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This document provides a high level guide to support the establishment and management of the
Oracle i-Procurement implementation project in collaboration with the Oracle i-Procurement
service provider TriSolve. It also recommends solutions to potential issues which CFS may
encounter during the course of an Oracle i-Procurement P2P (purchase to pay) implementation
lifecycle.
Implementation Stages
A. Business Case
A business case based upon the measurement of transactional benefits aligned with
organizational strategic objectives (strategic sourcing / commodity management / policy /
compliance), will be required as part of the formal business justification and project approval
process within your organisation. The business case will need to address these key areas:
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Recommended Actions:
Complete business case.
Design a measurement tool to measure progress against the defined benefits, and
publish metrics on a monthly basis.
Design a compliance template to highlight areas which are not following the new
processes.
Recommended Actions:
Commit resources for readiness assessment information requirements.
Complete SRA questionnaire.
Agree roles and responsibilities with the service provider.
Identify a Super User/trainer for each Division.
Recommended Actions:
Agree a simple authorization hierarchy & approval routes i.e. agree the simplest
authorization route, ideally no more than 3 levels above the requisitioner. The more levels
you introduce, the more difficult it will be to maintain.
Confirm which payments methods will be used e.g. BACS, PCard, other.
Confirm what level of matching will be required to authorize payment:
2 way – order and invoice
3 way – order, invoice & goods receipt
4 way - order, invoice, goods receipt & quality check
Agree whether there are different approval or matching rules for different types of
purchase e.g. capital expenditure etc.
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Recommended Actions:
Identify & commit sufficiently skilled resources.
Establish a project organization, which should comprise a SRO & project board, a dedicated
project manager, and an implementation team.
Adopt a structured project management methodology (PRINCE2) and checkpoint reviews, if
required.
Develop an implementation project plan to deliver the following activities:
Project initiation & start-up
Change management– refer to section I. E
Priority Supplier Adoption – refer to section I. H
Supplier Set-up
Technical Configuration with Oracle – refer to section II. C
Testing (development/system/user acceptance) – refer to section II. D
Training – refer to section II. B
• Review Oracle i-Procurement service demonstration & approve ‘Go Live’ – refer to
section II. E
• Project closure
A key change management output is the development of a benefits realization plan, which
identifies and profiles benefits, both tangible and intangible. This should include a schedule
detailing when each benefit or group of benefits will be realised; identification of appropriate
milestones when a benefit review could be carried out and details of any handover activities -
beyond the mere implementation of a deliverable or output, to sustain the process of benefits
realisation after the project/programme is closed.
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Recommended Actions:
Develop change management strategy & plan:
identify the impact of proposed business change activities/outcomes on
stakeholders (you may wish to map the employee experience before & after the
implementation to highlight changes)
identify the willingness, and potential barriers, to accept change
identify change agents within the affected business units
Develop a plan that outlines the transition from project delivery to business as usual
operations.
Develop benefits realization & measurement plan.
Recommended Actions:
Identify & analyse stakeholders mapping their influence/interest.
Confirm stakeholder objectives.
Develop a communications plan, defining messages, communication channels, activities,
timings & owners.
Engage with key stakeholders early, e.g. finance & audit departments, as part of the
project’s initiation phase.
Recommended Actions:
The areas of analysis are:
Transaction analysis - the number & value of transactions.
Requisitioning activity - identification of the main requisitioners within the
organization.
Supplier analysis - the number of transactions per supplier.
Off-contract spending – the number of suppliers used for the provision of similar
goods/services, and if a local and/or central contract is in place for specific supply.
Priority adoption lists – for users and suppliers, and timescales for their adoption.
Payments – the current payment methods.
Payment errors – a measure of potential cost savings.
Late interest payments – a measure of potential cost savings.
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The supplier forums, hosted in collaboration with the service provider, will disseminate ‘how to’
information to suppliers on the following key areas:
As with Change Management, early consideration should be given to how this workstream can be
best resourced. The benefits of using external specialist supplier adoption resources should be
assessed as part of the resource and skills planning process.
Recommended Actions:
Identify and commit specific resources to manage all Supplier Adoption activities.
Engage with your contract/category managers early in this process, as they will need to
motivate the suppliers to participate.
Cleanse accounts payable data
Analyse, segment and prioritise suppliers to identify those who constitute the highest
volume of your current orders or invoices. These will form a target list of priority suppliers.
Confirm if any of these suppliers have been adopted on Oracle i-Procurement with the
contract you wish to use.
Promote benefits to suppliers through, Supplier Adoption workshops & seminars.
Catalogue management
Engage and determine how suppliers will display their offerings i.e. goods or service
catalogue, or punch-out website
Devise process with suppliers for the provision, approval, and maintenance of their
content
II. Implementation
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Recommended Actions:
Map & review current (‘as is’) procurement & payment processes.
Map new (‘to be’) processes and identify process champions.
Identify potential savings through adoption of new processes.
Define user roles & responsibilities.
Define catalogue rules for approval, access & maintenance.
Recommended Actions:
Identify training needs – according to the authorization hierarchy.
Identify staff to be trained.
Identify how training will be provided.
Schedule training sessions.
Provide feedback on training & refine where necessary.
Ensure you provide an ongoing training scheme for new hires.
Provide ‘train the trainer’ training for your site Super users.
Recommended Actions:
Confirm desktop, network and security set-up is sufficient to work with Oracle i-
Procurement at all sites.
validate, approve and publish content (supplier e-Catalogues)
CFS will not be required to provide the same level of technical resource for this type of
implementation but will need to understand how Oracle i-Procurement will impact on existing
workflow and authorization processes, which will result in changes to the ways of working.
The following are examples of the type of questions, which will need to be addressed:
• How suppliers are selected?
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Recommended Actions:
Confirm desktop, network and security set-up.
Confirm & document organisation set-up.
Confirm & document P2P workflow rules.
Create & load supplier e-Catalogues.
Check, validate, approve and publish content (supplier e-Catalogues)
D. Testing (Delivering)
In addition to providing technical resource to support the development and system testing
phases, CFS will be responsible for providing the resource, and final sign-off, for all user
acceptance activities.
Recommended Actions:
Develop user acceptance test strategy & plan (with details of relevant test scenarios).
Test & accept:
Supplier e-Catalogues.
Recommended Actions:
Approve system.
III.Review
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• Assess whether the business case justification for the project was realistic.
• Assess whether the anticipated benefits at this stage are actually being delivered.
• Confirm that the client side continues to have the necessary resources to manage the
contract successfully.
• Confirm continuity of key personnel involved in contract management/'intelligent
customer' roles.
• Where changes have been agreed, check that they do not compromise the original
project.
• Assess the ongoing requirement for the system to meet business needs. Ensure that if
circumstances have changed, the service delivery and system are adapting to the new
situation. Changing circumstances could affect: partner management; relationship
management; service management; change management; contract management;
benefits management; performance management.
• Check that there is ongoing system development to improve value for money.
• Confirm that there are plans to manage the implementation to Business as Usual.
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