1 Auditing for Value in the Procure to Pay Cycle Dallas IIA Chapter October 1, 2009
2 Supply Chain Risk Overview * Today s Focus * Includes Working Capital benefits Protiviti Inc. An Equal Opportunity Employer.
3 Overview of Procurement Most organizations spend 20% to 70% of their revenues procuring third party goods and services. This expenditure presents very significant opportunity and risk. Risks include the loss of cash, supply continuity, delivery performance and quality, outsourcing risk, process inefficiency, legal and regulatory compliance and fraud. From an opportunity perspective, dollars saved through procurement activities flow directly to the bottom line. Key Procurement Processes: Strategic Sourcing is the process to analyze spend and determine the best supply base and sourcing strategy to follow for each spend category. Strategic sourcing establishes the way companies execute the procurement process. Contract Management is the process of creating and managing contract templates and libraries, creating and approving contracts, managing contract administration and changes, and monitoring contract performance and compliance. Purchasing Execution and Control is the transactional component of creating a requisition, creating and issuing a Purchase Order and processing the payment, including supplier master file management. Supplier Management is the process of measuring and monitoring supplier performance, certifying suppliers, and strategic integration with selected suppliers through Supplier Relationship Management. Supplier Performance Monitoring, Development & Certification 10% Requisition, Purchasing, Accounts Payable Supplier Relationship Management 10% Category Forecast & Risk Analysis 10% 10% 10% 10% 10% 10% Supplier Set Up & On- Boarding Sales & Operations Planning Contract Creation, Award & Control Planning Supply Market & Risk Analysis Sourcing Strategy 10% Analysis & Selection 10% Negotiation & Contract Planning Supplier Evaluation & Selection Understanding and mitigating procurement and accounts payable risks while optimizing procurement capabilities is among the most effective and least painful ways for companies to enhance controls while delivering and sustaining value-added improvements and higher profitability Protiviti Inc. An Equal Opportunity Employer.
4 Accounts Payable Process Key Activities Invoice Receipt, Archiving and Storage Invoice Validation, Reconciliation and Audit Routing and Approval Disbursement Planning Settlement Handling Vendor Queries Visibility / Access to Spend Data Protiviti Inc. An Equal Opportunity Employer.
5 Trends in Internal Audit Focus / Coverage Considerations Possible P2P Implications Financial risks 41% have increased coverage SOX 64% remained the same or decreased Operations risks 47% increased coverage Compliance risks 65% decreased or remained the same Credit and liquidity risks approximately a third increased Effectiveness of risk management 35% have increased coverage Company exposure to 3 rd parties in financial distress 39% have increased coverage Cost reduction/containment 47% increased coverage Model validation 47% decreased or remained the same Off-shoring/vendor risks 19% increased Reputational risk 69% remained the same or slightly decreased Source: 2009 GAM Presentation by Richard Chambers, President of the IIA Protiviti Inc. An Equal Opportunity Employer.
6 So What Does this Mean for P2P? Possible Focus Points The purchase-to-payment process (P2P) attracts more auditor scrutiny and fosters more management concern than virtually any other business process. Companies face a number of risks associated with their P2P process including financial leakage, internal control issues, and operational risks. Fraud Revenue and Procurement Revenue recognition Procurement Embezzlement FCPA Working Capital and Cash Management Days Sales Outstanding Days in Inventory Days Payables Outstanding = Total Days Trapped in Working Capital Controls Automation Manual controls cost more to execute and to audit Automated controls can provide higher levels of assurance Maximize the ERP effectiveness Cost Containment and Reductions Organizational control structure/span of control Third-party contract administration, including outsourcing agreements Construction and capital projects Sales commissions Vendor payments and contract compliance, including erroneous payments Overtime payments Revenue assurance IT infrastructure spend SOX costs The Internal Audit Process Itself Data mining and CAATs Smarter, better, quicker Look at all components planning, execution of fieldwork and reporting Measure, benchmark and improve Support the audit process with technology Protiviti Inc. An Equal Opportunity Employer.
