Campbell s Journey to Invoice Automation. Joyce Couts, Manager, Business Payment Services Jeff Nowlin, Sr. Manager, Information Technology
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1 [ Campbell s Journey to Invoice Automation Joyce Couts, Manager, Business Payment Services Jeff Nowlin, Sr. Manager, Information Technology
2 [ Learning Points Hear why Campbell chose Open Text as their software solution on their journey to invoice automation. Learn how Campbell is reducing cost and gaining efficiencies with Open Text Vendor Invoice Management. Gain insights on some of the process change impacts, project implementation challenges, and lessons learned. 2
3 [ Agenda Company Overview SAP Evolution Business Case Open Text Selection Implementation Approach Change Impact Benefits Summary Lessons Learned 3
4 [ Company Overview Campbell Soup Company is a global maker and marketer of high-quality foods and simple meals. Founded in 1869 by Joseph Campbell. More than 17,000 employees worldwide. Approx $7.8 billion in annual sales - #312 in the F500. CEO: Denise M. Morrison. Today our products are sold in more than 100 countries. Local Operating Markets Export Markets 4
5 [ Company Overview Cont d Three core categories with most of our brands at #1 or #2. A world leader in Soup manufacturing. Vegetable juices, with V8 brand. Children s crackers, with Pepperidge Farm Goldfish crackers. Simple Meals Baked Snacks Healthy Beverages 5
6 [ SAP Evolution 2003: Global Framework Project was launched. 2005: Project Harmony kickoff to begin blueprinting. 2006: First went live with SAP R/3 v4.7 for our Canadian business. 2007: WHQ went live as a big bang for OTC and ATR : MTS rollouts continued for our facilities in the US, Canada, Australia, and New Zealand. 2011: Open Text VIM v5.2 SP4 went live in May. 2012: Currently on ECC 6.0 EhP5 and VIM v5.2 SP7. 6
7 [ Business Case Genesis Project World Class was initiated in 2005 to drive accounting efficiencies. End-to-end transactional processing and decision support was dramatically improved. The SAP Go-Live in Accounts Payable resulted in an increase in temporary workforce. Additional operational savings and efficiencies could be gained by striving toward a paperless environment. 7
8 [ Business Case Considerations AP centrally managed at WHQ in Camden, NJ. Heavily PO focused with 85% of transactions based on PO. i2 procurement system interfaced to SAP. Invoices manually processed with paper documents. All invoices entered into SAP and parked if no GR. Other invoicing/billing methods: Cashier Voucher, ERS, Pipeline, Consignment, Summary Bill EDI, File Uploads 8
9 [ Business Case Value Proposition Our current process to capture, validate, and pay invoices was inefficient and costly at more than $8 per invoice. Proposed solution was to streamline and automate the invoice management process and create a paperless environment. Once fully realized, the objective was to remove the temporary workforce and reduce operational costs. Cost per invoice was expected to drop to less than $5 within the payback period. 9
10 [ Business Case Solution A robust invoice management solution aimed at realizing an efficient, automated paperless invoicing process. Technology enablement to include document imaging, OCR technology, and workflow functionality. Manual tasks such as scanning and data entry will be outsourced to reduce cost while increasing efficiencies. Our vendor evaluation phase selected the following providers. Invoice Management Software: SAP Invoice Management by Open Text Invoice Capture and Scanning: Source Hands on Ventures (SHOV) 10
11 [ Open Text Selection Open Text installs within the SAP ERP landscape. User experience one system. No need for separate hardware landscape. Installs within its own name space. Leveraged standard set of exception workflows while configurable for unique Campbell scenarios. Preferred a behind-the-firewall solution. More control over our environment. Less dependency on external interfaces. SAP first mind set. Integrates well 3 rd party scanning service. 11
12 [ Implementation Approach SEP OCT NOV DEC JAN FEB MAR APR MAY Blueprinting 2011 Build/Config/RICEF 9/13 Project Kickoff 10/18 Install in DEV (RD1) Unit Tests 12/1 Transport to QA (RQ1) SIT / UAT 2/13 Transport to PROD (RP2) Cutover 3/7 Technical Go Live 1 Business Rule Testing 2 Cutover / Final Prep 5/1 System Go Live Training 1 The Open Text technical go-live had to coincide with our ECC 6.0 Upgrade. 2 This testing focused on invoice scanning but included extensive end-to-end testing. Hypercare
13 [ Change Impact Leadership awareness and support of process change. AP processors no longer fix non-compliance issues. Breaking old habits to allow the system to process Internal communications shifted from to workflow inbox. Open Text administrator new role. Entire P2P organization must now understand their roles and take responsibility. 13
14 [ Change Impact Cont d Invoice matching to PO line vs receipt documents. GRIV flag no longer set Must consider total PO activity No more parking. Change in month end accruals Change in GRIR account balances Vendor cooperation. Billing address change Invoice submission process Accuracy against PO 14
15 [ Benefits Summary Tracking well against key benefits by fiscal year end, July Elimination of temp labor in AP Elimination of on site storage of paper invoices First pass targeting 50% Payment within terms continues to improve. Invoice images accessible to end users. Enhanced reporting. Visibility into workflow status Exception root cause analysis % First Pass Rate Go-Live: May 1,
16 [ Lessons Learned Coordinate with and gain buy-in from key groups early. Procurement, Tax, Logistics, Master Data Allow ample time for blueprinting, workflow and data mapping. Pre-kickoff sessions to assess current state Simplify processes where feasible Open Text training sessions are valuable Must understand Open Text baseline vs extensions 3 rd party scanning service don t underestimate complexity Performance testing. Try to incorporate entire solution Conduct scenario based tests where feasible 16
17 [ Lessons Learned Cont d Must establish and adhere to procure to pay policies. Begin cutover planning early and mitigate risks. Educate and prepare leadership on potential risks at go live. Don t be too aggressive with benefits, need time to stabilize. Segregation of the Open Text workflow default role. Matching rules can be complex, allow time to develop and test. Simplify and depend on process change where feasible Begins with the scanning of the invoice Ex: UOM, PO lines, invoice duplicates, vendor name and address 17
18 [ Questions 18
19 [ Appendix: Project Team Org Chart Executive Sponsor Steering Committee Project Lead PMO Project Manager Business Owner Functional Lead Change Management Lead Cutover Lead Testing Lead Technical Lead Consulting Team PMs Project Finance Lead Accounts Payable SME Communications Lead Power Users Power Users TIO/Basis Technical Leads Procurement SME Training Lead Change Control Development Teams Tax SME Application Development Team Logistics SME 19
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