to your laundry machine eating your socks, and you have no idea why.  But you do know, it is all AP's fault.  They just can't seem to get it right.

For that is the easy answer.  But, could not be further from the truth.  Get ready Accounts Payable professionals (enter theme music), it is almost never Accounts Payable's fault alone.

So, what is it then?  How do we - together- close this divide?

1) Understand the scope of what AP is there to do.  AP has three to four functions.  That is it.  They are accountable to receive invoices, process invoices, pay invoices, and sometimes manage the accounting aspects of the invoices in the most effective and efficient manner possible.  That is it.  No more, no less.  If the AP function is doing more than that today, it is because there are upfront process issues in Procurement that are causing downstream impacts.

2) Get the upfront process right.  AP does not like not paying invoices on time.  They do not sit around with evil schemes hoping to get angry calls from suppliers and Procurement regarding past due invoices.  If there is a struggle with past due invoices, it is a result of the Procurement ordering processes being ineffective.  A simple example would be that AP cannot pay an invoice until the goods receipt is created.  Is that a AP role to make sure good receipts are created?  Nope.  It is part of the Procurement process.  Therefore, if you want to fix invoice and payment issues, you need to start with a hard look at the ordering processes, then the AP processes.

3) Have a common goal or goals.  Increasing on time payment and electronic invoicing are common AP goals.  Those are great goals for AP, but they cannot achieve those goals alone.  For, the ordering process greatly impacting on time payment and without Procurement building in electronic invoicing into their supplier conversations/negotiations, it makes increasing electronic invoicing very difficult.  These goals need to be shared, thus creating a large bridge across that divide.  It is the common ground to springboard from to close the divide.

4) Talk openly with each other.  This is not about blame or scapegoating.  This is about creating a process that no one thinks about.  It just happens.  That takes coordination, open communication, a bunch of humbleness, and willingness to change.

Are you ready to get after this?  If so, asking if you are doing the above is a great starting point. Getting the procure thru pay process right is the entry point for great Procurement functions.  It removes the noise, improves relationships internally and with suppliers, allowing for a shift in focus to innovative changes in Procurement.

Want to hear more?  At the APP2P Conference on Monday (Oct 24-26th) in Las Vegas, we will be discussing "AP and Procurement: Effective Partnering" from 9:20-10:20 on Wednesday! Hope to see you there! #fallapexpo APP2P.com