Purchase to Pay Automation: Goals and challenges in a global enterprise

Effective change management is key to the success of any project which alters the way people work; whether that be a change to processes, technologies, systems or structures. However, many projects still suffer when organizational issues aren’t adequately addressed; so what practical steps can you make within your project delivery to ensure success and achieve your goals?

Nigel Chapman, Change Management Facilitator at ABB, will deliver a case study and share his experience and practical advice, providing you with key steps to reduce project risk and attain faster ROI. ABB successfully automated their invoice processing to increase efficiency and reduce costs. Join this webinar to find out how ABB successfully reaped the best results from their P2P automation program and discover:

- How to manage change regionally in line with the global enterprise
- Ways to gain stakeholder interest and developing user commitment
- How to achieve process centralization and system integration
- Techniques for tackling non-compliance
- A path to determine project success
- The top 5 lessons learnt and success factors from the UK regional implementation

Scotland is now the BPO location of choice for many of the world’s top companies. Companies such as Ceridian, BAA, Shell, IBM, Morgan Stanley, Heineken and Diageo have all recognized Scotland’s experience and expertise across human resources, technology and finance to join the growing community who has made Scotland their BPO home.

By joining this Webinar you will hear more about Scotland’s strength and depth as a BPO location:

Overall 451,000 people are employed within finance and business, of which 356,000 are located within Scotland’s central belt, ensuring a steady supply of highly skilled staff for the BPO sector

Some of the largest BPOs and contact centers in Europe are based in Scotland. There are over 86,000 people employed in 400 contact centers – one in every 30 employee works in a contact centre

Scotland is home to many global and pan European BPOs due to the wealth of multilingual skill. Current BPOs and contact centers offer a mix of 26 different languages

The sector has grown by 30,000 employees, or 54%, since 2003

Scotland has over 272,000 students studying at any one time for a higher education qualification

Doug Sawers, Managing Director, Ceridian Ceridian UK is part of Ceridian Corporation, a 9000-strong global services company. The UK business is a leader in HR outsourcing and has a great blend of leading-edge HR technologies and full-service centers, which are both on-shore (primarily Glasgow, Manchester and Leeds) and offshore (Mauritius). Ceridian is growing past the 700 colleague mark in the UK and past the 400 mark in Mauritius. Main services include HRIS, payroll, flexible benefits, employee assistance programs, recruitment, expense management and workforce management. Ceridian aims to have the most committed people, the latest technology, the best-tailored solutions and to enjoy helping customers to improve their business performance dramatically.

In addition to cost savings, shared service centers for finance and accounting functions such as collections and payments execution are being leveraged by corporations to institute best practices and provide additional value-added capabilities to improve management visibility and control, enhance process quality, and increase overall business performance.

Attend this webinar to learn about a recent SunGard global study of small - to large - sized corporations that examined the primary drivers, perceived challenges and overall satisfaction among companies already using or looking to migrate to a shared service center model.

Topics of discussion will include:

The reasons why many organizations choose to deploy shared service centers

The experiences of organizations currently utilizing shared service centers

Best practices in launching a shared service center

Common pitfalls to avoid when initiating a shared service center

Real and perceived obstacles in moving an organization towards a shared service model

Justin Harrison, Project Manager, REL Justin has over 20 years of experience specializing in Customer-to-Cash (C2C) assignments undertaking scoping, analysis & design and implementation projects across a wide range of industry sectors and geographies. He has been responsible for teams of clients and consultants involved in Organisational Change, Best practice Process Improvement and Working Capital Management. Most of Mr Harrison's assignments have focussed on delivering tangible and sustainable significant cash flow improvement supported by process change. He is a senior member of REL's C2C Practice Group and supports the development and maintenance of best practices both for internal use and for the benefit of clients.

Molly Pryor, Assistant Treasurer, Huntsman Corporation

Jim Mangano, SVP Receivables Solutions, SunGard