7 Internal Audit Coverage Considerations for A/P Focus and Scope Options Traditional Audit Focus Transactional controls and compliance around purchasing execution (primarily). General risks covered include: Access to and control of supplier master file Expenditure authorization limits and purchase approvals Segregation of duties (access to supplier master file, PO creation, receiving, and invoice processing) Compliance with bidding policies (3 bid minimum) AP processing: 3-way match controls, invoice overrides, invoice holds and approvals Use of preferred suppliers, Control over non-po purchases and non-po invoice processing Credit notes and other adjustments may not be accurately calculated or recorded. All purchases may not recorded via PO (no visibility of outstanding commitments and required accruals) Service purchases or non-po invoices may not be appropriately verified and approved prior to processing for payment SCOPE -- Typically direct materials and possibly capital equipment. Potential Other Areas for IA Consideration / Impact Traditional transactional controls and compliance around purchasing execution (including general risks) PLUS Process / Capabilities assessment, covers purchasing execution as well as: strategic sourcing, contract management, and supplier management. Spend Assessment covering 100% of total spend. Benchmarking, analysis of results, and recommendations to improve cost effectiveness, staff productivity, process efficiency, and cycle time. Other potential areas / sources of operational risks: Spend reduction Decreased maverick spend Overall procurement process and policy improvement Cycle-time reduction Enhanced procurement monitoring and reporting SCOPE -- Includes all 3rd party expenditures (direct / indirect materials, services, capital, utilities, etc.) Protiviti Inc. An Equal Opportunity Employer.
8 Internal Audit Coverage Considerations for A/P Benefits Traditional Audits Identification of transactional processing control gaps and recommendations. Potential Other Areas for IA Consideration/Impact Identification of transactional processing control gaps and recommendations PLUS Benchmark current organizational performance against industry peers and leading practices to determine opportunities for process improvement and cost savings. Identification of risks and opportunities for: Reduction in supply interruption risk, leverage spend for cost savings, proactive procurement risk management, decrease time to market for new products Identification and quantification of financial leakage, recovery of overpayments, and improving master data integrity. Improved contract compliance (milestones, pricing, quality, performance), reduction in legal risk exposure, reduce maverick spend to fully realize potential cost avoidance and cost savings opportunities Improved supplier performance around quality, lead times, communication, data integrity, etc. Supply base consolidation and rationalization, identification of opportunities to improve commodity management around replenishment planning and excess and obsolete control, material standardization, etc. Identification of risks and improvement opportunities across all aspects of risk management infrastructure (Strategy & Policy, Process, People & Organization, Management Reporting, Methodologies, Systems & Data), where as traditional audits just look at process component Protiviti Inc. An Equal Opportunity Employer.
9 Potential Focus Points and Impact Opportunities Process Improvement Opportunity Identification Protiviti Inc. An Equal Opportunity Employer.
10 Sample Data Analysis Activities Protiviti Inc. An Equal Opportunity Employer.
11 Data Analysis Approach Overview Project Management and Communication Key Tasks Protiviti Inc. An Equal Opportunity Employer.
12 CAAT s s Examples for Consideration Procure-to-Pay Examples Vendor Master File Analysis (Address, PO Boxes, phone numbers between vendors to identify duplicates) # of Inactive Vendors with Activity Payments to Inactive Vendors Duplicate Vendors, Invoices, Payments Vendor to Employee Match (SSN/TIN, Address, Phone Number) Benford s Law Analysis - Invoice, Payments, PO, and/or Credit Analysis Missed Discounts Late Payments Authorization and Analysis of PR, PO, Invoice, and Payment Aging and Analysis of AP and Credit Processing Holiday Activity Void/Reissue Payment Analysis Pricing Books Accuracy of the Amounts, How often Prices are Monitored for Changes, and How Freight and Sales & Use Tax is Accounted for Payment Gap Analysis User Analysis between Vendor Setup, Voucher, and Payment Processing Analysis of Debit Memos/Adjustments Analysis of Voucher Reversals/Re-Entry Analysis of Overpayments/Refunds (unused credits) Protiviti Inc. An Equal Opportunity Employer.
13 Example Output and Analysis Results Duplicate Payments Example: $3.5m duplicate payments recovered; $2m in working cap reduction Approach Standardize Favorable Payment Terms Assess Procurement Transactions Evaluate Vendor Master File for Cleanup Opportunities Determine Potential for Profit Recoveries Data and Spend Analytics: A/P, P-Cards, T&E, Claims, Contract Compliance and Fraud Assessment of Purchasing and AP Operations Benefit Reduced Financial Leakage Immediate Cash Flow Benefits Apply Unused Credit Memos Working Capital Benefits Reduced Risk of Fraudulent Activity Purchase Order Processing Efficiency Protiviti Inc. An Equal Opportunity Employer.
