Procurement and Finance Collaborate to Win at ING

Leveraging the cloud to transform the procure-to-pay process


McDonald: By aligning procurement and payables, you can shift your focus to more value-added tasks, and work smarter, not harder. If you look at our accounts payable group, before we automated, the focus was on the manual keying of invoices, and one metric we tracked was the number of invoices we would key in a day, a week, or some other timeframe. Today, by automating most of that activity, we’ve reduced our AP staff by over 75 percent, and built up a procurement operations team that is focused on process improvement, supplier enablement, and leveraging technology to help us better manage our spend.

Another benefit is that we have better reporting and enhanced controls. Our procure-to-pay platform is the view into procurement for all of ING. Everyone from sourcing on through to payment is part of the process, and they have visibility into everything from our strategic spend down to individual transactions. To get status on an order or invoice, no one has to call a colleague in AP or procurement. They can access that information themselves. And the system has also made support for external audits a breeze.

How would things differ if you were to be starting this journey today?

McDonald: Looking back, we probably would have examined the larger source-to-settle process and assessed how complementary solutions could have delivered even greater value. We may have implemented a spend visibility solution earlier, and done a better job bridging the gap between the contracting process and the PO-invoice process. I see more companies today taking a full suite approach to optimize the opportunity. What makes this easier today is that innovations such as cloud applications reduce the dependency on internal IT resources to drive the transformation. Also, there are more industry best practices that exist today that didn’t exist several years ago. The one thing that wouldn’t change would be the alignment of procurement and accounts payable. That’s a best practice that will stand the test of time.

What advice would you give organizations still struggling with manual processing of paper invoices?

McDonald: You need to really examine the larger P2P process, understand the makeup of your supply base, and develop a strategy with an automation roadmap. Realize that transformation doesn’t happen overnight. It’s a journey that proceeds in phases. Having the roadmap in place will prevent you from implementing stop-gap solutions such as scanning-OCR that will only address one part of the end-to-end process, and that you may walk away from in a year or two.

Just as social networks have made it easier than ever to drive conversations, gather intelligence and manage relationships, business networks have opened the door to a new way of collaborating. And as ING illustrates, they can drive new levels or productivity, performance and profits and differentiate the modern day competitor from competitors of the past.

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