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Procurement to Pay ( P2P) Initiative

Procurement to Pay ( P2P) Initiative. “Supporting and Enabling Strategic Sourcing”. March 2014. Procure-to-Pay Shared Services Initiative Objectives Leverage the shared application and data structure of the CSU Common Financial System

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Procurement to Pay ( P2P) Initiative

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  1. Procurement to Pay (P2P) Initiative • “Supporting and Enabling Strategic Sourcing” March 2014

  2. Procure-to-Pay Shared Services Initiative Objectives • Leverage the shared application and data structure of the CSU Common Financial System • Improve the efficiency and effectiveness of processes to purchase and pay for goods and services Focus on Strategic Sourcing

  3. P2P Timeline Focus on Strategic Sourcing

  4. P2P Timeline Focus on Strategic Sourcing

  5. P2P Timeline Focus on Strategic Sourcing

  6. A New Simplified, Streamlined, and Automated Way to Purchase and Pay was Envisioned • Implement a simplified and streamlined process approach across the university • Enable strategic procurement • Support movement to electronic invoicing and payments • Provide metrics for managing services and promote continuous improvement Focus on Strategic Sourcing

  7. Procure-to-Pay Opportunities for Savings and Efficiencies Identified • With full participation, and after complete implementation, the overall cost savings opportunity available to the CSU was conservatively estimated at $30 million per year. Focus on Strategic Sourcing

  8. P2P Timeline Focus on Strategic Sourcing

  9. Moving Forward Implementing Strategic Sourcing Focus on Strategic Sourcing

  10. Moving Forward • P2P Coordinating Activities (Ongoing) • PeopleSoft CFS Upgrade to PeopleSoft 9.2 • Mobile Application Installations • Document Management Application Installation • Travel Application Installation • Business Intelligence Application Installation Focus on Strategic Sourcing

  11. Moving Forward • P2P Quick Wins (Now) • Coordinate Campus Spend Analytics • Collaborative Sourcing/Strategic Sourcing • Expand Use of Electronic Payments • Simplify and Streamline Processes i.e. Travel, Management of Credit Cards, etc. Focus on Strategic Sourcing

  12. Moving Forward • Redesign, Simplify and Streamline (In Phases) • Establish Supporting Change Management Plan • Evaluate Costs/Benefits of Preventive Internal Controls compared to Detective • Reshape/Reframe Contracting Services and Procurement Policy and Procedures • Assess Procurement Data Configuration and Operational Metrics • Plan Implementation of E-Procurement Systems and Associated Catalogs Focus on Strategic Sourcing

  13. Email: mredmond@calstate.edu Focus on Strategic Sourcing

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