CUBuyplus User Group Meeting

1. CUBuyplus User Group Meeting Welcome! • Monthly meetings started 1 year ago • Started with our heavy users of CUBuyplus • Now including everyone with a CUBuyplus user account • Meeting purpose – introduce new/improved processes, get feedback from users, continuous improvement

2. CUBuyplus User Group MeetingAgenda • Blanket Order Invoices – New Process • Office Supplies Analysis – Joe Zaborowski Director of Purchasing • Service Partnership Agreements • Feedback/Questions/Concerns

3. Blanket Order Invoices – Old Process Blanket sent to Vendor Invoice sent to Department Department Codes Invoice Or… Interoffice Mail BSC creates retrofit release AP Specialist Completes Invoice BSC codes based on department direction Invoice sent to BSC BSC pays, creates retrofit never reviewed by Department AP Specialist Completes Invoice

4. Blanket Order Invoices – New Process Blanket sent to Vendor Invoice sent directly to BSC AP Specialist enters into CUB+ Department approves invoice in CUBuy+

5. Blanket Order Invoices – New Process Advantages- Win-Win-Win • Department: always sees invoice and approves, better oversight and visibility • Department and BSC: Fewer handoffs and manual intervention • Vendor and University: Faster payment process time allowing us to go after more discounts

6. Email Management • If you are attached to the blanket you will receive an email every time an invoice needs to be approved. • We have requested ability to manage emails from Unimarket • In the meantime you can create a rule in Outlook to manage messages

7. Email Management

8. Email Management

9. Email Management

10. Blanket Order Invoices • What you can expect: • We are working with all vendors to get blanket order numbers on all invoices and sent directly to the BSC • May take some work on BSC at the start because our vendors are setup to invoice to a shipping address on campus • Please send blanket invoices to us with coding if you get them and we will work with the vendor • Please let your BSC specialist or myself know if we have any issues with the new process

11. Office Supplies I Can Get It Cheaper • Analysis Components • Office Depot, Office Max and Staples • 648 line items • 9 month timeline • All prices downloaded from CCOR • Compared to Payless using a like to like format • Findings • Payless was cheaper on most products • Any negative price difference was in pennies • Total savings using Payless was $3,330 • Total percent of savings was 35.3% • Employees time and mileage reimbursement not part of the financial analysis

12. Service Partnership Agreements(SPA) • What is the purpose of the SPA? • Communication Model • Details standard services provided • Defines roles and responsibilities of the BSC and partner departments • Outlines how we will report on performance and review • How to handle things when issues arise

13. Service Partnership Agreements • Why do we need one? • Business Service Center rolled out fairly quickly • Provides a kind of roadmap on how to work together • Establishes our commitment and responsibility • Gives guidance on what to do when problems arise • Annual touch-point with leadership to assess how things are going

14. SPA - Communication • BSC Specialist is key point of contact for all services • Shared email boxes assigned to each school/college/division • Main phone number answered M-F 8-4:30 • User Group meetings held monthly • Newsletter forthcoming

15. SPA – Standard Services • CUBuyplus Orders • CUBuyplus tool and vendor maintenance • Independent Contractor Tool management • All non-payroll payments: • Invoices, Travel and Expense Reimbursements (TERs), Travel Advances, grant/research stipends • P-Card review of receipts and entry to CCOR • P-Card administration (new cards, increases, monitoring for policy adherence etc.) • Credit Applications for vendors • Sales Tax Exempt certificates • Services not provided: Vendor relationship (purchasing), reporting, contract management

16. SPA – Roles and Responsibilities • BSC Service Commitment – how fast can we get it done • Partner Responsibility – requirements to facilitate process and follow policies • Reporting/Measuring – how will we measure how well we are doing • How to obtain the service – not an instruction manual but a brief summary of where to start

17. SPA – Escalation • What do we do when something goes wrong and the expectations are not met? • Always work to resolve with the BSC specialist first • If unable to resolve contact the BSC manager • Don’t let problems pile up – we want to improve and provide great service • Often when problems arise it is not a problem with performance but a misunderstanding or a problem with a process – no one will “get in trouble” – we want to improve!