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June 9, 2003

OAUG Northeastern Oracle Applications & Technology Symposium (OATS) Leveraging Technology for ROI Joint Presentation with Yale University & Rutgers University. June 9, 2003. Presentation Agenda. Purchasing Objectives New Challenges Measuring Progress Key Accomplishments

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June 9, 2003

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  1. OAUG Northeastern Oracle Applications & Technology Symposium (OATS)Leveraging Technology for ROIJoint Presentation with Yale University & Rutgers University June 9, 2003

  2. Presentation Agenda • Purchasing Objectives • New Challenges • Measuring Progress • Key Accomplishments • Performance Metrics • Conclusion

  3. Purchasing Objectives • Make purchasing easy - increase compliance and utilization byreducing time & effort related to purchasing activities • Focus on core competencies -enable purchasing staff to focus on contracting, supplier relationship management, sourcing, and cost saving opportunities • Leverage technology - implement technology to reduce cycle time, eliminate manual effort, reduce cost and promote change management

  4. New Challenges • Shift focus of purchasing staff to value added core competencies • Develop and enhance relationships with internal customers, external suppliers and senior management • Engage customers in development of purchasing strategies and initiatives • Identify and implement emerging purchasing technologies & business strategies

  5. Measuring Progress • Campus wide adopting of iProcurement as primary purchasing tool • Purchasing staff has embraced new vision and technologies • Dramatic decrease in order creation effort and cycle time • Customer & senior management satisfaction is at an all-time high • Strategic suppliers are realizing significant increase in business

  6. Key Accomplishments • 92% of all purchase orders created, approved, and electronically transmitted to suppliers in less than one hour • 54% of purchase orders issued to the 31 Penn marketplace suppliers (25,000+ in supplier database) • 45% of invoices received via EDI • $65.5 Million in documented hard dollar product & service cost savings • 68% reduction in maverick buying • Purchase activity for 224 deactivated supplier shifted to Marketplace suppliers

  7. Performance Metrics • Spend Management -measure utilization of approved buying tools, contract suppliers & reduction in maverick buying • Process Efficiencies -calculate impact of change to business processes & elimination of paper/manual processing • Cost Savings -leverage Penn’s buying power to reduce cost • Compliance -measure compliance with approved policies and procedures

  8. Conclusion • At Penn, ROI has been realized by the…. • campus wide adoption of eProcurement tools • increased customer satisfaction with redesigned business processes • reallocation of central resources to value added activities • results of strategic purchasing and cost savings initiatives

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