14 Example Output and Analysis Results Supplier Master File Illustrative For Discussion Purposes Only Analysis of the supplier master file can not only be a useful tool in the assessment of potential risk for fraud, it can also be a valuable source of information on potential duplicate payments and/or other misaligned information. 28,029 Active Suppliers 18,702 in in assessed system 1 (67%); 9,327 in in assessed system 2 (33%) Step 1 Consider Inactivation Step 2 Review / Update Suppliers with No Activity since 1/1/2006 Suppliers with No Activity in the last 24 months Suppliers with No Activity in the last 18 months 9,092 active suppliers remain after inactivation consideration Note: Suppliers listed in Step 1 were not included in the population of suppliers in Step 2. Duplicate Suppliers Suppliers With Missing Address Information Suppliers With Missing Federal IDs (FEIN) US only Suppliers with Invalid FEIN Information US only 17, , ,414 (63%) (1%) (3%) (6%) (0.2%) (0.1%) (5%) 63% of suppliers (17,706) had no payment activity since 1/1/ % of suppliers (18,937 ) have had no payment in the last 18 months Of the suppliers for inactivation consideration: 66% are from assessed system 1 34% are from assessed system 2 1,711 suppliers are identified as potential duplicates 33% are from assessed system 1 67% are from assessed system 2 1,510 suppliers are recommended for updates and/or additional data 62% are from assessed system 1 38% are from assessed system 2 A well-controlled SMF reduces the risk of financial leakage and fraud while increasing processing efficiency and management analysis Protiviti Inc. An Equal Opportunity Employer.
15 Example Output and Analysis Results Spend Management: Analyze Supplier Fragmentation Illustrative For Discussion Purposes Only Example: $13m savings in the first year through consolidation of supply base. Approach Assess Strategic Sourcing Opportunities Standardize Specifications Aggregate Volume of Demand Forecast Visibility Rationalize Supplier Base Assess Management and Monitoring of Procurement Transactions Contract Compliance Supplier Feasibility Analysis Benefit Enhanced product quality due to optimized specifications. Managed supply based and enhanced on-time delivery through performance monitoring and partnering. Lower Price for Materials and Services Lower Inventory Costs Demand Analysis to Help Inventory and Forecasting Reduced Risk of Supply Interruption Protiviti Inc. An Equal Opportunity Employer.
16 CAAT s s Examples for Consideration (cont d) G/L and Journal Entry Examples Travel and Entertainment Examples Benford s Law on Journal Entries by User Journal Entries identifying outliers (Uncommon Accounts, Profit Centers, Cost Centers) Manual Round Dollar Entries Unusual Posting Dates/Times Analysis of Split Entries (Entries just below Approval Threshold) Analysis of Suspense, Clearing, and Intercompany Accounts Credits vs Aged Invoices Reversed Month End Journal Entries Entries within Accounts Inactive Accounts Entries Calculate and sort percentage variances in GL accounts between periods Spend by Employee Analysis of Expenses by Employee (just below threshold, comparison of employees expensing duplicates, expensing airfare but no hotel (vice versa), expensing car but no airfare, etc) Analysis of MCCG and MCC of T&E or P-Card Transactions Benford s Law Analysis on Employee Expenses Expense Dollar and Volume Stratification Inactive Employee Spend Analysis Spend by Expense Type Large Dollar Expenses Identification Non-Timely Expense Submission Expense Analysis by Category (e.g., Airfare, Office Supply, Cell Phone, Professional Dues) Per Diem Expense Identification and comparison to trips, policy threshold, and potential duplicates in meal reimbursement and per diem Duplicate Expense Submission Analysis of Weekend Transaction Dates Analysis of No Activity from Personnel in Expense-Centric Departments Protiviti Inc. An Equal Opportunity Employer.
17 Procurement Process Review Fraud Indicator Overview Illustrative For Discussion Purposes Only Reviewing fraud indicators is part of our comprehensive approach and is effective for financial risk mitigation. High Priority Low (1) Examples: Employee SSN vs. Deceased Master File Invalid SSN Employee vs. Vendor Address Payments After Termination Total Returned Flagged for Review Sampled Requires Further Review Payments After Termination Employee Termination Date Last Payment Date Days Difference Payee Name Payment Count Payments to Employee John Smith XXX XXX XXX John Smith XX $XXX Employee vs. Deceased Master File Employee Name SSN City State Status Terminated Death master SSN First Name Last Name Death Date John Smith XXX-XX-XXXX XXX XX XXX XX XXX-XX-XXXX Jane Williams XX Invalid Social Security Number Validation SSN Name Job Description Address1 Address2 City State Zip Status Terminated Bad - Invalid Group XXX-XX-XXXX John Smith XXX XXX ABC Lane XXX XX XX XXXXX XX No Employee vs. Vendor Address Employee Name Employee Key Employee Address City State Vendor Name Vendor Address Vendor City Vendor State John Smith XXXXX ABC Lane XXX XX ABC Company DEF Avenue XXX XX Protiviti Inc. An Equal Opportunity Employer.
18 Selected Metric Considerations Protiviti Inc. An Equal Opportunity Employer.
19 Selected Accounts Payable Metrics Cost Effectiveness Total cost per invoice processed Total cost per invoice line item processed Total cost per FTE Personnel cost as % of total cost Personnel cost per FTE Systems cost as % of total process cost Systems costs per $100,000 Revenue Systems costs per $100,000 Purchases Total process cost per $1,000 Revenue Total process cost per $1,000 Purchases Staff Productivity No. FTE s per $1Billion Revenue No. FTE s per $1Billion Purchases No. expense report line items processed annually per FTE No. invoice line items processed per FTE No. of invoices processes per FTE Value of purchases (millions) per FTE No. of disbursements per FTE No. FTE s to process expense reimbursements per $1Million T&E Expenditures Process Efficiency % of invoice line items that are matched the first time % of invoices which are manually keyed into the G/L % use of EDI for receiving invoices, and for entering into the system % of invoice line items paid on time No. invoiced line items per $1,000 purchases % of discounts available that are taken % of disbursements that are first time error free % of invoice line items matched with a PO No. expense report line items processed per $1,000 Purchases % of T&E expenditures using cash advance % of expense report exception line items Cycle Time C.T in days to resolve an invoice error C.T in days from receipt of invoice until approved/scheduled for payment C.T in hours to enter invoice data into the system C.T in days from receipt of invoice to payment C.T in days to approve and schedule T&E reimbursements Protiviti Inc. An Equal Opportunity Employer.
20 Example Usage of Benchmarking P2P Metric Considerations There are various cost drivers within the overall Purchase-to-Payment process where use of benchmarks against industry best practices to determine improvement opportunities. Cost Components of the Purchase-to-Pay Process % of Sub Process 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Create Existing Vendor VMF Setup Workflow Manual Approval Process Buyer Manager Director VP EDI Mail Fax Phone Centralized De-Centralized Approval Level PO Issuance Invoice Received 50% of transactions are processed outside of existing workflow technology 65% of POs are issued by mail or phone 25% of invoices are received in a de-centralized location Manual EDI ERS P-Card Invoice Processing Observations The following processes contribute to increased costs within the Purchase-to-Payment Process Check Wire ACH Other Payment Processing Centralized De-Centralized Procument Function 50% of invoices are processed manually through Accounts Payable 58% of all payments are remitted by paper check Protiviti Inc. An Equal Opportunity Employer.
21 Value Drivers Within P2P Activities Possible Ideas Components & Value Drivers Procure-to-Pay Increase DPO Reduce AP Processing Costs Reduce Lost Discounts Reduce Financial Leakage Reduce Spend / TCO Increase DPO Improve integrity of Vendor Master File Monitor and enforce use of approved Payment Terms extend where feasible Update existing agreements upon expiration Reduce Invoice Error Rate / Processing Costs / Lost Discounts / Leakage Standardize (and consolidate) AP processes Increase use of Purchase Orders to automate matching process (decrease Payon-Approval volume) Leverage ERP functionality / automate manual process Enhance supporting capabilities Develop / improve monitoring and reporting Reduce Spend / Total Cost of Ownership (TCO) Strategic Sourcing (Total Cost of Ownership (TCO), leverage volume, specification improvements, global sourcing, etc.) Manage contract compliance Improvements in Working Capital Management can free up cash and generate significant annual savings and impact to the bottom line! Protiviti Inc. An Equal Opportunity Employer.
22 In Summary Today s economic environment requires active assessment and management of P2P activities and operations is critical. Inventories and receivables are growing. Spend is highly fragmented indicating an opportunity for supplier consolidation and leveraged buying. Sourcing focused on Indirect Spend including prioritization of Sub-Categories and setting of savings targets. Saving opportunities continue to exist through: Immediate strategic sourcing initiatives, Ensuring payment term discounts are realized; and Eliminating multiple payment terms for the same supplier. Fraud indicators exist but are often times not recognized and/or not acted upon. Movement to reduce process costs and increase in efficiency by addressing Supplier Master File. Potential for financial leakage in the form of duplicate payments, unused credit memo s, etc. Need to establish standards for payment terms and target key supplier for improvement initiatives. Internal Audit teams have not only the responsibility for periodic assessment of these activities but also have a tremendous opportunity to drive value and be an agent of positive change for their organization! Protiviti Inc. An Equal Opportunity Employer.
23 References Invalid Social Security Number provides rules governing invalid SSN and based on these rules you can internally build the file to perform testing against. Deceased person file a subscription can be purchased from NTIS, Quarterly, we update will pull updates from this site to update our database. Benchmarking Protiviti Inc. An Equal Opportunity Employer.
24 For more information or if you have questions, please contact: Clint McPherson, Managing Director (Office) or (Mobile) Cindy Hart, Manager (Office) or (Mobile) Protiviti Inc. An Equal Opportunity Employer.
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